Empatik Liderlik

Yıl 2024, Cilt: 7 Sayı: 2, 51 - 65, 31.08.2024

Muhammet Tortumlu

https://doi.org/10.52848/ijls.1489926

Öz

Bu çalışma, alan yazında Kock ve diğerleri (2019) tarafından ortaya atılan empatik liderlik modelini ve onun örgüt içindeki rolünü incelemeyi amaçlamıştır. İlk olarak, iletişim ve empatinin örgüt içindeki önemi ele alınmış ve empatik liderliğin, lider-çalışan ilişkilerinde nasıl etkili olduğu tartışılmıştır. Empatik liderliğin, çalışanların performansı, işten ayrılma niyeti, yenilikçi iş davranışı, iş tatmini ve işe tutkunlukları üzerindeki olumlu etkilerinin yanı sıra, örgütsel değişim süreçlerinde de olumlu etkisinin olabileceği vurgulanmıştır. Çalışmanın bir diğer kısmında, empatik liderliğin diğer liderlik modelleriyle olan ilişkisi ve benzerlikleri karşılaştırmalı olarak analiz edilmiştir. Bu bağlamda, empatik liderliğin modern örgütlerde neden önemli olduğu ve uygulanmasının örgütsel başarıyı nasıl artırabileceği vurgulanmıştır.

Anahtar Kelimeler

Empati, Liderlik, Empatik Liderlik

Empathetic Leadership

Öz

This study aimed to examine the empathic leadership model proposed by Kock et al. (2019) and its role within organizations. Firstly, the significance of communication and empathy within organizations was discussed, along with how empathic leadership is effective in leader-employee relationships. It was emphasized that empathic leadership has positive effects on employees' performance, turnover intentions, innovative business behavior, job satisfaction, and job engagement and can positively impact organizational change processes. Another section of the study involved a comparative analysis of the relationship and similarities between empathic leadership and other leadership models. In this context, the importance of empathic leadership in modern organizations and how its implementation can enhance organizational success were highlighted.

