Derleme
PDF EndNote BibTex RIS Kaynak Göster

Yıl 2019, Cilt 2, Sayı 2, 120 - 140, 09.08.2019

Öz

Kaynakça

  • Ayan, A. (2015). The relationships between ethical leadership styles, depersonalization and demographic characteristics: A research study in banking sector. CBU Social Science Journal, 13(2):137-150 Aabdeen, Z., Khan, N. M., Khan, M. G., Farooq, Q. Q., Salman, M., Rizwan, M. (2016). The impact of ethical leadership, leadership effectiveness, work related stress and turnover intention on the organizational commitment. International Journal of Economics and Business Administration, 2(2):7-14.
  • Alpkan, L., Aksoy, S., Elçi, M. (2014). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Social and Behavioral Sciences, 58:289-297.
  • Aslan, Ş. & Şendoğdu, A. (2012). The mediating role of corporate social responsibility in ethical leader's effect on corporate ethical values and behavior. Social and Behavioral Sciences, 58, 693-702.
  • Auerbach, M. S. & Sarah, E. B. (2014). Research on burnout. PsycCRITIQUES. Avoid business burnout. Allbusiness. Retrieved on 2017 from https://www.allbusiness.com/ Aydoğdu, S. (2009). An empirical study of the relationship between job satisfaction, organizational commitment and turnover intention. Yeditepe University, Graduate Instute of Social Sciences, Business Administration, Post Graduate Thesis.
  • Bahrer K. S. (2013). Burnout for experts: Prevention in the context of living and working. Springer Science + Business Media. New York.
  • Bedi, A., Alpaslan, M. C. & Green, S. (2015). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517-536. Bhanugopan, R. (2006).An empirical investigation of job burnout among expatriates. Personnel Review, 35(4), 449-468.
  • Bormann, C. K. (2013). Understanding ethical leadership: An integrative model of its antecedents, correlates, contingencies, and outcomes. Faculty of Business, Economics and Social Sciences, TU Dortmund University, PhD dissertation.
  • Brown, E. M. & Trevino, K. L. (2006). Ethical Leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
  • Byrne, M., Chuqhtai, A., Flood, B., Murphy, E. & Willis, P. (2013). Burnout among accounting and finance academics in Ireland. International Journal of Educational Management, 27(2), 127-142.
  • Chang, A. W., Wang, Y. S. & Huang, T.C. (2013).Work design-related antecedents of turnover intention: A multilevel approach. Human Resource Management, 52(1):1-26. Chaput, A. (2012). The impact of the use of favoritism on work groups.
  • Chen, G., Ployhart, E. R. , Thomas, C. H., Anderson, N. & Bliese, D. P. (2011). The Power of momentum: A new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54(1):159-181.
  • Cordes, L. C., Dougherty, W. T. (1993). A review and an integration of research on job burnout. Academy of Management Review 18(4):621-656.
  • Demerouti, E. (2015). Strategies used by individuals to prevent burnout. European Journal of Clinical Investigation, 45(10), 1106-1112.
  • Dirk, V. D. (2004). Leadership behavior and subordinate well-being. Occupational Health Psychology, 9(2), 165-175.
  • Durmuş, M. (2015).The examination of public manager’s level of showing ethical leadership behaviour in the aspect of public servant perception. Kocaeli University, Social Science Instute, Post Graduate Thesis.
  • Elçi, M., Şener, İ., Aksoy, S. & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Retrieved on 2012 from https://www.researchgate.net.
  • Elmas, S. (2012). Workplace Bullying and a research study related workplace bullying’s effects on the intention to leave an organization. Istanbul University, Social Science Institute, Business Administration, Human Resource Management Post Graduate Thesis.
  • Empathy and Burnout among volunteers with varying degrees of person-organization fit. Digital Commons. Retrieved from http://digitalcommons.unomaha.edu/Employees’external representation of their workplace: key antecedents. Loborough University. Retrieved on 2012 from https://dspace.lboro.ac.uk/ Ethical leadership: A review and future directions. Science Direct. Retrieved on 2006 from http://www.iranakhlagh.nipc.ir.
  • Ethical leadership and follower helping and courtesy: Moral awareness and emphatic concern as moderators. Wiley Online Library. Retrieved on Jan 20, 2012 from http://onlinelibrary.wiley.com
  • Ertop, D. (2017). The Impact of ethical leadership on employees’ burnout feeling and intention to quit with the mediating role of ethical climate. Yeditepe University. Institute of Social Sciences. PhD in Business Administration.
  • Executive – follower ethical reasoning and perceptions of ethical leadership. Sage Journals. Retrieved on March 15, 2011 from http://jom.sagepub.com/.
  • Fehr, R., Thomas, Y., Chi K. & Dang, C. (2015). Moralized leadership: The construction and consequences of ethical leader perceptions. Academy of Management Review, 40(2):182-209.
  • Firth, L., Mellor, J. D., Moore, A. K. & Loquet, C. (2004). How can managers reduce employee intention to quit?. Journal of managerial psychology, 19(2):170-187 Fostering employee wellbeing via a job crafting intervention. Beanmanaged. Retrieved on March 30, 2017 from http://www.beanmanaged.com/
  • Gandtz, J., Seijts, G., Mazutis, D. & Crossan, M. (2013). Developing leadership character in business programs. Academy of Management Learning & Education, 12(2):285-305. Ghahroodi, K. H., Ghazali, Z. M. & Ghorban, S. Z. (2013). Examining ethical leadership and its impact on the followers’ behavioral outcomes. Canadian Center of Science and Education, 9(3): 91-96.
