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THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES

Yıl 2013, Cilt: 5 Sayı: 1, 436 - 447, 01.06.2013

Öz

The aim of this study is to investigate the role of transformational leadership style perceptions of the employees on their organizational commitment level and to evaluate the moderating role of allocentrism on this relationship. It was concluded that employees’ perceptions of transformational leadership, organizational commitment and allocentrism significant and positive relationships between each other. Transformational leadership with its four dimensions had significant and positive moderate relationship with organizational commitment while perceived allocentrism had significant and weak positive relationship with OC. Finally, it was revealed that moderating role of allocentrism on the relationship between transformational leadership and organizational commitment was confirmed

Kaynakça

  • Allen, N. J. and Meyer, J. P. (1996), “Affective, continuance, and normative commitment to the organization: An examination of construct validity”, Journal of Vocational Behavior, Vol.49, No.3, pp.252-276.
  • Avolio, B. J. and Bass, B. M. (1995), “Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership”,
  • The Leadership Quarterly, Vol6, No.2, pp.199-218. Bass, B. M. (1990). Handbook of leadership. New York: The Free Press.
  • Benkhoff, B. (1997), “Disentangling organizational commitment: the dangers of the OCQ for research and policy”, Personnel Review, Vol.26, No.(1/2), pp.114-131.
  • Blau, P. M. (1964), Exchange and power in social life, New York, Wiley.
  • Bycio, P., Hackett, R. D. and Allen, J. S. (1995), “Further assessments of Bass’ 1985 conceptualization of transactional and transformational leadership”, Journal of Applied Psychology, Vol.80, No.4, pp.468–478.
  • Catano, V.M., Pond, M. and Kelloway, K. (2001), “Exploring commitment and leadership in volunteer organizations”. Leadership & Organization Development Journal, Vol.22, No.6, pp.256
  • Cichy, R. F., Cha, J. and Kim, S. (2009), “The relationship between organizational commitment and contextual performance among private club leaders”, International Journal of Hospitality Management, Vol.28, No.1, pp.53-62.
  • Clugston, M., Howell, J. and Dorfman, P. (2000), “Does cultural specialization predict multiple bases and foci of commitment?”, Journal of Management, Vol.26, No.1, pp. 5–30.
  • Dick, G. and Metcalfe, B. (2001), “Managerial factors and organisational commitment-A comparative study of police officers and civilian staff”, International Journal of Public Sector Management, Vol.14, No.2, pp.111-128.
  • Dvir, T., Kass, N. and Shamir, B. (2004), “The emotional bond: vision and organizational commitment among high-tech employees”, Journal of Organizational Change Management, Vol.17, No.2, pp.126-143.
  • Feather, N. T. and Rauter, K. A. (2004), “Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values”, Journal of occupational and organizational psychology, Vol.77, No.1, pp.81-94.
  • Ferris, K. R. and Aranya, N. (1983), “A comparıson of two organızational commitment scales”,
  • Personnel Psychology, Vol.36, No.1, pp.87-98. Grusky, O. (1966), “Career Mobility and Organzational Commitment”, Administrative Science Quarterly, pp.488-503.
  • Hartmann, L. C. And Bambacas, M. (2000). “Organizational commitment: A multi method scale analysis and test of effects”. International Journal of organizational analysis, Vol.8, No.1, pp.89
  • Hofstede, G. (1984), “Cultural dimensions in management and planning”, Asia Pacific Journal of Management, No.1, pp.81-99.
  • Jung, D. I. and Yammarino, F. J. (2001), “Perceptions of transformational leadership among Asian
