SOSYAL ÖĞRENME VE SOSYAL DEĞİŞİM TEORİLERİ PERSPEKTİFİNDEN ETİK LİDERLİĞİN ÇALIŞAN SESLİLİĞİ ÜZERİNDEKİ ETKİSİ: PSİKOLOJİK GÜVENLİĞİN ARACI ROLÜ

Öz

Çalışanların örgüte katkı sağlamak amacıyla fikir, görüş ve endişelerini gönüllü olarak dile getirmesini ifade eden çalışan sesliliği, organizasyonlar için giderek daha fazla önem kazanmaktadır. Yazında, çalışan sesliliğinin önemi vurgulanmakla beraber, bu davranışı teşvik eden liderlik davranışlarının ve psikolojik mekanizmaların açıklanmasına yönelik bir boşluğun bulunduğu da belirtilmektedir. Alan yazında belirtilen güncel çağrılara yanıt vermek üzere bu araştırmanın amacı, Sosyal Öğrenme Teorisi ve Sosyal Değişim Teorisinden yararlanarak çalışan sesliliği üzerinde etik liderlik davranışlarının etkisini ve bu ilişkide psikolojik güvenlik algısının rolünü incelemektir. Araştırmanın verileri, İstanbul ilinde çeşitli sektörlerdeki organizasyonlarda görev yapmakta olan 337 beyaz yakalı çalışandan oluşan bir örneklem grubundan anket yöntemi ile online olarak toplanmıştır. Elde edilen araştırma verilerinin geçerlilik, güvenilirlik ve yapısal eşitlik modeli analizleri gerçekleştirilmiştir. Araştırmanın bulguları, teorik yapıyla tutarlı olarak etik liderliğin çalışan sesliliği üzerinde olumlu yönde etkisi olduğunu ve psikolojik güvenliğin bu ilişkide aracı rolü bulunduğunu ortaya koymaktadır. Araştırmanın sonuçları, çalışan sesliliğine ilişkin literatürdeki mevcut bilgi birikiminin geliştirilmesine ve gelecekteki araştırmaların ilerletilmesine teorik katkıda bulunmaktadır. Ek olarak, araştırmanın sonuçları iş yerinde çalışan sesliliğinin geliştirilmesi için etik liderlik davranışlarının ve psikolojik güvenliğin önemini vurgulamakta ve işletmelerde yönetim süreçleri açısından pratik çıkarımlar sunmaktadır.

Anahtar Kelimeler

• Çalışan Sesliliği
• Etik Liderlik
• Psikolojik Güvenlik
• Sosyal Değişim Teorisi
• Sosyal Öğrenme Teorisi.

THE EFFECT OF ETHICAL LEADERSHIP ON EMPLOYEE VOICE FROM THE PERSPECTIVE OF SOCIAL LEARNING AND SOCIAL EXCHANGE THEORIES: THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY

Öz

Employee voice, which means that employees voluntarily express their ideas, opinions, and concerns to contribute to the organization, is gaining more importance for organizations. Although the importance of employee voice is emphasized in the literature, it is also stated that there is a gap in the explanation of leadership behaviors and psychological mechanisms that encourage this behavior. In order to respond to recent calls, the purpose of this research is to examine the effect of ethical leadership on employee voice and the role of psychological safety in this relationship, based on Social Exchange Theory and Social Learning Theory. Research data were collected online via survey method from 337 white-collar employees working in organizations in various sectors in Istanbul. Research data were performed validity, reliability, and structural equation model analysis. We found that ethical leadership has a positive effect on employee voice and psychological safety has a mediating role in this relationship, consistent with the theoretical structure. Our research contributes theoretically to enhance existing knowledge and understanding of the literature on employee voice and offers suggestions for future research. Besides, our research provides practical implications for management processes by emphasizing the importance of ethical leadership and psychological safety for the promotion of employee voice in the workplace.

Anahtar Kelimeler

• Employee Voice
• Ethical Leadership
• Psychological Safety
• Social Exchange Theory
• Social Learning Theory.