  • Gill, A. L. & Seguin, M. E. (2014).When politics meets ethics: How political skill helps ethical leaders foster organizational citizenship behaviors. Journal of Managerial Issues.
  • Gill, H., Ahmad, I., Rizwan, M., Farid, S., Mustafa, M., Saher, S., Bashir, A. & Tanveer, A. M. (2013). The antecedents of turnover intention: A comprehensive model to predict the turnover intentions. Journal of Basic and Applied Research, 3(12):392-402.
  • Halbesleben, R. J. & Buckley, M. R. (2004). Burnout in organizational life. Journal of Management, 30(6): 859-879.
  • Hartog, D.N.D. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409-434. Hassan, S. & Wright, E. B. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3): 333-343.
  • Heller, M. (2013). The Myth of Employee Burnout. United States: Peppertree Press, LLC.
  • Howard, W. L. & Cordes, L. C. (2010). Flight from unfairness: effects of perceived ınjustice on emotional exhaustion and employee withdrawal. Journal of Business and Psychology, 25(3), 409-428.
  • Human Resources for Leaders of Future Organizations. Brainmass. Retrieved on February, 2009 from https://brainmass.com/.
  • Hwang, J. & Wen, L. (2009). The effect of perceived fairness toward hotel overbooking and compensation practices on customer loyalty. International Journal of Contemporary Hospitality Management, 21(6), 659-675.
  • Hystad, W. S. & Olaniyan, S. O. (2016). Employees’ psychological capital, job satisfaction, insecurity, and intentions to quit: The direct and indirect effects of authentic leadership. Journal of Work and Organizational Psychology, 32:163-171. Job burnout among communication professionals in Hong Kong. Retrieved on 2015 from http://www.uri.edu.
  • Kalshoven, K. (2010). Ethical leadership: through the eyes of employees. FEB: Amsterdam Business School Research Institute (ABS-RI), FMG: Psychology Research Institute PhD dissertation Chapter 2: 25-65.
  • Kalshoven, K. (2011) .Ethical Leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 2. Karatepe, M. O. (2011). Do job resources moderate the effect of emotional dissonance on burnout?: A study in the city of Ankara, Turkey. International Journal of Contemporary Hospitality Management, 23(1), 44-65.
  • Karatepe, M. O. (2013). The effects of work overload and work family conflict on job embeddedness and job performance: The mediation of emotional exhaustion. International Journal of Contemporary Hospitality Management, 25(4), 614-634.
  • Karatepe, M. O., Haktanır, M. & Yorgancı, İ. (2010). The impacts of core self-evaluations on customer related social stressors and emotional exhaustion. The Service Industrial Journal, 30(9), 15651579.
  • Kaur, B., Mohindru. & Pankaj (2013). Antecedents of turnover intentions: A literature review. Journal of Management and Business Studies, 3(10):1219-1230. King, R.C. & Sethi, V. (1997). The moderating effect of organizational commitment or burnout in information systems profession. European Journal of Information Systems, 6(2), 86-96.
  • Kumar, B., Lengler, J. & Mohsin, A. (2013). Exploring the antecedents of intentions to leave the job. International Journal of Hospitality management, 35:48-58.
  • Kurt, T., Demirtaş, Ö. & Özdevecioğlu, M. (2015). The effect of leader-member exchange on turnover ıntention and organizational citizenship behavior: The mediating role of meaningful work. The Faculty of Economics and Business Administration, 710-719.
  • Lacoursiere, B. Roy. (2001). ‘’Burnout’’ and substance user treatment: The phenomenon and the administrator-clinician’s experience. Substance Use & Misuse, 36(13). Lages, R. C. (2012). Employees’ external representation of their workplace. Journal of Business Research, 65: 1264-1272 Lambert, G. E., Altheimer, I. & Hogan, L. N. (2010). Exploring the relationship between social support and job burnout among correctional staff. Criminal Justice and Behavior, 37(11), 1217-1236.
  • Leadership and Ethical Decision Making among Mauritian Managers. EJBO. Retrieved on 2017 from http://ejbo.jyu.fi/.
  • Leadership. SAGE Publishing. Retrieved on April 2015, from https://uk.sagepub.com.
  • Leigh, A. (2013). Ethical leadership creating and sustaining an ethical business culture. (2nd Ed.). United States: Kogan Page.
  • Leiter, P. M., Bakker, B. A. & Maslach, C. (2014). Burnout at work a Psychological perspective. (1th Ed.). United States: Psychology Press. Lin, Y.W. (2012). The causes, consequences, and mediating effects of job burnout among hospital employees in Taiwan. Journal of Hospital Administration, 2(1), 15-27.
  • Lishchinsky, O. & Rosenblatt, Z. (2009). Organizational ethics and teachers’ intent to leave: An Integrative approach. Educational Administration Quarterly, 45(5): 725-758.
  • Low, S. G., Cravens, W. D., Grant, K. & Moncrief, C. W. (2001). Antecedents and consequences of salesperson burnout. Journal of Marketing, 35(6):587-611.
  • Lu, X. & Guy, E. M. (2014). How emotional labor and ethical leadership affect job engagement for Chinese public servants. Public Personnel Management, 43(1):3-24.
  • Mayer, M. D., Aquino, K., Greenbaum, L. R. & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1):151-171.
  • McClean, E. J., Burris, E. & Detert, J. R. (2013). When does voice lead to exit? It depends on leadership. Academy of Management Journal, 56(2), 525-548. https://doi.org/10.5465/amj.2011.0041
  • Mendonca, M. & Kanungo, N. R. (2007). Ethical leadership. New York: Open University Press.
  • Monahan, K. (2012). A review of the literature concerning ethical leadership in organizations. Emerging Leadership Journeys, 55(1):56-66. Northouse, G. P. (2013). Leadership theory and practice (6th Ed.). United States: SAGE Publications, Inc. Numerof, E. R. & Seltzer, J. (1988). Supervisory leadership and subordinate burnout. Academy of Management Journal, 31(2):439-446.