  • Americans and Caucasian Americans: A level of analysis perspective”, Journal of Leadership & Organizational Studies, Vol.8, No.1, pp.3-21. Jung, D., Bass, B. M.and Sosik, J. J. (1995), “Bridging leadership and culture: A theoretical consideration of transformational leadership and collectivistic cultures”, Journal of Leadership Studies, Vol.2, No.4, pp.3−18.
  • Jung, D., Yammarino, F.J. and Lee, J.K. (2009), “Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective”, The Leadership Quarterly, Vol.20, pp.586–603.
  • Kağıtçıbaşı, Ç. (1997). “Individualism and collectivism”. In J.W. Berry, M.H. Segall, & C.
  • Kagıtcıbası (Eds.), Handbook of cross-cultural psychology (2nd edn., Vol. 3,pp. 2–49). Boston: Allyn and Bacon. Lincoln, J.R., Hanada, M. and Olson, J. (1981), “Cultural orientations and individual reactions to organizations: A study of employees of Japanese-owned firms”. Administrative Science Quarterly, Vol.26, pp.93–115.
  • Loke, J.C.F. (2001), “Leadership behaviours: effects on job satisfaction, productivity and organizational commitment”, Journal of Nursing Management, Vol.9, pp.191-204.
  • McColl-Kennedy, J.R. and Anderson, R.D. (2005), “Subordinate–manager gender combination and perceived leadership style influence on emotions, self-esteem and organizational commitment”, Journal of Business Research, Vol.58, pp.115-125.
  • Meyer, J.P. and Allen, N.J. (1991), “A three-component conceptualization of organizational commitment”, Human Resource Management Review, No.1, pp.61-89.
  • Meyer, J.P. and Allen, N.J. (1997), Commitment in the Workplace, Theory, Research and Application, Sage Publications Inc., London.
  • Meyer, J.P., Stanley, D., Herscovitch, L. and Topolnytsky, L. (2002), “Affective, continuance and normative commitment to the organization: a meta-analysis of antecedents, correlates and consequences”, Journal of Vocational Behavior, No.61, pp.20-52.
  • Moss, S.A., McFarland, J., Ngu,S. and Kijowska, A. (2007), “Maintaining an open mind closed individuals: the effect of resource availability and leadership style on the association between openness to experience and organizational commitment”, Journal of Research in Personality, No.41, pp.259-275.
  • Mowday, R.T., Porter, L.W. and Steers, R.M. (1982), Employee-Organization Linkages, The Psychology of Commitment, Absenteeism and Turnover, Academic Press, Inc, New York.
  • Nazari, K. and Emami,M. (2012), “Antecedents and Consequences of organizational
  • Commitment”, Interdisciplinary Journal of Contemporary Research in Business, Vol.3, No.9, pp.484-493. Nguni, S., Sleegers, P. and Denessen, E. (2006), Transformational and transactional leadership effects on teachers’ job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case”, School Effectiveness and School Improvement, No.17, pp.145-177.
  • O’Reilly, C. and Chatman, J. (1986), “Organizational Commitment and Psychological
  • Attachment: The Effects of Compliance, Identification and Internalization on Prosocial Behaviour”, Journal of Applied Psychology, Vol.71, No.3, pp. 492-499. Parkes, L.P., Bochner, S. and Schneider, S.K. (2001), “Person–organization fit across cultures: an empirical investigation of individualism and collectivism”, Applied Psychology: An International Review, Vol.50, No.1, pp.81–108.
  • Pillai, R. and Meindl, J. R. (1998), “Context and charisma: A “meso” level examination of the relationship of organic structure, collectivism, and crisis to charismatic leadership”, Journal of Management, No.24, pp.643−664.
  • Rafferty, A.E. and Griffin, M.A. (2004), “Dimensions of transformational leadership: conceptual and empirical extensions”, The Leadership Quarterly, Vol.15, pp.329-354.