Anahtar Kelimeler

Empathy, Leadership, Empathetic Leadership

Kaynakça

• Austin, J. L. (1975). How to do things with words. Clarendon Express Oxford.
• Axelrod, R. (2009). The evolution of cooperation (Rev. ed.). New York, NY: Basic Books.
• Badea, L., & Pana, N.A. (2010). The role of empathy in developing the leader’s emotional intelligence. Theoretical and Applied Economics,2(2), 69-78.
• Bodie, G. D. (2012). Listening as positive communication. The positive side of interpersonal communication, 109-125.
• Bono, J. E., Foldes, H. J., Vinson, G., & Muros, J. P. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, 92, 1357-1367. doi:10.1037/0021-9010.92.5.1357
• Bouzari, M., & Karatepe, O. M. (2017). Test of a mediation model of psychological capital among hotel salespeople. International Journal of Contemporary Hospitality Management, 29(8), 2178-2197.
• Bowles, S., & Gintis, H. (2011). A cooperative species: Human reciprocity and its evolution. Princeton University Press.
• Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5, 8–24.
• Brescoll, V. L. (2016). Leading with their hearts? How gender stereotypes of emotion lead to biased evaluations of female leaders. The Leadership Quarterly,27(3), 415-428.
• Caza, A., Zhang, G., Wang, L., & Bai, Y. (2015). How do you really feel? Effect of leaders’ perceived emotional sincerity on followers’ trust. The Leadership Quarterly, 26(4), 518-531.
• Cheney, G. (2007). Organizational communication comes out. Management Communication Quarterly, 21(1), 80-91.
• Davenport Sypher, B., Bostrom, R. N., & Hart Seibert, J. (1989). Listening, communication abilities, and success at work. The Journal of Business Communication, 26(4), 293-303.
• Deliu, D. (2019). Empathetic leadership–Key element for inspiring strategic management and a visionary effective corporate governance. Journal of Emerging Trends in Marketing and Management, 1(1), 280-292.
• Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.
• Dunbar, R., Barrett, L., & Lycett, J. (2005). Evolutionary psychology: A beginner’s guide. Oxford: Oneworld.
• Dutton, J. E., Workman, K. M., & Hardin, A. E. (2014). Compassion at work. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 277-304.
• Ekiyor, R. B. (2019). Worker’s resilience: The exigency for empathic leadership. European Journal of Business and Management, 11(17), 96-99. https://doi.org/10.7176/EJBM
• Gentry, W. A., Weber, T. J., & Sadri, G. (2007). Empathy in the workplace: A tool for effective leadership. In Annual Conference of the Society of Industrial Organizational Psychology, New York, NY, April.
• Gillet, A. (2010). Socio-professional transformations of first-level management: A France-Québec comparison. Relations Industrielles, 65(1), 52–73.
• Gilstrap, J. B., & Collins, B. J. (2012). The importance of being trustworthy: Trust as a mediator of the relationship between leader behaviors and employee job satisfaction. Journal of Leadership & Organizational Studies, 19, 152-163. doi:10.1177/1548051811431827
• Goleman, D. (1995). Emotional intelligence. Penguin Random House.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Hall, A. J., & Schwartz, R. (2018). Empathy present and future. The Journal of Social Psychology. https:// doi. org/ 10. 1080/ 00224 545.2018.1477442
• Hartman, N.S., & Conklin, T. (2012). A thematic analysis of a leadership speaker series. Journal of Management Development, 31(8), 826-844.
• Hopkins, M. M., O’Neil, D. A. & Stoller, J. K. (2015). Distinguishing competencies of effective physician leaders. Journal of Management Development, 34(5), 566-584.
• Illies, R., Arvey, R. D., & Bouchard, T. J., Jr. (2006). Darwinism, behavioral genetics, and organizational behavior: a review and agenda for future research. Journal of Organizational Behavior, 27, 121–141.
• Jafri, M. H., Dem, C., & Choden, S. (2016). Emotional intelligence and employee creativity: moderating role of proactive personality and organizational climate. Business Perspectives and Research. 4(1), 54-66.
• Johnson, S. K. (2008). I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes. The Leadership Quarterly, 19(1) 1-19. https://doi.org/10. 1016/j.leaqua.2007.12.001
• Kafetsios, K., Athanasiadou, M., & Dimou, N. (2014). Leaders' and subordinates' attachment orientations, emotion regulation capabilities and affect at work: A multilevel analysis. The Leadership Quarterly, 25(3), 512-527.
• Kerfoot, K. (2001). From motivation to inspiration leadership (On leadership). MedSurg Nursing, 10(6), 338-340.
• King, D. D., Newman, A., & Luthans, F. (2016). Not if, but when we need resilience in the workplace. Journal of Organizational Behavior, 37(5), 782-786. https://doi.org/10. 1002/job.2063
• Kock, N., Mayfield, M., Mayfield, J., Sexton, S., & De La Garza, L. M. (2019). Empathetic leadership: How leader emotional support and understanding influences follower performance. Journal of Leadership & Organizational Studies, 26(2), 217-236.
• Liden, R. C., Wayne, S. J., & Stillwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78(4), 662-674.
• Madlock, P. E. (2008). The link between leadership style, communicator competence, and employee satisfaction. Journal of Business Communication, 45, 61-78.