Kaynakça

1. Ahmad, I., & Umrani, W. A. (2019). The impact of ethical leadership style on job satisfaction. Leadership & Organization Development Journal, 40(5), 534–547. https://doi.org/10.1108/LODJ-12-2018-0461
2. Arslan, A., & Yener, S. (2016). İşgören sesliliği ölçeğinin Türkçe’ye uyarlanması çalışması. Yönetim ve Ekonomi Araştırmaları Dergisi, 14(1), 173–191. https://doi.org/10.11611/JMER757
3. Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21–34. https://doi.org/10.1007/s10551-012-1298-2
4. Bahar, B. (2019). Sosyal Öğrenme Kuramı ve Sosyal Değişim Kuramı perspektifinden etik liderlik. Balkan Sosyal Bilimler Dergisi, 8(16), 237–242.
5. Bai, Y., Lin, L., & Liu, J. T. (2019). Leveraging the employee voice: a multi-level social learning perspective of ethical leadership. The International Journal of Human Resource Management, 30(12), 1869–1901. https://doi.org/10.1080/09585192.2017.1308414
6. Bandura, A. (1977). Social Learning Theory. Englewood Cliffs,New Jersey: Prentice–Hall.
7. Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs,New Jersey: Prentice Hall.
8. Begum, S. (2017). Employee voice: a multidimensional scale construction and validation (doktora tezi). İzmir: Dokuz Eylül Üniversitesi SBE.