  • Öztürk,V., Koçyiğit, Ç. S. & Bal, Ç. E. (2011). A Study into the relation between the level of job burnout and job involvement of the practioners of accountancy: Ankara case. Dogus University, 12(1), 84-98.
  • Papathanasiou, V. I. (2015). Work-related mental consequences: Implications of burnout on mental health status among health care providers. Journal of Academy of Medical Sciences of Bosnia and Herzegovina, 23(1), 22-28.
  • Peachey, W. J. & Wells, E. J. (2011). Turnover intentions Do Leadership behaviors and satisfaction with the leader matter?. Team Performance Management, 17(2):23-40. Piece, L. T. (2000) .Explaining ethical failures of leadership. The Leadership & Organization Development Journal, 21(4): 177-184. Potipiroon, W. & Feerman, S. (2016).What difference do ethical leaders make? Exploring the mediating role of interpersonal justice and the moderating role of public service motivation. International Public Management Journal, 19(2), 171-207. Prussia, G., Yukl, G. & Mahsud, R. (2010). Leader empathy, ethical leadership, and relations-oriented behaviors as antecedents of leader-member exchange quality. Journal of Managerial Psychology, 25(6):561-577.
  • Rizwan, M., Arshad, M., Munir, H., Iqbal, F. & Hussain, A. (2014). Determinants of Employees intention to leave: A Study from Pakistan. International Journal of Human Resource Studies, 4(3):1-18.
  • Robert, J. S. (2010). The Moral Character of Academic learning: Challenging the exclusivity of the reigning paradigm of school learning. Second International Handbook of Educational Change.
  • Robyn, A. & Du Preez, R. (2013). Intention to quit amongst generation Y academics at higher education institutions. Retrieved from http://scholar.sun.ac.za.
  • Russell, W. D., Altmaier, E. & Dawn, V. V. (1987). Job-related stress, social support, and burnout among classroom teachers. Journal of Applied Psychology, 72(2):269-274. Schoorman, F. D. & Ballinger, A. G. (2007). Individual reactions to leadership succession in workgroups. Academy of Management, Review 32(1):118-136.
  • Shaubroeck, M. J., Hannah, T. S., Avolio, J. B., Kozlowski, W.J. S., Lord, G. R., Trevino, K. L., Dimotakis, N. & Peng, C. A. (2012). Embedding ethical leadership within and across organizational levels. Academy of Management Journal, 55(5):1053-1078.
  • Shih, S. Pao., Jiang, J. J., Klein, G. & Wang, E. (2013). Job burnout of the information technology worker: Work exhaustion, depersonalization, and personal accomplishment. Information & Management, 50:582-589.
  • Singh, J., Goolsby, R. J. & Rohaads, K. G. (1994). Behavioral and Psychological consequences of boundary spanning burnout for customer service representatives. Journal of Marketing Research: 558-569.
  • Soler, R., Martin, A., Flichentrei, D., Prats, M., Braga, F., Mayolas, S. & Grass, M. E. (2014). The consequences of burnout syndrome among healthcare professionals in Spain and Spanish speaking Latin American countries. Science Direct Burnout Research: 82-89.
  • Sparks, E. T. (2007). Ethical and unethical leadership and follower’s well-being: Exploring psychological processes and boundary conditions. The University of Georgia, PhD dissertation.
  • Starratt, J.R. (2004). Ethical leadership. San Francisco: Jossey-Bass Taylor, G. S. & Pattie, W. M. (2014). When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality. Business Ethics Quarterly, 24(4), 595-616.
  • Thomas, H. C. (2005).Preventing Burnout: The Effects of LMX and mentoring on socialization, role stress, and burnout. Academy of Management Best Conference Paper.
  • Trevor, O. C., Weller, I., Gerhart, B. & Lee, H.T. (2008). Understanding voluntary turnover: path specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal, 51(4):651-671.
  • Van Gils, S., Quaquebeke, V. D., Knippenberg, V. D., Van Dijke, M. &De Cremer, D. (2015). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26(2), 190-203.
  • Van J., D. D., Walker, D. D. & Skarlicki, P. D. (2010). The role of job demands and emotional exhaustion in the relationship between customer and employee ıncivility. Journal of Management.
  • Visser, E. W. & Rothman, S. (2014). Exploring antecedents and consequences of burnout in a call centre. Journal of Industrial Psychology, 34(2):79-87.
  • Vries, M. K. (2006). The leader on the couch: A clinical approach to changing people and organizations. Jossey-Bass.
  • Walker, K. (2007). Anti- egoistic school leadership: Ecologically based value perspectives for the 21 st century. Lifelong Learning Book Series.
  • What is ethical leadership?. Armyupress. Retrived from on 2010 from http://www.usacac.army.mil.
  • Wilson, M., Byarugaba, F. & Katuramu, O. A. (2016). Ethical leadership and academic staff retention in public. American Journal of Educational Research 1(2):30-41.
  • Xu, J. A. , Loi, R. & Lam, W. L. (2015). The bad boss takes it all: How abusive supervision and leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26(5), 763-774.
  • Yanık, O. (2014). The effect of ethical leadership on employees' job satisfaction, organizational commitment and intention to leave: The mediating role of organizational trust and organizational justice. Atatürk University, Social Science Instute, PhD dissertation.
  • Zhu, W., May, R. D. & Avolio, J. B. (2004). The Impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11(1):16-26.
  • Zhu, W., Trevino, K. L., He, H., Chao, M. M. & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26(5), 702-718.

THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT

Yıl 2019, Cilt 2, Sayı 2, 120 - 140, 09.08.2019

Öz

In this study, the perceived impact of ethical leadership on employees’ burnout feeling and intention to quit and the relation between employees’ burnout feeling and intention to quit have been tested. Quantitative analysis has been used to test hypotheses. Convenience sampling method was used in this study. Hypothesis testing has been used to understand the relationships among factors, to explain the variances in the dependent variables which are employees ‘burnout feeling and employees’ intention to quit. By hypotheses testing, it was aimed to theorize the factors that influence dependent variables and then test the hypotheses that two dependent variables significantly explain the variance in independent variable. 300 employees actively working in the companies participated to the study. A positive correlation has been found between leader trustworthiness and intention of employees to stay in their organization. Research has shown that employees who perceives their leaders as ethical in their organizations have lower burnout feeling and lower intention to quit. Additionally research has shown that there is a positive relation between employees’ burnout feeling and intention to quit.

Kaynakça

  • Ayan, A. (2015). The relationships between ethical leadership styles, depersonalization and demographic characteristics: A research study in banking sector. CBU Social Science Journal, 13(2):137-150 Aabdeen, Z., Khan, N. M., Khan, M. G., Farooq, Q. Q., Salman, M., Rizwan, M. (2016). The impact of ethical leadership, leadership effectiveness, work related stress and turnover intention on the organizational commitment. International Journal of Economics and Business Administration, 2(2):7-14.
  • Alpkan, L., Aksoy, S., Elçi, M. (2014). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Social and Behavioral Sciences, 58:289-297.
  • Aslan, Ş. & Şendoğdu, A. (2012). The mediating role of corporate social responsibility in ethical leader's effect on corporate ethical values and behavior. Social and Behavioral Sciences, 58, 693-702.
  • Auerbach, M. S. & Sarah, E. B. (2014). Research on burnout. PsycCRITIQUES. Avoid business burnout. Allbusiness. Retrieved on 2017 from https://www.allbusiness.com/ Aydoğdu, S. (2009). An empirical study of the relationship between job satisfaction, organizational commitment and turnover intention. Yeditepe University, Graduate Instute of Social Sciences, Business Administration, Post Graduate Thesis.
  • Bahrer K. S. (2013). Burnout for experts: Prevention in the context of living and working. Springer Science + Business Media. New York.
  • Bedi, A., Alpaslan, M. C. & Green, S. (2015). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517-536. Bhanugopan, R. (2006).An empirical investigation of job burnout among expatriates. Personnel Review, 35(4), 449-468.
  • Bormann, C. K. (2013). Understanding ethical leadership: An integrative model of its antecedents, correlates, contingencies, and outcomes. Faculty of Business, Economics and Social Sciences, TU Dortmund University, PhD dissertation.
  • Brown, E. M. & Trevino, K. L. (2006). Ethical Leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
  • Byrne, M., Chuqhtai, A., Flood, B., Murphy, E. & Willis, P. (2013). Burnout among accounting and finance academics in Ireland. International Journal of Educational Management, 27(2), 127-142.
  • Chang, A. W., Wang, Y. S. & Huang, T.C. (2013).Work design-related antecedents of turnover intention: A multilevel approach. Human Resource Management, 52(1):1-26. Chaput, A. (2012). The impact of the use of favoritism on work groups.
  • Chen, G., Ployhart, E. R. , Thomas, C. H., Anderson, N. & Bliese, D. P. (2011). The Power of momentum: A new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54(1):159-181.
  • Cordes, L. C., Dougherty, W. T. (1993). A review and an integration of research on job burnout. Academy of Management Review 18(4):621-656.
  • Demerouti, E. (2015). Strategies used by individuals to prevent burnout. European Journal of Clinical Investigation, 45(10), 1106-1112.
  • Dirk, V. D. (2004). Leadership behavior and subordinate well-being. Occupational Health Psychology, 9(2), 165-175.
  • Durmuş, M. (2015).The examination of public manager’s level of showing ethical leadership behaviour in the aspect of public servant perception. Kocaeli University, Social Science Instute, Post Graduate Thesis.