  • Ramamoorthy, N. and Flood, P. (2002), “Employee attitudes and behavioral intentions: a test of the main and moderating effects of individualism–collectivism orientations”, Human Relations, Vol.55, No.2,pp.1071–1096.
  • Ramamoorthy, N., Carrol, S.J. (1998), “Individualism/Collectivism orientations and reactions toward alternative human resource management practices”, Human Relations, Vol.51, No.5, pp.571-588.
  • Ramamoorthy, N., Kulkarni, S.P., Gupta, A. and Flood, P.C. (2007), “Individualism–collectivism orientation and employee attitudes: A comparison of employees from the high-technology sector in India and Ireland”, Journal of International Management, Vol.13, pp.187–203.
  • Randall, D.M. (1993), “Cross-cultural research on organizational commitment. A review and application of Hofstede's value survey module”, Journal of Business Research, Vol.26, No.1, pp.91–110.
  • Rusbult, C. E. and Farrell, D. (1983), “A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments”, Journal of applied psychology, Vol.68, No.3, pp.429-438.
  • Shamir, B., House, R. J. and Arthur, M. B. (1993), “The motivational effects of charismatic leadership: A self-concept based theory”, Organizational Science, Vol.4, 577−594.
  • Singelis, T.M., Triandis, H.C., Bhawuk, D. and Gelfand, M.J. (1995), “Horizontal and vertical dimensions of individualism and collectivism: A theoretical and measurement refinement. Cross
  • Cultural Research”, The Journal of Comparative Social Science, Vol.29, pp.240–275. Şişman, A.F. (2007). İşletmelerde Yeniden Yapılanma Süreci ve Bunun Çalışanların İş Tatmini ve Örgüte Bağlılıkları Üzerindeki Etkisi. Unpublished Doctoral Dissertation, Marmara University,
  • Social Sciences Institute, Istanbul. Smith, P.B. and Bond, M.H. (1999), Social psychology across cultures. Boston: Allyn & Bacon.
  • Triandis, H. C. (1995), Individualism and collectivism. Boulder, CO: Westview Press.
  • Triandis, H.C., Bontempo, R., Villareal, M.J., Asai, M. and Lucca, N. (1988), “Individualism and collectivism: Cross-cultural perspectives on self–ingroup relationships”, Journal of Personality and Social Psychology, Vol.54, pp.323–338.
  • Triandis, H.C., Leung, K., Villareal, M. and Clack, F.L. (1985), “Allocentric vs. idiocentric tendencies: Convergent and discriminant validation”, Journal of Research in Personality, Vol.19, pp.395–415.
  • Walumbwa, F. O., Lawler, J. J. and Avolio, B. J. (2007), “Leadership, individual differences, and work attitudes: A cross-cultural investigation”, Applied Psychology: An International Review, Vol.56, No.2, pp.212−230.
  • Walumbwa, F. O., Orwa, B., Wang, P. and Lawler, J. J. (2005), “Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and US financial firms”, Human Resource Development Quarterly, Vol.16, No.2, pp.235-256.
  • Wasti, S.A. (2003), “The influence of cultural values on antecedents of organizational commitment: an individual-level analysis”, Applied Psychology: An International Review, Vol.52, No.4, pp.533-554.
  • Wendt, H., Euwemab, M.C., Emmerik I.J. (2009), “Leadership and team cohesiveness across cultures”, The Leadership Quarterly, Vol.20, pp.358–370.
  • Williams, L. J. and Hazer, J. T. (1986), “Antecedents and consequences of satisfaction and commitment in turnover models: Analysis using latent variable structural equation methods”,
  • Journal of applied psychology, Vol.71, No.2, pp.201-219. Yıldırım, B. H. (2004). Çalışanların İş Tatmini ile Yöneticilerin Dönüşümsel ve Etkileşimsel
  • Liderlik Davranışları Arasındaki İlişkiler Üzerine İlaç Sektöründe Bir Araştırma. Unpublished Master Dissertation, Marmara University, Social Sciences Institute, Istanbul.
Yıl 2013, Cilt: 5 Sayı: 1, 436 - 447, 01.06.2013

