Kapsayıcı Liderliğin İç Girişimcilikteki Rolü: Türkiye’deki Aile İşletmeleri Üzerindeki Etkileri

Öz

Bu çalışma, kapsayıcı liderliğin Türkiye’deki aile işletmeleri için dönüştürücü bir güç olma rolünü kuramsal olarak incelemektedir. Mevcut literatürün kapsamlı bir incelemesine dayanarak, kapsayıcı liderliği çalışanların yenilikçilik, risk alma ve proaktif davranışlarını teşvik eden kritik bir unsur olarak konumlandıran kavramsal bir model sunulmaktadır. Bu araştırmanın kavramsal çıkarımları kapsayıcı liderliğin psikolojik güvenliği güçlendirdiğini, açık iletişimi teşvik ettiğini ve çalışan katılımını artırdığını ortaya koymakta; bu unsurların iç girişimcilik faaliyetleri için önemli birer katalizör olduğunu vurgulamaktadır. Bu dinamikler özellikle, katı hiyerarşilerin ve kuşaklar arası gerilimlerin yenilikçiliği sınırlayabildiği aile işletmeleri için önem taşımaktadır. Çeşitliliği değerli gören ve çalışan katkılarını dikkate alan bir ortam yaratarak kapsayıcı liderler, aile işletmelerini daha yüksek yenilik kapasitesine ve uzun vadeli sürdürülebilirliğe yönlendirebilir. Bu araştırmanın özgün değeri, kapsayıcı liderlik kuramını aile işletmeleri bağlamında iç girişimcilik ile bütünleştirmesinde yatmaktadır. Önerilen çerçeve, gelecekteki ampirik araştırmalar için teorik bir temel sunarken, aynı zamanda aile işletmesi yöneticilerine dinamik piyasa koşullarına uyum sağlama ve sürdürülebilir rekabet gücü elde etme konusunda pratik yol gösterici öneriler sağlamaktadır.

Anahtar Kelimeler

• Kapsayıcı Liderlik
• İç Girişimcilik
• Aile İşletmeleri
• İnovasyon

The Role Of Inclusıve Leadershıp In Intrapreneurshıp: Impacts On Famıly Busınesses In Türkiye

Öz

This research offers a theoretical exploration of how inclusive leadership can be a transformative force in Turkish family businesses. Drawing from a comprehensive review of existing literature, a conceptual model is presented that identifies inclusive leadership as a key factor in promoting employees' innovative, risk-taking, and proactive actions. The study emphasizes that inclusive leadership fosters psychological safety. It also encourages open dialogue and enhances employee involvement. These factors act as key drivers of intrapreneurial activities. These aspects are particularly relevant to family businesses, where entrenched hierarchies and generational disagreements can potentially hinder innovation. By fostering an environment that values diversity and respects employee input, inclusive leaders can steer family firms towards greater innovation and long-term viability. The unique contribution of this research lies in its integration of inclusive leadership principles with intrapreneurship within the under-examined field of family firms. The proposed framework not only offers theoretical advancements for subsequent empirical research but also provides practical guidance for family business executives, highlighting the urgent need to adapt to evolving market conditions and maintain a competitive edge.

Anahtar Kelimeler

• Inclusice Leadership
• Intrapreneurship
• Family Business
• Innovation

Kaynakça

1. Alam, M. Z., Nasir, N., & Rehman, Ch. A. (2020). Intrapreneurship concepts for engineers: a systematic review of the literature on its theoretical foundations and agenda for future research [Review of Intrapreneurship concepts for engineers: a systematic review of the literature on its theoretical foundations and agenda for future research]. Journal of Innovation and Entrepreneurship, 9(8). https://doi.org/10.1186/s13731-020-00119-3
2. Ardyan, E., Sutrisno, T. F. C. W., & Padmawidjaja, L. (2023). New value creation and family business sustainability: Identification of an intergenerational conflict resolution strategy. Heliyon, 9(5). https://doi.org/10.1016/j.heliyon.2023.e15634
3. Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
4. Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260 https://doi.org/10.1080/10400419.2010.504654
5. Çiftçi, U. S., & Onur, T. (2020). Aile İşletmelerinde Büyüme Stratejisi olarak Uluslararasılaşma Seçeneği: Nitel Bir Araştırma (Internationalization Option as a Growth Strategy in Family Businesses: A Qualitative Research). Journal of Business Research - Turk, 12(1), 332. https://doi.org/10.20491/isarder.2020.846
6. Dhameeth, G. S., Díaz, L., & Pieries, W. N. J. (2021). Measuring Mediating Effects of Intrapreneurship Mindset and Skills on Organizational Performance and Growth: An Empirical Investigation on Indigenous Organizations in Sri Lanka. Research in Economics and Management, 6(1).140-153, https://doi.org/10.22158/rem.v6n1p140
7. Donaldson, S. I. (2021). The role of leadership in fostering psychological safety and inclusion. Journal of Leadership & Organizational Studies, 28(1), 7–13.
8. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