  • Elçi, M., Şener, İ., Aksoy, S. & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Retrieved on 2012 from https://www.researchgate.net.
  • Elmas, S. (2012). Workplace Bullying and a research study related workplace bullying’s effects on the intention to leave an organization. Istanbul University, Social Science Institute, Business Administration, Human Resource Management Post Graduate Thesis.
  • Empathy and Burnout among volunteers with varying degrees of person-organization fit. Digital Commons. Retrieved from http://digitalcommons.unomaha.edu/Employees’external representation of their workplace: key antecedents. Loborough University. Retrieved on 2012 from https://dspace.lboro.ac.uk/ Ethical leadership: A review and future directions. Science Direct. Retrieved on 2006 from http://www.iranakhlagh.nipc.ir.
  • Ethical leadership and follower helping and courtesy: Moral awareness and emphatic concern as moderators. Wiley Online Library. Retrieved on Jan 20, 2012 from http://onlinelibrary.wiley.com
  • Ertop, D. (2017). The Impact of ethical leadership on employees’ burnout feeling and intention to quit with the mediating role of ethical climate. Yeditepe University. Institute of Social Sciences. PhD in Business Administration.
  • Executive – follower ethical reasoning and perceptions of ethical leadership. Sage Journals. Retrieved on March 15, 2011 from http://jom.sagepub.com/.
  • Fehr, R., Thomas, Y., Chi K. & Dang, C. (2015). Moralized leadership: The construction and consequences of ethical leader perceptions. Academy of Management Review, 40(2):182-209.
  • Firth, L., Mellor, J. D., Moore, A. K. & Loquet, C. (2004). How can managers reduce employee intention to quit?. Journal of managerial psychology, 19(2):170-187 Fostering employee wellbeing via a job crafting intervention. Beanmanaged. Retrieved on March 30, 2017 from http://www.beanmanaged.com/
  • Gandtz, J., Seijts, G., Mazutis, D. & Crossan, M. (2013). Developing leadership character in business programs. Academy of Management Learning & Education, 12(2):285-305. Ghahroodi, K. H., Ghazali, Z. M. & Ghorban, S. Z. (2013). Examining ethical leadership and its impact on the followers’ behavioral outcomes. Canadian Center of Science and Education, 9(3): 91-96.
  • Gill, A. L. & Seguin, M. E. (2014).When politics meets ethics: How political skill helps ethical leaders foster organizational citizenship behaviors. Journal of Managerial Issues.
  • Gill, H., Ahmad, I., Rizwan, M., Farid, S., Mustafa, M., Saher, S., Bashir, A. & Tanveer, A. M. (2013). The antecedents of turnover intention: A comprehensive model to predict the turnover intentions. Journal of Basic and Applied Research, 3(12):392-402.
  • Halbesleben, R. J. & Buckley, M. R. (2004). Burnout in organizational life. Journal of Management, 30(6): 859-879.
  • Hartog, D.N.D. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409-434. Hassan, S. & Wright, E. B. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3): 333-343.
  • Heller, M. (2013). The Myth of Employee Burnout. United States: Peppertree Press, LLC.
  • Howard, W. L. & Cordes, L. C. (2010). Flight from unfairness: effects of perceived ınjustice on emotional exhaustion and employee withdrawal. Journal of Business and Psychology, 25(3), 409-428.
  • Human Resources for Leaders of Future Organizations. Brainmass. Retrieved on February, 2009 from https://brainmass.com/.
  • Hwang, J. & Wen, L. (2009). The effect of perceived fairness toward hotel overbooking and compensation practices on customer loyalty. International Journal of Contemporary Hospitality Management, 21(6), 659-675.
  • Hystad, W. S. & Olaniyan, S. O. (2016). Employees’ psychological capital, job satisfaction, insecurity, and intentions to quit: The direct and indirect effects of authentic leadership. Journal of Work and Organizational Psychology, 32:163-171. Job burnout among communication professionals in Hong Kong. Retrieved on 2015 from http://www.uri.edu.
  • Kalshoven, K. (2010). Ethical leadership: through the eyes of employees. FEB: Amsterdam Business School Research Institute (ABS-RI), FMG: Psychology Research Institute PhD dissertation Chapter 2: 25-65.
  • Kalshoven, K. (2011) .Ethical Leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 2. Karatepe, M. O. (2011). Do job resources moderate the effect of emotional dissonance on burnout?: A study in the city of Ankara, Turkey. International Journal of Contemporary Hospitality Management, 23(1), 44-65.
