Araştırma Makalesi
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A Research on the Perception of Inclusive Leadership of Public Workers

Yıl 2022, Cilt: 13 Sayı: 1, 343 - 354, 10.02.2022

Öz

In this study, a model has been created for the results of inclusive leadership, which is a new leadership style in the management literature. In this model, the relationship between inclusive leadership and employee performance and whether psychological security has a mediating role in this relationship was examined. In this context, data were obtained from 372 public employees working in the Social Security Institution and the General Directorate of Family and Social Policies in the province of Erzincan by survey method. The obtained data were tested using SPSS 22, AMOS 23 and PROCESS Macro programs. As a result of the research, it was determined that inclusive leadership was positively related to employee performance and psychological safety variables, and that there was a positive and significant relationship between psychological safety and employee performance. In addition, it has been determined that psychological safety has a partial mediating role in the relationship between inclusive leadership and employee performance. In line with the results obtained, the theoretical and practical contributions of the research findings are discussed.

Kaynakça

  • Baer, M. & Frese, M. (2003). Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24, 45-68.
  • Baron, R. M. & 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.
  • Blau, P. (1964). Exchange and Power in Social Life. New York: Wiley.
  • Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R., & Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158.
  • Bruggen, A. (2015). An empirical investigation of the relationship between workload and performance. Management Decision, 53(10), 2377-2389.
  • 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.
  • Choi, S. B.; Tran, T. B. H. & Park, B. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43(6), 931–94.
  • Cropanzano, R. & Mitchell, M. S. (2005). Social Exchange Theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
  • Çizel, B., Selçuk, O. & Atabay, E. (2020). Ortak Yöntem Yanlılığı Üzerine Sistematik Bir Yazın Taraması. Anatolia: Turizm Araştırmaları Dergisi, 31(1), 7-18.
  • Çöl, G. (2011). Algılanan güçlendirmenin işgören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35-46.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  • Edmondson, A. C. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. In R. M. Kramer & K. S. Cook (Eds.), Trust and distrust in organizations: Dilemmas and approaches (pp. 239–272). New York: Russell Sage Foundation.
  • Gonzalez, J. A. & Denisi, A. S. (2009). Cross-level effects of demography and diversity climate on organizational attachment and firm effectiveness. Journal of Organizational Behavior, 30(1), 21–40.
  • Gouldner, A. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161-178.
  • Gül, E. (2021). Kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Yüksek Lisans Tezi, Karamanoğlu Mehmet Bey Üniversitesi, İşletme Bölümü.
  • Gürbüz, S. ve Şahin, F. (2018). Sosyal Bilimlerde Araştırma Yöntemleri. Seçkin Yayıncılık, Ankara.
  • Gürbüz, S. (2019). Sosyal Bilimlerde Aracı, Düzenleyici ve Durumsal Etki Analizleri. Seçkin Yayıncılık, Ankara.
  • Hayes, A. F. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis First Edition: A Regression-Based Approach. The Guilford Press, New York.
  • Hayes, A. F. (2018). Introduction to Mediation, Moderation, and Conditional Process Analysis Second Edition: A Regression-Based Approach. The Guilford Press, New York.
  • Hirak, R.; Peng, A. C.; Carmeli, A. & Schaubroeck, J. M.(2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107–117.
  • Hollander, E. (2012). Inclusive Leadership: The Essential Leader-Follower Relationship. New York: Routledge.
  • Hooper, D., Coughlan, J., & Mullen, M. (2008). Evaluating model fit: A synthesis of the structural equation modelling literature. In 7th European Conference on research methodology for business and management studies (pp. 195-200).
  • Javed, B.; Naqvi, S. M.; Mehdi R.; Khan, A. K.; Arjoon, S. & Tayyeb, H. H. (2017). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 1–20.
  • Jha, S. (2018). Team psychological safety and team performance. International Journal of Organizational Analysis, 27(4),903-924.