• Mahsud, R., Yukl, G., & Prussia, G. (2010). Leader empathy, ethical leadership, and relations-oriented behaviors as antecedents of leader-member exchange quality. Journal of Managerial Psychology, 25(6), 561-577.
• Marques, J. (2015). The changed leadership landscape: what matters today. Journal of Management Development,34(10), 1310-1322.
• Mayfield, M., & Mayfield, J. (2015). The effects of leader motivating language use on employee decision making. International Journal of Business Communication, 53(4), 465–484. https://doi.org/10.1177/2329488415572787
• Mayfield, J. & Mayfield, M. (2018). Motivating language theory: Effective leader talk in the workplace. Palgrave Macmillan, Cham.
• Mayfield, J., & Mayfield, M. (2017). Leadership communication: Reflecting, engaging, and innovating. International Journal of Business Communication, 54, 3-11. doi:10.1177/2329488416675446
• Mayfield, J., Mayfield, M., & Kopf, J. (1995). Motivating language: Exploring theory with scale development. The Journal of Business Communication, 32(4), 329-344.
• Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), 101927.
• Menges, J. I., Kilduff, M., Kern, S., & Bruch, H. (2015). The awestruck effect: followers suppress emotion expression in response to charismatic but not individually considerate leadership. The Leadership Quarterly, (26)4, 626-640.
• Mikkelson, A. C., Sloan, D., & Hesse, C. (2019). Relational communication messages and leadership styles in supervisor/employee relationships. International Journal of Business Communication, 56(4), 586-604.
• Miller, K. (2013). Organizational emotions and compassion at work. in Putnam, L.L. and Mumby, D.K. (Eds), The SAGE Handbook of Organizational Communication: Advances in Theory, Research, and Methods, Sage, Los Angeles, CA, pp. 569-587.
• Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal, 59(3), 1088-1111. https://doi.org/10. 5465/amj.2013.0660
• Parks, E. S. (2015). Listening with empathy in organizational communication. Organization Development Journal, 33(3), 9.
• Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113, 377-393. doi:10.1007/ s10551-012-1322-6
• Raina, R. (2022). Moving crisis to opportunities: A corporate perspective on the impact of compassionate empathic behavior on the well-being of employees. International Journal of Global Business and Competitiveness, 17(2), 239-255.
• Reisel, W. D., Chia, S.-L., Maloles, C. M., & Slocum, J. W. (2007). The effects of job insecurity on satisfaction and perceived organizational performance. Journal of Leadership & Organizational Studies, 14, 106-116. doi:10.1177/1071791907308055
• Ruben, B. D., & Gigliotti, R. A. (2017). Communication: Sine qua non of organizational leadership theory and practice. International Journal of Business Communication, 54, 12-30. doi:10.1177/2329488416675447
• Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23, 145-157.
• Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10(1), 63-113.
• Sergent, K., & Stajkovic, A. D. (2020). Women’s leadership is associated with fewer deaths during COVID-19 crisis: Quantitative and qualitative analyses of United States governors. Journal of Applied Psychology, 105(8), 771-783.
• Sullivan, J. J. (1988). Three roles of language in motivation theory. Academy of Management Review, 13(1), 104-115.
• Thomas, G. F., Zolin, R., & Hartman, J. L. (2009). The central role of communication in developing trust and its effect on employee involvement. The Journal of Business Communication (1973), 46(3), 287-310.
• Tortumlu, M. (2023). Empatik liderliğin iş tatmini ve çalışan performansına etkisi. Adıyaman Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, (45), 535-565.
• Tuomo, T. (2006). How to be an effective charismatic leader: Lessons for leadership development. Development and Learning in Organizations, 20(4), 19-21. doi:10.1108/14777280610676963
• Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), 295-316.
• Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
• Wang, G., & Seibert, S. E. (2015). The impact of leader emotion display frequency on follower performance: Leader surface acting and mean emotion display as boundary conditions. The Leadership Quarterly, 26(4), 577-593.
• Wibowo, A., & Paramita, W. (2022). Resilience and turnover intention: The role of mindful leadership, empathetic leadership, and self-regulation. Journal of Leadership & Organizational Studies, 29(3), 325-341.
• Winkler, E., Busch, C., Clasen, J., & Vowinkel, J. (2015). Changes in leadership behaviors predict changes in job satisfaction and well-being in low-skilled workers: A longitudinal investigation. Journal of Leadership & Organizational Studies, 22, 72- 87. doi:10.1177/1548051814527771
• Yue, C. A., Thelen, P. D., & Walden, J. (2023). How empathetic leadership communication mitigates employees' turnover intention during COVID-19-related organizational change. Management Decision, 61(5), 1413-1433.
• Yue, C. A., Men, L. R., & Berger, B. K. (2021). Leaders as communication agents. Current trends and issues in internal communication: Theory and practice. Palgrave Macmillan. pp. 19-38.
• Yukl, G. A. (1998). Leadership in organizations (4th ed.). Upper Saddle River, NJ: Prentice-Hall.