  • Karatepe, M. O. (2013). The effects of work overload and work family conflict on job embeddedness and job performance: The mediation of emotional exhaustion. International Journal of Contemporary Hospitality Management, 25(4), 614-634.
  • Karatepe, M. O., Haktanır, M. & Yorgancı, İ. (2010). The impacts of core self-evaluations on customer related social stressors and emotional exhaustion. The Service Industrial Journal, 30(9), 15651579.
  • Kaur, B., Mohindru. & Pankaj (2013). Antecedents of turnover intentions: A literature review. Journal of Management and Business Studies, 3(10):1219-1230. King, R.C. & Sethi, V. (1997). The moderating effect of organizational commitment or burnout in information systems profession. European Journal of Information Systems, 6(2), 86-96.
  • Kumar, B., Lengler, J. & Mohsin, A. (2013). Exploring the antecedents of intentions to leave the job. International Journal of Hospitality management, 35:48-58.
  • Kurt, T., Demirtaş, Ö. & Özdevecioğlu, M. (2015). The effect of leader-member exchange on turnover ıntention and organizational citizenship behavior: The mediating role of meaningful work. The Faculty of Economics and Business Administration, 710-719.
  • Lacoursiere, B. Roy. (2001). ‘’Burnout’’ and substance user treatment: The phenomenon and the administrator-clinician’s experience. Substance Use & Misuse, 36(13). Lages, R. C. (2012). Employees’ external representation of their workplace. Journal of Business Research, 65: 1264-1272 Lambert, G. E., Altheimer, I. & Hogan, L. N. (2010). Exploring the relationship between social support and job burnout among correctional staff. Criminal Justice and Behavior, 37(11), 1217-1236.
  • Leadership and Ethical Decision Making among Mauritian Managers. EJBO. Retrieved on 2017 from http://ejbo.jyu.fi/.
  • Leadership. SAGE Publishing. Retrieved on April 2015, from https://uk.sagepub.com.
  • Leigh, A. (2013). Ethical leadership creating and sustaining an ethical business culture. (2nd Ed.). United States: Kogan Page.
  • Leiter, P. M., Bakker, B. A. & Maslach, C. (2014). Burnout at work a Psychological perspective. (1th Ed.). United States: Psychology Press. Lin, Y.W. (2012). The causes, consequences, and mediating effects of job burnout among hospital employees in Taiwan. Journal of Hospital Administration, 2(1), 15-27.
  • Lishchinsky, O. & Rosenblatt, Z. (2009). Organizational ethics and teachers’ intent to leave: An Integrative approach. Educational Administration Quarterly, 45(5): 725-758.
  • Low, S. G., Cravens, W. D., Grant, K. & Moncrief, C. W. (2001). Antecedents and consequences of salesperson burnout. Journal of Marketing, 35(6):587-611.
  • Lu, X. & Guy, E. M. (2014). How emotional labor and ethical leadership affect job engagement for Chinese public servants. Public Personnel Management, 43(1):3-24.
  • Mayer, M. D., Aquino, K., Greenbaum, L. R. & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1):151-171.
  • McClean, E. J., Burris, E. & Detert, J. R. (2013). When does voice lead to exit? It depends on leadership. Academy of Management Journal, 56(2), 525-548. https://doi.org/10.5465/amj.2011.0041
  • Mendonca, M. & Kanungo, N. R. (2007). Ethical leadership. New York: Open University Press.
  • Monahan, K. (2012). A review of the literature concerning ethical leadership in organizations. Emerging Leadership Journeys, 55(1):56-66. Northouse, G. P. (2013). Leadership theory and practice (6th Ed.). United States: SAGE Publications, Inc. Numerof, E. R. & Seltzer, J. (1988). Supervisory leadership and subordinate burnout. Academy of Management Journal, 31(2):439-446.
  • Öztürk,V., Koçyiğit, Ç. S. & Bal, Ç. E. (2011). A Study into the relation between the level of job burnout and job involvement of the practioners of accountancy: Ankara case. Dogus University, 12(1), 84-98.
  • Papathanasiou, V. I. (2015). Work-related mental consequences: Implications of burnout on mental health status among health care providers. Journal of Academy of Medical Sciences of Bosnia and Herzegovina, 23(1), 22-28.
  • Peachey, W. J. & Wells, E. J. (2011). Turnover intentions Do Leadership behaviors and satisfaction with the leader matter?. Team Performance Management, 17(2):23-40. Piece, L. T. (2000) .Explaining ethical failures of leadership. The Leadership & Organization Development Journal, 21(4): 177-184. Potipiroon, W. & Feerman, S. (2016).What difference do ethical leaders make? Exploring the mediating role of interpersonal justice and the moderating role of public service motivation. International Public Management Journal, 19(2), 171-207. Prussia, G., Yukl, G. & Mahsud, R. (2010). Leader empathy, ethical leadership, and relations-oriented behaviors as antecedents of leader-member exchange quality. Journal of Managerial Psychology, 25(6):561-577.