  • Kadam, R., Rao, S. A., Kareem A. W. & Jabeen, S. S. (2020). Diversity climate perceptions and its impact on multicultural team innovation and performance. Measuring Business Excellence, 24(3), 301-318.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.
  • Kiikkilä, O. (2021). Characteristics of Inclusive Leadership and Differences in Awareness and Attitudes. Yüksek Lisans Tezi, Department of Industrial Engineering and Management, AALTO University, Finlandiya.
  • Kirkman, B. L., Rosen, B. (1999). Beyond. self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.
  • Koçak, D. (2020). İş özerkliği ile işe bağlanma arasındaki ilişki: Kişi-iş uyumunun aracı ve algılanan yönetici desteğinin düzenleyici rolü. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 15(2), 699-718.
  • Lee, S. E. & Dahinten, V. S. (2021). Psychological safety as a mediator of the relationship between inclusive leadership and nurse voice behaviors and error reporting. Journal of Nursing Scholarship, 1-9.
  • Leontaridi, R.M. & Ward, M.E. (2002). Work-Related Stress, Quitting Intentions and Absenteeism. Department of Economics, Discussion Paper No. 493.
  • Mahmoud, M.A., Ahmad, S. & Poespowidjojo, D.A.L. (2021). Psychological safety and individual performance: the mediating effect of intrapreneurial behavior. International Journal of Productivity and Performance Management, 1-19.
  • Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and inclusion. Public Personnel Management, 27, 151-160.
  • Moon, K. & Christensen, R. K. (2019). Realizing the performance benefits of workforce diversity in the U.S. Federal Government: The moderating role of diversity climate. Public Personnel Management, 1-25.
  • Motowidlo, S. J. (2003). Job performance. In I. B. Weiner, W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and Organizational Psychology (Vol. 12, pp. 39–52). USA: John Wiley & Sons.
  • 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: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
  • Newman, A.; Donohue, R.; Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27, 521-535.
  • Ohunakin, F., Adeniji, A., Ogunnaike, O. O., Igbadume, F. & Akıntayo, D. I. (2018). The effects of diversity management and inclusion on organisational outcomes: aA case of multinational corporation. Business: Theory and Practice, 20, 93–102.
  • Pless, N. & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54, 129-147.
  • Podsakoff, P. M., Scott B. M. & Nathan P. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539-569.
  • Qurrahtulain, K.; Bashir, T.; Hussain, I.; Ahmed, S. & Nisar, A. (2020). Impact of inclusive leadership on adaptive performance with the mediation of vigor at work and moderation of internal locus of control. Journal of Public Affairs, 1-9.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A. Ve Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
  • Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197–217.
  • Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219–227.
  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H. & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.
  • Singh, B.; Winkel, D. E. & Selvarajan, T. T. (2013). Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance? Journal of Occupational and Organizational Psychology, 86(2), 242–263.
  • Sigler, T. H., & Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of quality management, 5(1), 27-52.
  • Sürücü, L., & Maslakçı, A. (2021). Kapsayıcı Liderlik Ölçeğinin Türkçeye Uyarlanması: Geçerlik ve Güvenirlik Çalışması. Doğuş Üniversitesi Dergisi, 22(2), 201-215.
  • Tavakol, M. & Dennick, R. (2011). Making sense of Cronbach’s Alpha. International Journal of Medical Education, 2, 53-55.
  • Ural, A. & Kılıç, İ. (2005). Bilimsel Araştırma Süreci ve Spss ile Veri Analizi, Detay Yayıncılık, Ankara.
  • Yener, S. (2015). Psikolojik Rahatlık Ölçeğinin Türkçe Formunun Geçerlik ve Güvenirlik Çalışması. ODÜ Sosyal Bilimler Araştırmaları Dergisi (ODÜSOBİAD), 5(13), 280-305.
  • Yin, L. W. (2013). Inclusive Leadership and Employee Voice: Mediating Roles of Psychological Safety and Leader-member Exchange, An Honours Degree Project, Hong Kong Baptist University, Hong Kong.
  • https://dictionary.cambridge.org/tr/s%C3%B6zl%C3%BCk/ingilizce/inclusiveness
  • https://www.oxfordlearnersdictionaries.com/definition/english/inclusiveness