Öz

Kaynakça

  • Allen, N. J. and Meyer, J. P. (1996), “Affective, continuance, and normative commitment to the organization: An examination of construct validity”, Journal of Vocational Behavior, Vol.49, No.3, pp.252-276.
  • Avolio, B. J. and Bass, B. M. (1995), “Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership”,
  • The Leadership Quarterly, Vol6, No.2, pp.199-218. Bass, B. M. (1990). Handbook of leadership. New York: The Free Press.
  • Benkhoff, B. (1997), “Disentangling organizational commitment: the dangers of the OCQ for research and policy”, Personnel Review, Vol.26, No.(1/2), pp.114-131.
  • Blau, P. M. (1964), Exchange and power in social life, New York, Wiley.
  • Bycio, P., Hackett, R. D. and Allen, J. S. (1995), “Further assessments of Bass’ 1985 conceptualization of transactional and transformational leadership”, Journal of Applied Psychology, Vol.80, No.4, pp.468–478.
  • Catano, V.M., Pond, M. and Kelloway, K. (2001), “Exploring commitment and leadership in volunteer organizations”. Leadership & Organization Development Journal, Vol.22, No.6, pp.256
  • Cichy, R. F., Cha, J. and Kim, S. (2009), “The relationship between organizational commitment and contextual performance among private club leaders”, International Journal of Hospitality Management, Vol.28, No.1, pp.53-62.
  • Clugston, M., Howell, J. and Dorfman, P. (2000), “Does cultural specialization predict multiple bases and foci of commitment?”, Journal of Management, Vol.26, No.1, pp. 5–30.
  • Dick, G. and Metcalfe, B. (2001), “Managerial factors and organisational commitment-A comparative study of police officers and civilian staff”, International Journal of Public Sector Management, Vol.14, No.2, pp.111-128.
  • Dvir, T., Kass, N. and Shamir, B. (2004), “The emotional bond: vision and organizational commitment among high-tech employees”, Journal of Organizational Change Management, Vol.17, No.2, pp.126-143.
  • Feather, N. T. and Rauter, K. A. (2004), “Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values”, Journal of occupational and organizational psychology, Vol.77, No.1, pp.81-94.
  • Ferris, K. R. and Aranya, N. (1983), “A comparıson of two organızational commitment scales”,
  • Personnel Psychology, Vol.36, No.1, pp.87-98. Grusky, O. (1966), “Career Mobility and Organzational Commitment”, Administrative Science Quarterly, pp.488-503.
  • Hartmann, L. C. And Bambacas, M. (2000). “Organizational commitment: A multi method scale analysis and test of effects”. International Journal of organizational analysis, Vol.8, No.1, pp.89
  • Hofstede, G. (1984), “Cultural dimensions in management and planning”, Asia Pacific Journal of Management, No.1, pp.81-99.
  • Jung, D. I. and Yammarino, F. J. (2001), “Perceptions of transformational leadership among Asian
  • Americans and Caucasian Americans: A level of analysis perspective”, Journal of Leadership & Organizational Studies, Vol.8, No.1, pp.3-21. Jung, D., Bass, B. M.and Sosik, J. J. (1995), “Bridging leadership and culture: A theoretical consideration of transformational leadership and collectivistic cultures”, Journal of Leadership Studies, Vol.2, No.4, pp.3−18.
  • Jung, D., Yammarino, F.J. and Lee, J.K. (2009), “Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective”, The Leadership Quarterly, Vol.20, pp.586–603.
  • Kağıtçıbaşı, Ç. (1997). “Individualism and collectivism”. In J.W. Berry, M.H. Segall, & C.
  • Kagıtcıbası (Eds.), Handbook of cross-cultural psychology (2nd edn., Vol. 3,pp. 2–49). Boston: Allyn and Bacon. Lincoln, J.R., Hanada, M. and Olson, J. (1981), “Cultural orientations and individual reactions to organizations: A study of employees of Japanese-owned firms”. Administrative Science Quarterly, Vol.26, pp.93–115.
  • Loke, J.C.F. (2001), “Leadership behaviours: effects on job satisfaction, productivity and organizational commitment”, Journal of Nursing Management, Vol.9, pp.191-204.
  • McColl-Kennedy, J.R. and Anderson, R.D. (2005), “Subordinate–manager gender combination and perceived leadership style influence on emotions, self-esteem and organizational commitment”, Journal of Business Research, Vol.58, pp.115-125.
  • Meyer, J.P. and Allen, N.J. (1991), “A three-component conceptualization of organizational commitment”, Human Resource Management Review, No.1, pp.61-89.
  • Meyer, J.P. and Allen, N.J. (1997), Commitment in the Workplace, Theory, Research and Application, Sage Publications Inc., London.
  • Meyer, J.P., Stanley, D., Herscovitch, L. and Topolnytsky, L. (2002), “Affective, continuance and normative commitment to the organization: a meta-analysis of antecedents, correlates and consequences”, Journal of Vocational Behavior, No.61, pp.20-52.
  • Moss, S.A., McFarland, J., Ngu,S. and Kijowska, A. (2007), “Maintaining an open mind closed individuals: the effect of resource availability and leadership style on the association between openness to experience and organizational commitment”, Journal of Research in Personality, No.41, pp.259-275.
