The Impact of Multiple Leadership Styles Perceived by Employees on Extra Effort, Effectiveness and Satisfaction

Yıl 2018, Sayı: 58, 185 - 196, 19.10.2018

Bülent Akkaya Yeşim Koçyiğit Akif Tabak

Öz

The purpose of this study is to investigate the impact of transformational leadership, transactional
leadership and laissez-free leadership styles on leadership outcome
(effectiveness, satisfaction and extra effort) in 46 techno-entrepreneur firms
operating in Dokuz Eylül Technology Development Zone (DEPARK). In March 2017,
136 companies were operating in DEPARK. Of the 136 companies operating, 66 were
techno- entrepreneur firms. 46 of these companies were reached and data were
gathered from the employees of these 46 companies by questionnaire and then the
data were analyzed. Multiple regression analyzes and T-tests were conducted to
reach the results. By analyzing the
findings obtained from the analyses, it was seen that employees'
transformational leader perception affects extra effort, effectiveness and
satisfaction significantly, while employees' transactional leader perception
just affects extra effort significantly. However employees' laissez-free leader
perception affects extra effort, effectiveness and satisfaction
insignificantly. Moreover it was found that the means of extra effort,
effectiveness and satisfaction of the employees with the highest perception of
transformational leadership and transactional leadership were higher than the
employees with the lowest perception of transformational leadership and
transactional leadership.

Anahtar Kelimeler

Multiple Leadership Styles, Extra Effort, Effectiveness, Satisfaction

ÇALIŞANLAR TARAFINDAN ALGILANAN ÇOKLU LİDERLİK TARZLARININ EKSTRA ÇABA, ETKİLİLİK VE DOYUM ÜZERİNE ETKİSİ: TEKNOGİRİŞİM FİRMALARI ÜZERİNE BİR ARAŞTIRMA

Öz

Bu çalışmanın amacı çalışanların
dönüştürücü lider, etkileşimci lider ve serbest bırakan lider algılarının
ekstra çaba, etkililik ve doyum üzerindeki açıklama gücünü tespit etmektir.
DEPARK’ta Mart 2017 itibariyle 136 firma faaliyet göstermektedir. Faaliyet
gösteren 136 firmadan 66’sı teknogirişim firmasıdır.  Bu 66 firmadan 46’sına ulaşılabilmiş, bu
firmaların çalışanlarından anket yöntemiyle veriler toplanmış ve analizi
gerçekleştirilmiştir. Sonuçlara ulaşabilmek için çoklu regresyon analizleri ve
T-testi yapılmıştır. Analizler sonucu elde edilen bulguların incelenmesiyle;
çalışanların dönüştürücü lider algısının ekstra çaba, etkililik ve doyumu
önemli derecede ve anlamlı olarak etkilediği, etkileşimci liderlik algısının
sadece ekstra çaba üzerinde etkisinin olduğu, serbest bırakan lider algısının
ekstra çaba, etkililik ve doyum üzerinde anlamlı bir etkisinin olmadığı
sonucuna ulaşılmıştır. Ayrıca dönüştürücü ve etkileşimci lider algısı en yüksek
olan çalışanların ekstra çaba, etkililik ve doyum ortalamalarının, dönüştürücü
ve etkileşimci lider algısı en düşük olan çalışanlardan daha fazla olduğu
tespit edilmiştir.

Anahtar Kelimeler

Çoklu Liderlik Tarzları, Ekstra Çaba, Etkililik, Doyum

Kaynakça

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