Kamu Çalışanlarının Kapsayıcı Liderlik Algısı Üzerine Bir Araştırma

Yıl 2022, Cilt: 13 Sayı: 1, 343 - 354, 10.02.2022

Öz

Bu çalışmada yönetim literatüründe yeni bir liderlik tarzı olan kapsayıcı liderliğin sonuçlarına yönelik bir model oluşturulmuştur. Bu modelde kapsayıcı liderlik ve çalışan performansı arasındaki ilişki ve bu ilişkide psikolojik güvenliğin aracı rolünün bulunup bulunmadığını incelenmiştir. Bu kapsamda, Erzincan ilinde Sosyal Güvenlik Kurumu ve Aile ve Sosyal Politikalar Genel Müdürlüğünde görevli 372 kamu çalışanından anket yöntemiyle veri elde edilmiştir. Elde edilen veriler, SPSS 22, AMOS 23 ve PROCESS Makro programları kullanılarak test edilmiştir. Araştırmanın sonucunda, kapsayıcı liderliğin çalışan performansı ve psikolojik güvenlik değişkenleriyle pozitif yönde ilişkili olduğu, psikolojik güvenlik ile çalışan performansı arasında pozitif ve anlamlı bir ilişkinin bulunduğu tespit edilmiştir. Ayrıca, kapsayıcı liderlik ve çalışan performansı arasındaki ilişkide psikolojik güvenliğin kısmı aracı rolünün bulunduğu saptanmıştır. Elde edilen sonuçlar doğrultusunda araştırma bulgularının teorik ve pratik katkıları tartışılmıştır.