  • Mowday, R.T., Porter, L.W. and Steers, R.M. (1982), Employee-Organization Linkages, The Psychology of Commitment, Absenteeism and Turnover, Academic Press, Inc, New York.
  • Nazari, K. and Emami,M. (2012), “Antecedents and Consequences of organizational
  • Commitment”, Interdisciplinary Journal of Contemporary Research in Business, Vol.3, No.9, pp.484-493. Nguni, S., Sleegers, P. and Denessen, E. (2006), Transformational and transactional leadership effects on teachers’ job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case”, School Effectiveness and School Improvement, No.17, pp.145-177.
  • O’Reilly, C. and Chatman, J. (1986), “Organizational Commitment and Psychological
  • Attachment: The Effects of Compliance, Identification and Internalization on Prosocial Behaviour”, Journal of Applied Psychology, Vol.71, No.3, pp. 492-499. Parkes, L.P., Bochner, S. and Schneider, S.K. (2001), “Person–organization fit across cultures: an empirical investigation of individualism and collectivism”, Applied Psychology: An International Review, Vol.50, No.1, pp.81–108.
  • Pillai, R. and Meindl, J. R. (1998), “Context and charisma: A “meso” level examination of the relationship of organic structure, collectivism, and crisis to charismatic leadership”, Journal of Management, No.24, pp.643−664.
  • Rafferty, A.E. and Griffin, M.A. (2004), “Dimensions of transformational leadership: conceptual and empirical extensions”, The Leadership Quarterly, Vol.15, pp.329-354.
  • Ramamoorthy, N. and Flood, P. (2002), “Employee attitudes and behavioral intentions: a test of the main and moderating effects of individualism–collectivism orientations”, Human Relations, Vol.55, No.2,pp.1071–1096.
  • Ramamoorthy, N., Carrol, S.J. (1998), “Individualism/Collectivism orientations and reactions toward alternative human resource management practices”, Human Relations, Vol.51, No.5, pp.571-588.
  • Ramamoorthy, N., Kulkarni, S.P., Gupta, A. and Flood, P.C. (2007), “Individualism–collectivism orientation and employee attitudes: A comparison of employees from the high-technology sector in India and Ireland”, Journal of International Management, Vol.13, pp.187–203.
  • Randall, D.M. (1993), “Cross-cultural research on organizational commitment. A review and application of Hofstede's value survey module”, Journal of Business Research, Vol.26, No.1, pp.91–110.
  • Rusbult, C. E. and Farrell, D. (1983), “A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments”, Journal of applied psychology, Vol.68, No.3, pp.429-438.
  • Shamir, B., House, R. J. and Arthur, M. B. (1993), “The motivational effects of charismatic leadership: A self-concept based theory”, Organizational Science, Vol.4, 577−594.
  • Singelis, T.M., Triandis, H.C., Bhawuk, D. and Gelfand, M.J. (1995), “Horizontal and vertical dimensions of individualism and collectivism: A theoretical and measurement refinement. Cross
  • Cultural Research”, The Journal of Comparative Social Science, Vol.29, pp.240–275. Şişman, A.F. (2007). İşletmelerde Yeniden Yapılanma Süreci ve Bunun Çalışanların İş Tatmini ve Örgüte Bağlılıkları Üzerindeki Etkisi. Unpublished Doctoral Dissertation, Marmara University,
  • Social Sciences Institute, Istanbul. Smith, P.B. and Bond, M.H. (1999), Social psychology across cultures. Boston: Allyn & Bacon.
  • Triandis, H. C. (1995), Individualism and collectivism. Boulder, CO: Westview Press.
  • Triandis, H.C., Bontempo, R., Villareal, M.J., Asai, M. and Lucca, N. (1988), “Individualism and collectivism: Cross-cultural perspectives on self–ingroup relationships”, Journal of Personality and Social Psychology, Vol.54, pp.323–338.
  • Triandis, H.C., Leung, K., Villareal, M. and Clack, F.L. (1985), “Allocentric vs. idiocentric tendencies: Convergent and discriminant validation”, Journal of Research in Personality, Vol.19, pp.395–415.
  • Walumbwa, F. O., Lawler, J. J. and Avolio, B. J. (2007), “Leadership, individual differences, and work attitudes: A cross-cultural investigation”, Applied Psychology: An International Review, Vol.56, No.2, pp.212−230.
  • Walumbwa, F. O., Orwa, B., Wang, P. and Lawler, J. J. (2005), “Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and US financial firms”, Human Resource Development Quarterly, Vol.16, No.2, pp.235-256.
  • Wasti, S.A. (2003), “The influence of cultural values on antecedents of organizational commitment: an individual-level analysis”, Applied Psychology: An International Review, Vol.52, No.4, pp.533-554.
  • Wendt, H., Euwemab, M.C., Emmerik I.J. (2009), “Leadership and team cohesiveness across cultures”, The Leadership Quarterly, Vol.20, pp.358–370.
  • Williams, L. J. and Hazer, J. T. (1986), “Antecedents and consequences of satisfaction and commitment in turnover models: Analysis using latent variable structural equation methods”,
  • Journal of applied psychology, Vol.71, No.2, pp.201-219. Yıldırım, B. H. (2004). Çalışanların İş Tatmini ile Yöneticilerin Dönüşümsel ve Etkileşimsel
  • Liderlik Davranışları Arasındaki İlişkiler Üzerine İlaç Sektöründe Bir Araştırma. Unpublished Master Dissertation, Marmara University, Social Sciences Institute, Istanbul.
Toplam 53 adet kaynakça vardır.

