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

Yıl 2022, , 78 - 101, 31.03.2022
https://doi.org/10.17130/ijmeb.975716

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.

Kaynakça

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  • 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
  • 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
  • Bahar, B. (2019). Sosyal Öğrenme Kuramı ve Sosyal Değişim Kuramı perspektifinden etik liderlik. Balkan Sosyal Bilimler Dergisi, 8(16), 237–242.
  • 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
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  • 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
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  • Çetin, Ş., & Çakmakçı, C. (2012). Çalişan sesliliği ölçeğini Türkçeye uyarlama çalışması. KHO Bilim Dergisi, 22(2), 1–19.
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THE EFFECT OF ETHICAL LEADERSHIP ON EMPLOYEE VOICE FROM THE PERSPECTIVE OF SOCIAL LEARNING AND SOCIAL EXCHANGE THEORIES: THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY

Yıl 2022, , 78 - 101, 31.03.2022
https://doi.org/10.17130/ijmeb.975716

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.

Kaynakça

  • 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
  • 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
  • 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
  • Bahar, B. (2019). Sosyal Öğrenme Kuramı ve Sosyal Değişim Kuramı perspektifinden etik liderlik. Balkan Sosyal Bilimler Dergisi, 8(16), 237–242.
  • 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
  • Bandura, A. (1977). Social Learning Theory. Englewood Cliffs,New Jersey: Prentice–Hall.
  • Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs,New Jersey: Prentice Hall.
  • Begum, S. (2017). Employee voice: a multidimensional scale construction and validation (doktora tezi). İzmir: Dokuz Eylül Üniversitesi SBE.
  • Blau, P. (1964). Exchange and power in social life. New York: John Wiley and Sons.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • Çetin, Ş., & Çakmakçı, C. (2012). Çalişan sesliliği ölçeğini Türkçeye uyarlama çalışması. KHO Bilim Dergisi, 22(2), 1–19.
  • 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
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  • 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
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  • 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
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(1), 350–383. https://doi.org/10.2307/2666999
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  • 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
  • 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
  • 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
  • Gürbüz, S. (2019). Amos ile yapısal eşitlik modellemesi. Ankara: Seçkin Yayıncılık.
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  • Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: a regression-based approach. New York: Guilford Publications.
  • Hirschman, A. O. (1970). Exit, voice, and loyalty: responses to decline in firms, organizations, and states. Cambridge: Harvard University Press.
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  • 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
  • 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
  • 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.
  • 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
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
  • 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
  • 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
  • Kline, R. B. (2016). Principles and practice of structural equation modeling. New York: Guilford Publications.
  • 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.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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.
  • 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
  • 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.
  • 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.
  • 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
  • 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
  • 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
  • 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
  • Schein, E. H., & Bennis, W. G. (1965). Personal and organizational change through group methods. New York: Wiley.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
Toplam 78 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Araştırma Makaleleri
Yazarlar

Nergiz Çetin Kılıç 0000-0002-1521-789X

Gül Eser 0000-0003-1377-2635

Yayımlanma Tarihi 31 Mart 2022
Gönderilme Tarihi 28 Temmuz 2021
Kabul Tarihi 16 Kasım 2021
Yayımlandığı Sayı Yıl 2022

Kaynak Göster

APA Çetin Kılıç, N., & Eser, G. (2022). SOSYAL ÖĞRENME VE SOSYAL DEĞİŞİM TEORİLERİ PERSPEKTİFİNDEN ETİK LİDERLİĞİN ÇALIŞAN SESLİLİĞİ ÜZERİNDEKİ ETKİSİ: PSİKOLOJİK GÜVENLİĞİN ARACI ROLÜ. Uluslararası Yönetim İktisat Ve İşletme Dergisi, 18(1), 78-101. https://doi.org/10.17130/ijmeb.975716