Kapsayıcı Liderliğin İşe Gömülmüşlük Üzerindeki Etkisinde Algılanan Örgütsel Desteğin Aracı Rolü

Öz

Günümüz dinamik iş ortamında yüksek performans ve başarının en önemli itici güçlerinden biri olarak ortaya çıkan çalışanların algılanan örgütsel destek düzeyleri ve işe gömülmüşlüklerini arttırmak, sürdürülebilir bir rekabet avantajı elde etmek için vazgeçilmez hale gelmiştir. Bu durum kapsayıcı liderlik tarzı ile doğrudan ilişkilidir. Bu olguyu kapsamlı bir şekilde anlamak için bu araştırma, kapsayıcı liderlik ile algılanan örgütsel destek ve işe gömülmüşlük arasındaki ilişkileri belirlemek ve kapsayıcı liderliğin işe gömülmüşlük üzerindeki etkisinde algılanan örgütsel desteğin aracı rolünü belirlemeye yönelik yapılmıştır. Veriler 352 otel çalışanlarından toplanmıştır. Verilerin analizi neticesinde kapsayıcı liderliğin algılanan örgütsel destek ve işe gömülmüşlüğü pozitif yönde etkilediği ve kapsayıcı liderliğin işe gömülmüşlük üzerindeki etkisinde algılanan örgütsel desteğin aracılık rolünün olduğu tespit edilmiştir.

Anahtar Kelimeler

• kapsayıcı liderlik
• algılanan örgütsel destek
• işe gömülmüşlük

The Mediatıng Role of Perceived Organizational Support in The Effect of Inclusive Leadership on Job Embeddedness

Öz

In today's dynamic business environment, increasing employees' perceived levels of organizational support and job embeddedness has become indispensable for achieving sustainable competitive advantage, as it has emerged as one of the most important drivers of high performance and success. This trend is directly related to an inclusive leadership style. To comprehensively understand this phenomenon, this study was conducted to determine the relationships between inclusive leadership and perceived organizational support and job embeddedness and to identify the mediating role of perceived organizational support in the effect of inclusive leadership on job embeddedness. Data were collected from 352 hotel employees. The analysis of the data revealed that inclusive leadership positively affects perceived organizational support and job embeddedness and that perceived organizational support plays a mediating role in the effect of inclusive leadership on job embeddedness.

Anahtar Kelimeler

• Inclusive leadership
• perceived organizational support
• job embeddedness

Kaynakça

1. Akgündüz, Y., & Şanlı, S. C. (2017). The effect of employee advocacy and perceived organizational support on job embeddedness and turnover intention in hotels. Journal of Hospitality and Tourism Management, 31, 118–125.
2. Allen, D. G., & Shanock, L. R. (2013). Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees. Journal of Organizational Behavior, 34(3), 350-369.
3. Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of management Perspectives, 24(2), 48-64.
4. Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
5. 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.
6. Coetzer, A., Inma, C., Poisat, P., Redmond, J. & Standing, C. (2019), “Does job embeddedness predict turnover intentions in SMEs?”, International Journal of Productivity and Performance Management, Vol. 68 No. 2, pp. 340-361.
7. Crossley, C. D., Bennett, R. J., Jex, S. M., & Burnfield, J. L. (2007). Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. Journal of Applied Psychology, 92, 1031–1042.
8. Crossley, C. D.,Bennett, R. J., Jex, S. M., & Burnfield, J. L. (2007). Development of a globalmeasure of job embeddedness and integration into a traditional model of voluntary turnover. Journal of Applied Psychology, 92(4), 1031-1042.