  • Rizwan, M., Arshad, M., Munir, H., Iqbal, F. & Hussain, A. (2014). Determinants of Employees intention to leave: A Study from Pakistan. International Journal of Human Resource Studies, 4(3):1-18.
  • Robert, J. S. (2010). The Moral Character of Academic learning: Challenging the exclusivity of the reigning paradigm of school learning. Second International Handbook of Educational Change.
  • Robyn, A. & Du Preez, R. (2013). Intention to quit amongst generation Y academics at higher education institutions. Retrieved from http://scholar.sun.ac.za.
  • Russell, W. D., Altmaier, E. & Dawn, V. V. (1987). Job-related stress, social support, and burnout among classroom teachers. Journal of Applied Psychology, 72(2):269-274. Schoorman, F. D. & Ballinger, A. G. (2007). Individual reactions to leadership succession in workgroups. Academy of Management, Review 32(1):118-136.
  • Shaubroeck, M. J., Hannah, T. S., Avolio, J. B., Kozlowski, W.J. S., Lord, G. R., Trevino, K. L., Dimotakis, N. & Peng, C. A. (2012). Embedding ethical leadership within and across organizational levels. Academy of Management Journal, 55(5):1053-1078.
  • Shih, S. Pao., Jiang, J. J., Klein, G. & Wang, E. (2013). Job burnout of the information technology worker: Work exhaustion, depersonalization, and personal accomplishment. Information & Management, 50:582-589.
  • Singh, J., Goolsby, R. J. & Rohaads, K. G. (1994). Behavioral and Psychological consequences of boundary spanning burnout for customer service representatives. Journal of Marketing Research: 558-569.
  • Soler, R., Martin, A., Flichentrei, D., Prats, M., Braga, F., Mayolas, S. & Grass, M. E. (2014). The consequences of burnout syndrome among healthcare professionals in Spain and Spanish speaking Latin American countries. Science Direct Burnout Research: 82-89.
  • Sparks, E. T. (2007). Ethical and unethical leadership and follower’s well-being: Exploring psychological processes and boundary conditions. The University of Georgia, PhD dissertation.
  • Starratt, J.R. (2004). Ethical leadership. San Francisco: Jossey-Bass Taylor, G. S. & Pattie, W. M. (2014). When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality. Business Ethics Quarterly, 24(4), 595-616.
  • Thomas, H. C. (2005).Preventing Burnout: The Effects of LMX and mentoring on socialization, role stress, and burnout. Academy of Management Best Conference Paper.
  • Trevor, O. C., Weller, I., Gerhart, B. & Lee, H.T. (2008). Understanding voluntary turnover: path specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal, 51(4):651-671.
  • Van Gils, S., Quaquebeke, V. D., Knippenberg, V. D., Van Dijke, M. &De Cremer, D. (2015). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26(2), 190-203.
  • Van J., D. D., Walker, D. D. & Skarlicki, P. D. (2010). The role of job demands and emotional exhaustion in the relationship between customer and employee ıncivility. Journal of Management.
  • Visser, E. W. & Rothman, S. (2014). Exploring antecedents and consequences of burnout in a call centre. Journal of Industrial Psychology, 34(2):79-87.
  • Vries, M. K. (2006). The leader on the couch: A clinical approach to changing people and organizations. Jossey-Bass.
  • Walker, K. (2007). Anti- egoistic school leadership: Ecologically based value perspectives for the 21 st century. Lifelong Learning Book Series.
  • What is ethical leadership?. Armyupress. Retrived from on 2010 from http://www.usacac.army.mil.
  • Wilson, M., Byarugaba, F. & Katuramu, O. A. (2016). Ethical leadership and academic staff retention in public. American Journal of Educational Research 1(2):30-41.
  • Xu, J. A. , Loi, R. & Lam, W. L. (2015). The bad boss takes it all: How abusive supervision and leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26(5), 763-774.
  • Yanık, O. (2014). The effect of ethical leadership on employees' job satisfaction, organizational commitment and intention to leave: The mediating role of organizational trust and organizational justice. Atatürk University, Social Science Instute, PhD dissertation.
  • Zhu, W., May, R. D. & Avolio, J. B. (2004). The Impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11(1):16-26.
  • Zhu, W., Trevino, K. L., He, H., Chao, M. M. & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26(5), 702-718.