9. Blau, P. (1964). Exchange and power in social life. New York: John Wiley and Sons.
10. Bowen, F., & Blackmon, K. (2003). Spirals of silence: the dynamic effects of diversity on organizational voice. Journal of Management Studies, 40(6), 1393–1417. https://doi.org/10.1111/1467-6486.00385
11. Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616. https://doi.org/10.5840/beq201020439
12. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: a review and future directions. Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004
13. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
14. Çankır, B., & Çelik, D. S. (2018). Çalışan performansı ve mali performans: pozitif ses çıkarma, psikolojik iyi-oluş ve çalışmaya tutkunluk ile ilişkileri ve otel işletmeleri örneği. İstanbul Gelişim Üniversitesi Sosyal Bilimler Dergisi, 5(2), 54–67. https://doi.org/10.17336/igusbd.387588
15. Carnevale, J. B., Huang, L., Crede, M., Harms, P., & Uhl‐Bien, M. (2017). Leading to stimulate employees’ ideas: a quantitative review of leader–member exchange, employee voice, creativity, and innovative behavior. Applied Psychology, 66(4), 517–552. https://doi.org/10.1111/apps.12102
16. Çavmak, D., & Demirtaş, Ö. (2020). Dile getirme davranışı (voice behavior) ölçeğinin Türkçe adaptasyonu: geçerlik ve güvenirlik çalışması. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 20(2), 17–28. https://doi.org/10.18037/ausbd.758025
17. Çetin, Ş., & Çakmakçı, C. (2012). Çalişan sesliliği ölçeğini Türkçeye uyarlama çalışması. KHO Bilim Dergisi, 22(2), 1–19.
18. Chamberlin, M., Newton, D. W., & Lepine, J. A. (2017). A meta-analysis of voice and its promotive and prohibitive forms: identification of key associations, distinctions, and future research directions. Personnel Psychology, 70(1), 11–71. https://doi.org/10.1111/peps.12185
19. Chen, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: a moderated mediation examination. Leadership Quarterly, 27(1), 1–13. https://doi.org/10.1016/j.leaqua.2015.10.007
20. Chen, S. J., Wang, M. J., & Lee, S. H. (2018). Transformational leadership and voice behaviors: the mediating effect of employee perceived meaningful work. Personnel Review, 47(3), 694–708. https://doi.org/10.1108/PR-01-2017-0016
21. Chin, T. (2013). How ethical leadership encourages employee voice behavior in china: the mediating role of organizational harmony. International Business Research, 6(10), 15–24. https://doi.org/10.5539/ibr.v6n10p15
22. Chou, S. Y., & Barron, K. (2016). Employee voice behavior revisited: its forms and antecedents. Management Research Review, 39(12), 1720–1737. https://doi.org/10.1108/MRR-09-2015-0199
23. Demerouti, E., & Rispens, S. (2014). Improving the image of student‐recruited samples: a commentary. Journal of Occupational and Organizational Psychology, 87(1), 34–41. https://doi.org/10.1111/joop.12048
24. Demir, G., & Albayrak, A. S. (2019). Yardımsever liderlik ve çalışan ses verme davranışı arasındaki ilişkide kişi yönelimli güç mesafesinin düzenleyici rolü. Uluslararası Ekonomi ve Yenilik Dergisi, 5(1), 67–89. https://doi.org/10.20979/ueyd.484218
25. Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: is the door really open? Academy of Management Journal, 50(4), 869–884. https://doi.org/10.5465/AMJ.2007.26279183
26. Detert, J. R., & Treviño, L. K. (2010). Speaking up to higher-ups: how supervisors and skip-level leaders influence employee voice. Organization Science, 21(1), 249–270. https://doi.org/10.1287/orsc.1080.0405
27. Duan, J., Li, C., Xu, Y., & Wu, C. (2017). Transformational leadership and employee voice behavior: a pygmalion mechanism. Journal of Organizational Behavior, 38(5), 650–670. https://doi.org/10.1002/job.2157
28. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(1), 350–383. https://doi.org/10.2307/2666999
29. Edmondson, A., & Lei, Z. (2014). Psychological safety: the history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-091305
30. Farndale, E., Van Ruiten, J., Kelliher, C., & Hope‐Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: an exchange perspective. Human Resource Management, 50(1), 113–129. https://doi.org/10.1002/hrm.20404
31. Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: a meta‐analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183
32. Gündüz, Ş., & Pekçetaş, T. (2018). Kuşaklar ve örgütsel sessizlik/seslilik. İşletme Bilimi Dergisi (JOBS), 6(1), 89–115. https://doi.org/10.22139/jobs.399952
33. Gürbüz, S. (2019). Amos ile yapısal eşitlik modellemesi. Ankara: Seçkin Yayıncılık.
34. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate data analysis: Pearson new international edition. Essex: Pearson Higher Education.
35. Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: a regression-based approach. New York: Guilford Publications.
36. Hirschman, A. O. (1970). Exit, voice, and loyalty: responses to decline in firms, organizations, and states. Cambridge: Harvard University Press.
37. Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind. New York: Mcgraw-hill.
38. Hu, L., & Bentler, P. M. (1998). Fit indices in covariance structure modeling: sensitivity to underparameterized model misspecification. Psychological Methods, 3(4), 424. https://doi.org/10.1037/1082-989X.3.4.424
39. Hu, Y., Zhu, L., Zhou, M., Li, J., Maguire, P., Sun, H., & Wang, D. (2018). Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Frontiers in Psychology, 9(1718), 1–10. https://doi.org/10.3389/fpsyg.2018.01718
40. Islam, T., Ahmed, I., & Ali, G. (2019). Effects of ethical leadership on bullying and voice behavior among nurses. Leadership in Health Services, 32(1), 1751–1879. https://doi.org/10.1108/LHS-02-2017-0006.
41. Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96(3), 633–642. https://doi.org/10.1037/a0021872
42. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
43. Kalshoven, K., & Boon, C. T. (2012). Ethical leadership, employee well-being, and helping the moderating role of human resource management. Journal of Personnel Psychology, 11(1), 60–68. https://doi.org/10.1027/1866-5888/a000056
44. Klaas, B. S., Olson-Buchanan, J. B., & Ward, A.-K. (2012). The determinants of alternative forms of workplace voice: an integrative perspective. Journal of Management, 38(1), 314–345. https://doi.org/10.1177/0149206311423823
45. Kline, R. B. (2016). Principles and practice of structural equation modeling. New York: Guilford Publications.