Ayrıntılar

Diğer ID JA89FU74CM
Bölüm Makaleler
Yazarlar

Seçil Bal Taştan Bu kişi benim

Emre İşçi Bu kişi benim

Yayımlanma Tarihi 1 Haziran 2013
Yayımlandığı Sayı Yıl 2013 Cilt: 5 Sayı: 1

Kaynak Göster

APA Bal Taştan, S., & İşçi, E. (2013). THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES. International Journal of Business and Management Studies, 5(1), 436-447.
AMA Bal Taştan S, İşçi E. THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES. IJBMS. Haziran 2013;5(1):436-447.
Chicago Bal Taştan, Seçil, ve Emre İşçi. “THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES”. International Journal of Business and Management Studies 5, sy. 1 (Haziran 2013): 436-47.
EndNote Bal Taştan S, İşçi E (01 Haziran 2013) THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES. International Journal of Business and Management Studies 5 1 436–447.
IEEE S. Bal Taştan ve E. İşçi, “THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES”, IJBMS, c. 5, sy. 1, ss. 436–447, 2013.
ISNAD Bal Taştan, Seçil - İşçi, Emre. “THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES”. International Journal of Business and Management Studies 5/1 (Haziran 2013), 436-447.
JAMA Bal Taştan S, İşçi E. THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES. IJBMS. 2013;5:436–447.
MLA Bal Taştan, Seçil ve Emre İşçi. “THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES”. International Journal of Business and Management Studies, c. 5, sy. 1, 2013, ss. 436-47.
Vancouver Bal Taştan S, İşçi E. THE EXAMINATION OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEES’ ORGANIZATIONAL COMMITMENT WITH THE MODERATING EFFECT OF ALLOCENTRISM: AN INDIVIDUAL LEVEL ANALYSIS OF CULTURAL VALUES. IJBMS. 2013;5(1):436-47.