Ayrıntılar

Birincil Dil İngilizce
Konular Sosyal
Bölüm Makaleler
Yazarlar

Dilşah ERTOP> (Sorumlu Yazar)

Türkiye

Yayımlanma Tarihi 9 Ağustos 2019
Başvuru Tarihi 6 Şubat 2019
Yayınlandığı Sayı Yıl 2019, Cilt 2, Sayı 2

Kaynak Göster

Bibtex @derleme { ijls521108, journal = {Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama}, eissn = {2651-2696}, address = {ijleadership@gmail.com}, publisher = {Şefika Şule ERÇETİN}, year = {2019}, volume = {2}, number = {2}, pages = {120 - 140}, title = {THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT}, key = {cite}, author = {Ertop, Dilşah} }
APA Ertop, D. (2019). THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT . Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama , 2 (2) , 120-140 . Retrieved from https://dergipark.org.tr/tr/pub/ijls/issue/47860/521108
MLA Ertop, D. "THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT" . Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama 2 (2019 ): 120-140 <https://dergipark.org.tr/tr/pub/ijls/issue/47860/521108>
Chicago Ertop, D. "THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT". Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama 2 (2019 ): 120-140
RIS TY - JOUR T1 - THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT AU - DilşahErtop Y1 - 2019 PY - 2019 N1 - DO - T2 - Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama JF - Journal JO - JOR SP - 120 EP - 140 VL - 2 IS - 2 SN - -2651-2696 M3 - UR - Y2 - 2019 ER -
EndNote %0 Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT %A Dilşah Ertop %T THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT %D 2019 %J Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama %P -2651-2696 %V 2 %N 2 %R %U
ISNAD Ertop, Dilşah . "THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT". Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama 2 / 2 (Ağustos 2019): 120-140 .
AMA Ertop D. THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT. IJLS. 2019; 2(2): 120-140.
Vancouver Ertop D. THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT. Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama. 2019; 2(2): 120-140.
IEEE D. Ertop , "THE PERCEIVED IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEES’ BURNOUT FEELING AND INTENTION TO QUIT", Uluslararası Liderlik Çalışmaları Dergisi: Kuram ve Uygulama, c. 2, sayı. 2, ss. 120-140, Ağu. 2019