KRİZ DÖNEMLERİNDE LİDERLİK TARZLARININ ÖRGÜTSEL BAĞLILIK ÜZERİNE ETKİSİNDE ÖRGÜTSEL GÜVENİN VE ÖZ YETERLİLİĞİN ROLÜ

Öz

Örgütlerde liderlerin ve çalışanların, Covid-19 salgını gibi büyük ölçekli krizlerde, değişen durumlara süratle uyum sağlayıp, bu değişime cevap verebilmeleri için aynı bakış açısına sahip olması gerekir. Ayrıca örgütler, çalışanların bağlılığına, güvenine, tecrübelerine ve deneyimlerine kriz dönemlerinde daha fazla ihtiyaç duyarlar. Etik liderler ve Dönüşümcü liderler, krizleri yönetirken oluşturacakları çalışma ortamıyla çalışanları ortak bir paydada buluşturup, örgütsel bağlılığını artırarak örgütün değişen durumlara kolayca adapte olmasını sağlayabilir ve krizin etkilerini de minimum düzeye indirebilir. Bu araştırmada, literatürde kriz döneminde etkisi olabileceği değerlendirilen birçok liderlik tarzından Etik liderlik (EL) ve Dönüşümcü liderlik (DL) ele alınmıştır. Bunun en önemli nedeni, kriz döneminde ve normal dönemde yapılan araştırmalarda söz konusu liderlik tarzlarının birlikte test edilmemiş olmasıdır. Diğer önemli bir konu da kriz döneminde salgından büyük ölçüde etkilenen hizmet sektörünün de araştırmaların kapsamı dışında tutulmasıdır. Beş farklı ölçeğin kullanıldığı bu nicel araştırmada, kolayda örneklem metoduyla, bazı sosyal platformlardan internet aracılığıyla hizmet sektöründeki (Gıda, Özel Güvenlik, İletişim) çalışanlardan toplanan 396 anket değerlendirilmeye alınmıştır. Kriz döneminde faaliyetlerine devam ettiği değerlendirildiğinden söz konusu üç farklı sektör örneklem olarak seçilmiştir. Örneklemde çeşitliliği artırmak için farklı bölümlerdeki çalışanlardan ilk amirlerini “Kısım, Takım, Bölüm Liderleri veya Genel Müdürler gibi liderleri” değerlendirmeleri istenmiştir. Araştırmanın modeli Yapısal Eşitlik Modeliyle (YEM) AMOS’ta test edilmiştir. Oluşturulan dört hipotezden Öz-Yeterliliğin aracılık rolü hariç diğer hipotezler desteklenmiştir. Araştırmanın bulgularına göre iki liderlik tarzı birlikte uygulandığında sadece DL’nin ÖB üzerinde istatiksel olarak anlamlı bir etkisi olduğu ve bu etkinin cinsiyete göre de farklılık gösterdiği tespit edilmiştir. DL’nin ÖB üzerindeki etkisinde örgüte duyulan güvenin düzenleyici bir etkiye sahip olduğu sonucuna da ulaşılmıştır. Sonuçta, kriz döneminde hizmet sektöründe uygulanacak söz konusu iki liderlik tarzından, DL’nin ÖB’yi pozitif yönde etkilediği gözlemlenmiştir.

Anahtar Kelimeler

• Kriz
• Etik Liderlik
• Örgütsel Bağlılık
• Öz-Yeterlilik
• Yapısal Eşitlik Modeli.
• Dönüşümcü Liderlik

THE ROLE OF ORGANIZATIONAL TRUST AND SELF-EFFICACY IN THE EFFECT OF LEADERSHIP STYLES ON ORGANIZATIONAL COMMITMENT DURING TIMES OF CRISIS

Abstract

In large-scale crises such as the Covid-19 pandemic, leaders and employees in organizations need to have the same perspective in order to quickly adapt to changing situations and respond to this change. Ethical leaders (EL) and Transformational leaders (TL) can increase the commitment of employees to the organization with the work environment these leaders create while managing crises, bring them together on a common ground, ensure that the organization easily adapts to changing situations and minimize the effects of the crisis. It can be said that EL and TL styles were not tested together in the studies conducted during crisis, and the service sector greatly affected by the crises also excluded from the scope. In this quantitative research, five different scales were used, 396 surveys collected from employees in the service sector (Food, Private Security, Communication) via social platforms were evaluated with the convenience sampling method. Thanks to their operability during crisis, these three different sector have been chosen as sampling. To increase diversity in the sampling, employees have been selected from different departments and asked to evaluate their leaders whose titles were "Section, Squat, Department Leaders or Managers, etc." .Mediating role of Self-Efficacy (SE) and the moderating role of Organizational Trust (OT) in the effect of EL and TL on Organizational Commitment (OC) has been tested with Structural Equation Model (SEM) in AMOS. Four hypotheses created, all hypotheses were supported except the mediating role of SE. To the findings, when the two leadership styles were applied together, only TL had a statistically significant effect on OC and the gender of the leaders also had a effect on OC was observed. Finally among the two leadership styles to be implemented in the service sector during the crisis, TL is important in increasing the OC positively.

Keywords

• Crisis
• Ethical and Transformational Leadership
• Organizational Commitment
• Self-Efficacy
• Structural Equation Model.

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