The Role of Employee Silence on the Relationship Between Transformational Leadership and Affective Commitment: A Study of Disaster and Emergency Management Employees

Öz

This study investigates the effect of transformational leadership on employees’ affective organizational commitment and examines the mediating role of employee silence for this influence. Data is collected from a survey of 336 disaster and emergency management employees. Structural equation modeling is employed in order to test the research hypotheses. Both Baron & Kenny’s (1986) approach and a bootstrapping method are used simultaneously to test the mediating effect. The results indicate a positive effect of transformational leadership on affective commitment and this positive effect is shown to be partially mediated by employee silence.

Anahtar Kelimeler

• Transformational leadership,employee silence,affective commitment,disaster and emergency management

Dönüşümcü Liderliğin Duygusal Bağlılık Üzerindeki Etkisinde İşgören Sessizliğinin Rolü: Afet ve Acil Durum Yönetimi İşgörenleri Üzerine Bir Çalışma

Öz

Bu çalışma dönüşümcü liderliğin işgörenlerin örgütlerine olan duygusal bağlılıkları üzerindeki etkisini ve bu etkide işgören sessizliğinin aracılık rolünü incelemektedir. Çalışmanın verileri anket yöntemi kullanılarak 336 afet ve acil durum yönetimi işgöreninden toplanmıştır. Çalışmada araştırma hipotezlerinin testi için yapısal eşitlik modellemesi kullanılmıştır. Aracılık etkisinin testi için hem Baron ve Kenny (1986) yaklaşımı hem de önyükleme yöntemi eş zamanlı olarak kullanılmıştır. Araştırma bulgularında; dönüşümcü liderliğin duygusal bağlılığı olumlu bir yönde etkilediği ve bu olumlu etkide işgören sessizliğinin kısmi aracılık etkisine sahip olduğu görülmüştür. 

Anahtar Kelimeler

• Dönüşümcü liderlik,işgören sessizliği,duygusal bağlılık,afet ve acil durum yönetimi

Kaynakça

1. Allen, N. J. ve Meyer, J. P. (1990) The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization, Journal of Occupational Psychology, 63(1), 1-18.
2. Avolio, B. J. (1999) Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: Sage.
3. Avolio, B. J., Zhu, W., Koh, W. ve Bhatia, P. (2004) Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance, Journal of Organizational Behavior, 25(8), 951-968.
4. Baron, R. M. ve Kenny, D. A. (1986) The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations, Journal of Personality and Social Psychology, 51(6), 1173-1182.
5. Bass, B. M. (1985) Leadership and performance beyond expectations, New York: Free Press.
6. Bass, B. M. (1997) Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130-139.
7. Bass, B. M. ve Riggio, R. (2006) Transformational leadership (2nd ed.), New York, NY: Psychology Press.
8. Bass, B. M. ve Avolio, B. J. (1997) Full range model of leadership development: Manual for the Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.