46. Ko, C., Ma, J., Bartnik, R., Haney, M. H., & Kang, M. (2018). Ethical leadership: an integrative review and future research agenda. Ethics & Behavior, 28(2), 1–29. https://doi.org/10.1080/10508422.2017.1318069.
47. LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83(6), 853–868. https://doi.org/10.1037/0021-9010.83.6.853
48. Liang, J., Farh, C. I. C., & Farh, J.-L. (2012). Psychological antecedents of promotive and prohibitive voice: a two-wave examination. Academy of Management Journal, 55(1), 71–92. https://doi.org/10.5465/amj.2010.0176
49. Liu, S. min, Liao, J. qiao, & Wei, H. (2015). Authentic leadership and whistleblowing: mediating roles of psychological safety and personal identification. Journal of Business Ethics, 131(1), 107–119. https://doi.org/10.1007/s10551-014-2271-z
50. Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: voice behavior, employee identifications, and transformational leadership. Leadership Quarterly, 21(1), 189–202. https://doi.org/10.1016/j.leaqua.2009.10.014
51. Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Bombie, R. (2009). Organizational behavior and human decision processes how low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1–13. https://doi.org/10.1016/j.obhdp.2008.04.002
52. Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: an examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87–112. https://doi.org/10.1037/a0034284
53. Men, C., Fong, P. S. W., Huo, W., Zhong, J., Jia, R., & Luo, J. (2020). Ethical leadership and knowledge hiding: a moderated mediation model of psychological safety and mastery climate. Journal of Business Ethics, 166(166), 461–472. https://doi.org/10.1007/s10551-018-4027-7
54. Morrison, E. W. (2011). Employee voice behavior: integration and directions for future research. Academy of Management Annals, 5(1), 373–412. https://doi.org/10.1080/19416520.2011.574506
55. Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 173–197. https://doi.org/10.1146/annurev-orgpsych-031413-091328
56. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: a barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.5465/amr.2000.3707697
57. Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2011). Speaking up in groups: a cross-level study of group voice climate and voice. Journal of Applied Psychology, 96(1), 183–191. https://doi.org/10.1037/a0020744
58. Mowbray, P. K., Wilkinson, A., & Tse, H. H. M. (2015). An integrative review of employee voice: identifying a common conceptualization and research agenda. International Journal of Management Reviews, 17(3), 382–400. https://doi.org/10.1111/ijmr.12045
59. Nembhard, I. M., & Edmondson, A. (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 Behaviour, 27(7), 941–966. https://doi.org/10.1002/job.413 Making
60. Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: a systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
61. Ng, T. W. H., & Feldman, D. C. (2012). Employee voice behavior: a meta‐analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216–234. https://doi.org/10.1002/job.754
62. Ng, T. W. H., & Feldman, D. C. (2015). Ethical leadership: meta-analytic evidence of criterion-related and incremental validity. Journal of Applied Psychology, 100(3), 948. Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory (3rd ed.). McGraw-Hill.
63. Oral Ataç, L. (2020). Çalışan sesliliğinin öncülleri ve sonuçları: türkiye örnekleminde gerçekleştirilen araştırmalar bağlamında ilgili yazının genel değerlendirmesi ve bir meta-analiz çalışması. Journal of Business Research - Turk, 12(2), 1739–1755. https://doi.org/10.20491/isarder.2020.941
64. Öztürk, Y. (2014). The relationship of authentic leadership and participative climate with employee voice: the moderating role of personality and organizational identification (doktora tezi). İstanbul: Marmara Üniversitesi SBE.
65. Pekdemir, I., Koçoğlu, M., & Çetin Gürkan, G. (2013). Birey-örgüt uyumunun açıkça konuşma davranışı üzerindeki etkisinde algılanan yönetici desteğinin aracılık rolü: MBA öğrencilerine yönelik bir araştırma. İ. Ü. İşletme Fakültesi İşletme İktisadı Enstitüsü Yönetim Dergisi, 24(75), 83–104.
66. Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
67. Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the silence: the moderating effects of self-monitoring in predicting speaking up in the workplace. Journal of Management Studies, 40(6), 1537–1562. https://doi.org/10.1111/1467-6486.00390
68. Qi, Y., & Ming-Xia, L. (2014). Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry. Asia Pacific Business Review, 20(2), 231–248. https://doi.org/10.1080/13602381.2013.823712 Ethical
69. Sağnak, M. (2017). Ethical leadership and teachers’ voice behavior: the mediating roles of ethical culture and psychological safety. Educational Sciences: Theory & Practice, 17(4), 1101–1117. https://doi.org/10.12738/estp.2017.4.0113
70. Schein, E. H., & Bennis, W. G. (1965). Personal and organizational change through group methods. New York: Wiley.
71. Song, Y., Peng, P., & Yu, G. (2020). I would speak up to live up to your trust: the role of psychological safety and regulatory focus. Frontiers in Psychologysychology, 10(2966), 1–12. https://doi.org/10.3389/fpsyg.2019.02966
72. Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: how executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142. https://doi.org/10.2307/41166057
73. Tu, Y., Lu, X., Choi, J. N., & Guo, W. (2019). Ethical leadership and team‑level creativity: mediation of psychological safety climate and moderation of supervisor support for creativity. Journal of Business Ethics, 159(2), 551–565. https://doi.org/10.1007/s10551-018-3839-9
74. Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359–1392. https://doi.org/10.1111/1467-6486.00384
75. Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108–119. https://doi.org/10.2307/256902
76. Walumbwa, F. O., Morrison, E. W., & Christensen, A. L. (2012). Ethical leadership and group in-role performance: the mediating roles of group conscientiousness and group voice. The Leadership Quarterly, 23(5), 953–964. https://doi.org/10.1016/j.leaqua.2012.06.004
77. Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286. https://doi.org/10.1037/a0015848
78. Zeng, J., & Xu, G. (2020). Linking ethical leadership to employee voice: the role of trust. Social Behavior and Personality: an international journal, 48(8), 1–12. https://doi.org/10.2224/sbp.9200