The Impact of Leadership Orientations on Decision-Making Styles: A Research on Youth Camp Organizations

Abstract

Youth organizations are very important for the development of young people. It is thought that the leadership orientations of youth leaders and the decision-making mechanisms which they use are important in terms of being role models for young people who will play an important role in the construction of the future. This study aims to investigate the relationship between leadership orientations and decision-making styles of individuals working as leaders in youth camps affiliated to the Ministry of Youth and Sports, a non-profit public organization. A total of 197 youth camp leaders, consisting of 45 females and 152 males, voluntarily participated in the research. The Multifactor Leadership Orientations Scale and the Decision-Making Styles Scale were used to collect research data. According to the correlation analysis results, a positive and moderate level of relationship was found between rational decision-making and structural leadership (r=.553), human resource leadership (r=.531), political leadership (r=.429), and charismatic leadership (r=.475) dimensions. There was a weak level of relationship between intuitive decision-making style and structural leadership (r=.165), human resource leadership (r=.232), there was a moderate level of relationship political leadership (r=.355), and charismatic leadership (r=.381) dimensions. A positive and weak level of relationship was found between dependent decision-making style and human resource leadership (r=.207) and political leadership (r=.187) dimensions. A negative and weak level of relationship was observed between avoidant decision-making style and structural leadership (r=-.171). According to the regression analysis results, structural leadership (β=.295), human resource leadership (β=.248) and charismatic leadership (β=.198) dimensions have a significant positive influence on the rational decision-making sub-dimension of the decision-making styles scale. Charismatic leadership (β=.315) dimensions have a significant positive influence on the Intuitive decision making sub-dimension of the decision-making styles scale. Human resource leadership (β=.225) dimensions has a significant positive influence on the dependent decision-making subdimension of the decision-making styles scale. In conclusion, leaders who exhibit structural, human-oriented, and charismatic leadership styles are likely to effectively employ a rational decision-making approach. Additionally, leaders with a charismatic leadership orientation may be proficient in utilizing an intuitive decision-making style, while those with a human-oriented leadership approach might excel in dependent decision-making.

Keywords

• Leadership orientations
• decision-making styles
• youth camp leaders

Liderlik Yönelimlerinin Karar Verme Tarzları Üzerindeki Etkisi: Gençlik Kampı Organizasyonları Üzerine Bir Araştırma

Öz

Gençlik örgütleri gençlerin gelişimi için çok önemlidir. Gençlik liderlerinin liderlik yönelimlerinin ve kullandıkları karar alma mekanizmalarının, geleceğin inşasında önemli rol oynayacak gençlere rol model olmaları açısından önemli olduğu düşünülmektedir. Bu çalışmanın amacı, kâr amacı gütmeyen bir kamu kuruluşu olan Gençlik ve Spor Bakanlığı'na bağlı gençlik kamplarında lider olarak çalışan bireylerin liderlik yönelimleri ve karar verme stilleri arasındaki ilişkiyi incelemektir. Araştırmaya 45 kadın ve 152 erkek olmak üzere toplam 197 gençlik kampı lideri gönüllü olarak katılmıştır. Araştırma verilerini toplamak için Çok Faktörlü Liderlik Yönelimleri Ölçeği ve Karar Verme Stilleri Ölçeği kullanılmıştır. Korelasyon analizi sonuçlarına göre, rasyonel karar verme ile yapısal liderlik (r=.553), insan kaynakları liderliği (r=.531), politik liderlik (r=.429) ve karizmatik liderlik (r=.475) boyutları arasında pozitif ve orta düzeyde bir ilişki bulunmuştur. Sezgisel karar verme stili ile yapısal liderlik (r=.165), insan kaynakları liderliği (r=.232) boyutları arasında zayıf düzeyde, politik liderlik (r=.355) ve karizmatik liderlik (r=.381) boyutları arasında orta düzeyde bir ilişki vardır. Bağımlı karar verme stili ile insan kaynakları liderliği (r=.207) ve politik liderlik (r=.187) boyutları arasında pozitif ve zayıf düzeyde bir ilişki bulunmuştur. Kaçıngan karar verme stili ile yapısal liderlik (r=-.171) arasında negatif ve zayıf düzeyde bir ilişki gözlenmiştir. Regresyon analizi sonuçlarına göre, yapısal liderlik (β=.295), insan kaynakları liderliği (β=.248) ve karizmatik liderlik (β=.198) boyutları karar verme stilleri ölçeğinin rasyonel karar verme alt boyutu üzerinde anlamlı pozitif etkiye sahiptir. Karizmatik liderlik (β=.315) boyutları, karar verme stilleri ölçeğinin Sezgisel karar verme alt boyutu üzerinde anlamlı bir pozitif etkiye sahiptir. İnsan kaynakları liderliği (β=.225) boyutu, karar verme stilleri ölçeğinin bağımlı karar verme alt boyutu üzerinde pozitif yönde anlamlı bir etkiye sahiptir. Sonuç olarak, yapısal, insan odaklı ve karizmatik liderlik tarzları sergileyen liderlerin rasyonel karar verme yaklaşımını etkin bir şekilde kullanmaları muhtemeldir. Buna ek olarak, karizmatik liderlik yönelimine sahip liderler sezgisel karar verme stilini kullanmada yetkin olabilirken, insan odaklı liderlik yaklaşımına sahip olanlar bağımlı karar vermede başarılı olabilirler.

Anahtar Kelimeler

• Liderlik yönelimleri
• karar verme stilleri
• gençlik kampı liderleri

Kaynakça

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