9. Beer, M. ve Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-40.
10. Bottomley, P., Mostafa, A. M. S., Gould‐Williams, J. S. ve León‐Cázares, F. (2016) The Impact of Transformational Leadership on Organizational Citizenship Behaviours: The Contingent Role of Public Service Motivation, British Journal of Management, 27(2), 390-405.
11. Britton, N. R. ve Lindsay, J. (1995) Integrating City Planning and Emergency Preparedness:Some of the Reasons Why, International Journal of Mass Emergencies and Disasters, 13 (1), 93-106.
12. Burns, J. M. (1978) Leadership, New York: Harper & Row.
13. Carter, M. Z., Armenakis, A. A., Feild, H. S. ve Mossholder, K. W. (2013) Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.
14. Cutter, S. L., Emrich, C. T., Mitchell, J. T., Boruff, B. J., Gall, M., Schmidtlein, M. C., Burton, C. G. ve Melton, G. (2006) The long road home: Race, class, and recovery from Hurricane Katrina. Environment: Science and Policy for Sustainable Development, 48(2), 8-20.
15. Farndale, E., Van Ruiten, J., Kelliher, C. ve Hope‐Hailey, V. (2011) The influence of perceived employee voice on organizational commitment: An exchange perspective, Human Resource Management, 50(1), 113-129.
16. Gilmore, P. L., Hu, X., Wei, F., Tetrick, L. E. ve Zaccaro, S. J. (2013) Positive affectivity neutralizes transformational leadership's influence on creative performance and organizational citizenship behaviors, Journal of Organizational Behavior, 34(8), 1061-1075.
17. Guenter, H., Schreurs, B., Van Emmerik, I. J. ve Sun, S. (2017). What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership? Applied Psychology, 66(1), 49-77.
18. Huang, L. ve Paterson, T. A. (2017). Group Ethical Voice: Influence of Ethical Leadership and Impact on Ethical Performance. Journal of Management, 43(4), 1157-1184.
19. Jin, S., Seo, M. G. ve Shapiro, D. L. (2016) Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership, The Leadership Quarterly, 27(1), 64-84.
20. Judge, T. A. ve Piccolo, R. F. (2004) Transformational and transactional leadership: A meta-analytic test of their relative validity, Journal of Applied Psychology, 89(5), 755-768.
21. Kim, T. Y., Liden, R. C., Kim, S. P. ve Lee, D. R. (2015) The interplay between follower core self-evaluation and transformational leadership: Effects on employee outcomes, Journal of Business and Psychology, 30(2), 345-355.
22. Meyer, J. P. ve Herscovitch, L. (2001) Commitment in the Workplace: Toward a General Model, Human Resource Management Review, 11(3), 299-326.
23. Meyer, J. P. ve Allen, N. (1991) A three-component conceptualization of organizational commitment, Human Resource Management Review, 1(1), 61-89.
24. Meyer, J. P., Stanley, D. J., Herscovitch, L. ve Topolnytsky, L. (2002) Affective, Continuance and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences, Journal of Vocational Behavior, 61(1), 20-52.
25. Milliken, F. J., Morrison, E. W. ve Hewlin, P. F. (2003) An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40(6), 1453-1476.
26. Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 173-197.
27. Morrison, E. W. ve Milliken, F. J. (2000) Organizational silence: A barrier to change and development in a pluralistic world, Academy of Management Review, 25(4), 706-725.
28. Mowday, R., Steers, R. ve Porter, L. (1979) The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
29. Preacher, K. J. ve Hayes, A. F. (2008) Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models, Behavior Research Methods, 40(3), 879-891.
30. Sheldon, M. E. (1971) Investments and involvements as mechanisms producing commitment to the organization. Administrative Science Quarterly, 16(2), 143-150.
31. Shin, J., Seo, M. G., Shapiro, D. L. ve Taylor, M. S. (2015) Maintaining Employees’ Commitment to Organizational Change The Role of Leaders’ Informational Justice and Transformational Leadership, The Journal of Applied Behavioral Science, 51(4), 501-528.
32. TAMP (Türkiye Afet Müdahale Planı), T.C. Başbakanlık Afet ve Acil Durum Yönetimi Başkanlığı Raporu, Aralık 2013. (https://www.afad.gov.tr/tr/2419/Turkiye-Afet-Mudahale-Plani) Erişim Tarihi:05/06/2016.
33. Top, M., Akdere, M. ve Tarcan, M. (2015) Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals:Public servants versus private sector employees, The International Journal of Human Resource Management, 26(9), 1259-1282.
34. Triana, M. D. C., Richard, O. C. ve Yücel, İ. (2017) Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship. Personnel Psychology, 70(2), 429-467.
35. Vakola, M. ve Bouradas, D. (2005) Antecedents and consequences of organisational silence: An empirical investigation. Employee Relations, 27(5), 441-458.
36. Van Dyne, L., Ang, S. ve Botero, I. C. (2003) Conceptualizing employee silence and employee voice as multidimensional constructs, Journal of Management Studies, 40(6), 1359-1392.
37. Walumbwa, F. O. ve Lawler, J. J. (2003) Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies, International Journal of Human Resource Management, 14(7), 1083-1101.
38. Waugh, W. L. (1993). Coordination or control: Organizational design and the emergency management function. International Journal of Disaster Prevention and Management, 2(4), 17-31.
39. Waugh, W. L. ve Streib, G. (2006). Collaboration and leadership for effective emergency management. Public Administration Review, 66, 131-140.
40. Zengtian, Z. ve Xiuyuan, G. A. O. (2014) The Impact of Transformational Leadership on Employee Voice Behavior: The Role of Organizational Identification and Procedural Justice, International Business and Management, 9(2), 168-172.