9. Çınar, Ö. (2013). Yapısal eşitlik modellemesi ile iş tatmini, örgütsel bağlılık, örgütsel destek ve örgütsel adaletin örgütsel çıktılar üzerindeki etkisinde örgütsel vatandaşlık davranışının aracılık rolü: Kahramanmaraş bankacılık sektöründe bir alan araştırması. Yayımlanmamış Doktora tezi Kahramanmaraş Sütçü İmam Üniversitesi.
10. Dirican, A. H., & Erdil, O. (2022). Linking abusive supervision to job embeddedness: The mediating role of perceived organizational support. Current Psychology, 41(2), 990–1005.
11. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
12. Elsaied, M. M. (2020). A moderated mediation model for the relationship between inclusive leadership and job embeddedness. American Journal of Business, 35(3/4), 191-210.
13. Ghosh, D., Gonzalez, J. A., & Sekiguchi, T. (2024). Different feathers embedding together: Integrating diversity and organizational embeddedness. Journal of Management Studies, 61(6), 2604-2632.
14. Gümüş, A., & Gönül, F. (2022). Çalışmaya tutkunluk, iş performansı ve işe gömülmüşlük arasındaki ilişki. Dicle Akademi Dergisi, 2(2), 77-94.
15. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate data analysis: Pearson new international edition. Essex: Pearson Education Limited.
16. Halbesleben, J. R. B., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242–256.
17. Halbesleben, J. R. B., Neveu, J. P., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the “COR”: Understanding the role of resources in conservation of resources theory. Journal of Management, 40, 1334– 1364.
18. Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22(3), 242–256.
19. Hobfoll, S.E., 1989. Conservation of resources: a new attempt at conceptualizing stress. Am. Psychol. 44 (3), 513
20. Hollander E.P. (2009). Inclusive leadership: The essential leader-follower relationship. New York, America: Taylor Francis Group.
21. Hollander, E. P. (2012). Inclusive leadership: The essential leader-follower relationship. New York: Routledge.
22. Holtom, B. C., Mitchell, T. R., & Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational dynamics, 35(4), 316-331.
23. Khan, S. A., Zaharah, T., & Ungku, U. N. B. (2025) The Relationship of Politics and Innovation through Job Embeddedness: Moderating Role of Inclusive Leadership. Internatıonal Journal Of Academıc Research In Busıness And Socıal Scıences 15(3), 398-418.
24. Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015). Job embeddedness: a multifoci theoretical extension. Journal of Applied Psychology, 100(3), 641.
25. Kline. R.B. (2016). Principles and practice of structural equation modeling (4th Edn.) London: The Guilford Press.
26. Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., & Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. Academy of Management Journal.
27. Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., & Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. Academy of Management Journal, 47, 711–722.
28. Levinson, H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9(4), 370–390.
29. Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal, 44(6), 1102-1121.
30. Nasution, N., & Syahrizal, S. (2021). Inclusive leadership and innovative work behavior: the mediating role of perceived organizational support. Human Resource Management Studies, 1(3), 186-195.
31. 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.
32. Ng, T. W., & Feldman, D. C. (2010). The effects of organizational embeddedness on development of social capital and human capital. Journal of Applied Psychology, 95(4), 696.
33. Peltokorpi, V., & Allen, D. G. (2024). Job embeddedness and voluntary turnover in the face of job insecurity. Journal of Organizational Behavior, 45(3), 416-433.
34. 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), e0212091.
35. Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
36. Reitz, O. E., & Anderson, M. A. (2011). An overview of job embeddedness. Journal of Professional Nursing, 27(5), 320-327.
37. Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of applied psychology, 86(5), 825-836.
38. Riggle, R. J., Edmondson, D. R., & Hansen, J. D. (2009). A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research. Journal of Business Research, 62(10), 1027–1030.
39. Shafaei, A., Nejati, M., Omari, M., & Sharafizad, F. (2024). Inclusive leadership and workplace bullying: a model of psychological safety, self-esteem, and embeddedness. Journal of Leadership & Organizational Studies, 31(1), 41-58.
40. Shafaei, A., Nejati, M., Omari, M., & Sharafizad, F. (2024). Inclusive leadership and workplace bullying: a model of psychological safety, self-esteem, and embeddedness. Journal of Leadership & Organizational Studies, 31(1), 41-58.
41. Shah, F. A., et al. (2023). Perceived organizational support and job embeddedness in startup employees. Jurnal Psikologi Integratif, 11(1), 14–22.
42. Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human resource management review, 28(2), 176-189.
43. Sürücü, L., & Maslakçı, A. (2021). Kapsayıcı Liderlik Ölçeğinin Türkçeye Uyarlanması: Geçerlik Ve Güvenirlik Çalışması. Doğuş Üniversitesi Dergisi, 22(2), 201-215.
44. Tian, A. W., Cordery, J., & Gamble, J. (2016). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 45(5), 947-968
45. Wu, Y., Xu, G., Wang, S., & Asghar, M. (2025). Does inclusive leadership mitigate employees’ turnover intention in the hospitality industry: a moderated sequential mediation model. International Journal of Contemporary Hospitality Management, 37(6), 2072-2093.
46. Yao, X., Lee, T. W., Mitchell, T. R., Burton, J. P., & Sablynski, C. J. (2004). Job embeddedness: Current research and future directions. In R. Griffeth, & P. Hom (Eds.), Innovative theory and empirical research on employee turnover (pp. 153–187). Greenwich, CT: Information Age Publishing.
47. Zeng, J., Yu, Y., Song, P., Zheng, J., Dong, P., & , X. (2018). Influence of inclusive leadership on insider status and job embeddedness of nurses. Chinese Journal of Modern Nursing, 24, 3860-3863.
48. Zhang, M., Fried, D. D., & Griffeth, R. W. (2012). A review of job embeddedness: Conceptual, measurement issues, and directions for future research. Human Resource Management Review, 22(3), 220–231.