Kaynakça

  • Baer, M. & Frese, M. (2003). Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24, 45-68.
  • Baron, R. M. & 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.
  • Blau, P. (1964). Exchange and Power in Social Life. New York: Wiley.
  • Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R., & Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158.
  • Bruggen, A. (2015). An empirical investigation of the relationship between workload and performance. Management Decision, 53(10), 2377-2389.
  • 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.
  • Choi, S. B.; Tran, T. B. H. & Park, B. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43(6), 931–94.
  • Cropanzano, R. & Mitchell, M. S. (2005). Social Exchange Theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
  • Çizel, B., Selçuk, O. & Atabay, E. (2020). Ortak Yöntem Yanlılığı Üzerine Sistematik Bir Yazın Taraması. Anatolia: Turizm Araştırmaları Dergisi, 31(1), 7-18.
  • Çöl, G. (2011). Algılanan güçlendirmenin işgören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35-46.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  • Edmondson, A. C. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. In R. M. Kramer & K. S. Cook (Eds.), Trust and distrust in organizations: Dilemmas and approaches (pp. 239–272). New York: Russell Sage Foundation.
  • Gonzalez, J. A. & Denisi, A. S. (2009). Cross-level effects of demography and diversity climate on organizational attachment and firm effectiveness. Journal of Organizational Behavior, 30(1), 21–40.
  • Gouldner, A. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161-178.
  • Gül, E. (2021). Kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Yüksek Lisans Tezi, Karamanoğlu Mehmet Bey Üniversitesi, İşletme Bölümü.
  • Gürbüz, S. ve Şahin, F. (2018). Sosyal Bilimlerde Araştırma Yöntemleri. Seçkin Yayıncılık, Ankara.
  • Gürbüz, S. (2019). Sosyal Bilimlerde Aracı, Düzenleyici ve Durumsal Etki Analizleri. Seçkin Yayıncılık, Ankara.
  • Hayes, A. F. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis First Edition: A Regression-Based Approach. The Guilford Press, New York.
  • Hayes, A. F. (2018). Introduction to Mediation, Moderation, and Conditional Process Analysis Second Edition: A Regression-Based Approach. The Guilford Press, New York.
  • Hirak, R.; Peng, A. C.; Carmeli, A. & Schaubroeck, J. M.(2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107–117.
  • Hollander, E. (2012). Inclusive Leadership: The Essential Leader-Follower Relationship. New York: Routledge.
  • Hooper, D., Coughlan, J., & Mullen, M. (2008). Evaluating model fit: A synthesis of the structural equation modelling literature. In 7th European Conference on research methodology for business and management studies (pp. 195-200).
  • Javed, B.; Naqvi, S. M.; Mehdi R.; Khan, A. K.; Arjoon, S. & Tayyeb, H. H. (2017). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 1–20.
  • Jha, S. (2018). Team psychological safety and team performance. International Journal of Organizational Analysis, 27(4),903-924.
  • Kadam, R., Rao, S. A., Kareem A. W. & Jabeen, S. S. (2020). Diversity climate perceptions and its impact on multicultural team innovation and performance. Measuring Business Excellence, 24(3), 301-318.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.
  • Kiikkilä, O. (2021). Characteristics of Inclusive Leadership and Differences in Awareness and Attitudes. Yüksek Lisans Tezi, Department of Industrial Engineering and Management, AALTO University, Finlandiya.
  • Kirkman, B. L., Rosen, B. (1999). Beyond. self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.
  • Koçak, D. (2020). İş özerkliği ile işe bağlanma arasındaki ilişki: Kişi-iş uyumunun aracı ve algılanan yönetici desteğinin düzenleyici rolü. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 15(2), 699-718.
  • Lee, S. E. & Dahinten, V. S. (2021). Psychological safety as a mediator of the relationship between inclusive leadership and nurse voice behaviors and error reporting. Journal of Nursing Scholarship, 1-9.
  • Leontaridi, R.M. & Ward, M.E. (2002). Work-Related Stress, Quitting Intentions and Absenteeism. Department of Economics, Discussion Paper No. 493.
  • Mahmoud, M.A., Ahmad, S. & Poespowidjojo, D.A.L. (2021). Psychological safety and individual performance: the mediating effect of intrapreneurial behavior. International Journal of Productivity and Performance Management, 1-19.
  • Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and inclusion. Public Personnel Management, 27, 151-160.
  • Moon, K. & Christensen, R. K. (2019). Realizing the performance benefits of workforce diversity in the U.S. Federal Government: The moderating role of diversity climate. Public Personnel Management, 1-25.
  • Motowidlo, S. J. (2003). Job performance. In I. B. Weiner, W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and Organizational Psychology (Vol. 12, pp. 39–52). USA: John Wiley & Sons.
  • 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: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
  • Newman, A.; Donohue, R.; Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27, 521-535.
  • Ohunakin, F., Adeniji, A., Ogunnaike, O. O., Igbadume, F. & Akıntayo, D. I. (2018). The effects of diversity management and inclusion on organisational outcomes: aA case of multinational corporation. Business: Theory and Practice, 20, 93–102.
  • Pless, N. & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54, 129-147.
  • Podsakoff, P. M., Scott B. M. & Nathan P. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539-569.
  • Qurrahtulain, K.; Bashir, T.; Hussain, I.; Ahmed, S. & Nisar, A. (2020). Impact of inclusive leadership on adaptive performance with the mediation of vigor at work and moderation of internal locus of control. Journal of Public Affairs, 1-9.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A. Ve Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
  • Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197–217.
  • Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219–227.
  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H. & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.
  • Singh, B.; Winkel, D. E. & Selvarajan, T. T. (2013). Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance? Journal of Occupational and Organizational Psychology, 86(2), 242–263.
  • Sigler, T. H., & Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of quality management, 5(1), 27-52.
  • Sürücü, L., & Maslakçı, A. (2021). Kapsayıcı Liderlik Ölçeğinin Türkçeye Uyarlanması: Geçerlik ve Güvenirlik Çalışması. Doğuş Üniversitesi Dergisi, 22(2), 201-215.
  • Tavakol, M. & Dennick, R. (2011). Making sense of Cronbach’s Alpha. International Journal of Medical Education, 2, 53-55.
  • Ural, A. & Kılıç, İ. (2005). Bilimsel Araştırma Süreci ve Spss ile Veri Analizi, Detay Yayıncılık, Ankara.
  • Yener, S. (2015). Psikolojik Rahatlık Ölçeğinin Türkçe Formunun Geçerlik ve Güvenirlik Çalışması. ODÜ Sosyal Bilimler Araştırmaları Dergisi (ODÜSOBİAD), 5(13), 280-305.
  • Yin, L. W. (2013). Inclusive Leadership and Employee Voice: Mediating Roles of Psychological Safety and Leader-member Exchange, An Honours Degree Project, Hong Kong Baptist University, Hong Kong.
  • https://dictionary.cambridge.org/tr/s%C3%B6zl%C3%BCk/ingilizce/inclusiveness
  • https://www.oxfordlearnersdictionaries.com/definition/english/inclusiveness
Toplam 54 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Murat Baş 0000-0002-9479-4571

Yayımlanma Tarihi 10 Şubat 2022
Gönderilme Tarihi 5 Kasım 2021
Yayımlandığı Sayı Yıl 2022 Cilt: 13 Sayı: 1

Kaynak Göster

APA Baş, M. (2022). Kamu Çalışanlarının Kapsayıcı Liderlik Algısı Üzerine Bir Araştırma. Gümüşhane Üniversitesi Sosyal Bilimler Dergisi, 13(1), 343-354. https://doi.org/10.36362/gumus.1019637