9. Fang, Y., Dai, W., & Zhang, T. (2021). Inclusive leadership and innovation performance: The mediating role of psychological empowerment. Leadership & Organization Development Journal, 42(6), 995–1009.
10. Fatoki, O. (2024). Inclusive leadership and employee voice behaviour: The role of psychological safety and affective commitment. Administrative Sciences, 14(9), 199. https://doi.org/10.3390/admsci14090199
11. He, J., & Li, D. (2026). The impact of inclusive leadership on employee innovative behavior: The chain mediating role of positive emotions and creative self-efficacy. Administrative Sciences, 16(2), 84, https://doi.org/10.3390/admsci16020084
12. Huang, L., Lin, S.-M. Y., & Hsieh, Y. (2021). Cultivation of Intrapreneurship: A Framework and Challenges [Review of Cultivation of Intrapreneurship: A Framework and Challenges]. Frontiers in Psychology, 12: 731990 https://doi.org/10.3389/fpsyg.2021.731990
13. Jolly, P. M., & Lee, L. Y. (2021). The dynamic interplay of inclusive leadership and work outcomes: A systematic review. Human Resource Development Review, 20(1), 67–99.
14. Klofsten, M., Urbano, D., & Heaton, S. (2020). Managing intrapreneurial capabilities: An overview. Technovation, 99:102177. https://doi.org/10.1016/j.technovation.2020.102177
15. Li, T., & Tang, N. (2022). Inclusive Leadership and Innovative Performance: A Multi-Level Mediation Model of Psychological Safety. Frontiers in Psychology, 13:934831 https://doi.org/10.3389/fpsyg.2022.934831
16. Liu, Y., Zhang, X., & Wang, L. (2024). Inclusive leadership and employee workplace well-being: A self-determination theory perspective. BMC Psychology, 12, 29. https://doi.org/10.1186/s40359-024-02029-5
17. Miller, S. P. (2023). Family climate influences next-generation family business leader effectiveness and work engagement. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1110282
18. Morgan, M., Okon, E. E., Amadi, C., Emu, W., & Ogar, A. (2021). Dynamic capabilities of family business: a catalyst for survival and growth. Problems and Perspectives in Management, 19(1), 137. https://doi.org/10.21511/ppm.19(1).2021.12
19. Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966.
20. Prieto, L. C., Phipps, S. T. A., & Kungu, K. (2020). Facilitating a culture of intrapreneurship: an employee involvement approach. Strategic HR Review, 19(2), 93-95 https://doi.org/10.1108/shr-04-2020-181
21. Qi, L., Liu, B., Wei, X., & Hu, Y. (2019). Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator. PLoS ONE, 14(2). https://doi.org/10.1371/journal.pone.0212091
22. Sun, P., Zuo, X., Liu, X., Hui, H., & Wen, M. (2024). Inclusive Leadership: Beyond Diversity to True Equity. International Journal of Science and Business, 33(1),34-43 https://doi.org/10.58970/ijsb.2313
23. Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Brooks/Cole.
24. Tarhan, E. (2012). Case Studies with Treatment Interventions among Ten Family Businesses in Istanbul. Management, 2(5), 251. https://doi.org/10.5923/j.mm.20120205.13
25. Toros, E., Maşlakçı, A., & Sürücü, L. (2021). The mediating effect of psychological empowerment on inclusive leadership and innovative work behaviour: A research in hotels. University of South Florida M3 Center Publishing, 5(2021), p. 65). https://doi.org/10.5038/9781955833035
26. Wahyudi, I., Suroso, A. I., Arifin, B., Syarief, R., & Rusli, M. S. (2021). Multidimensional Aspect of Corporate Entrepreneurship in Family Business and SMEs: A Systematic Literature Review. Economies, 9(4), 156. https://doi.org/10.3390/economies9040156
27. Wu, G., Zhang, S., & Liu, H. (2023). Impact of inclusive leadership on employee innovative behavior: The mediating role of relational silence. Frontiers in Psychology, 14, 1144791. https://doi.org/10.3389/fpsyg.2023.1144791
28. Wunderer, R. (2001). Employees as “co‐intrapreneurs” – a transformation concept. Leadership & Organization Development Journal, 22(5), 193-211. https://doi.org/10.1108/eum0000000005676