LEADERSHIP BEHAVIORS OF SHIP MASTERS: THE EFFECTS OF SEAFARERS ON JOB SATISFACTION AND JOB PERFORMANCE

Öz

This study was conducted to determine the leadership behaviors of ship masters on oceangoing voyages and to examine the direct and indirect relationships between these leadership behaviors and job satisfaction and job performance of seafarers. In the research, the effect of the leadership behaviors of the ship masters on the job satisfaction and individual job performance of the seafarers working on the merchant ships of the maritime transportation companies operating in Turkey was measured and the mediating role of job satisfaction in this interaction was evaluated. In this context, a questionnaire was applied to 360 seafarers working on 27 Turkish flagged merchant ships selected by simple random method. The data obtained by the survey method; descriptive analyses, explanatory and confirmatory factor analysis, correlation analysis and structural equation modeling and path analyzes were performed. According to the research findings, it has been revealed that only relationshiporiented leadership behavior has a significant effect on the job performance of seafarers, and that relationshiporiented and changeoriented leadership behaviors have a positive effect, while taskoriented leadership behavior has a negative effect on job satisfaction. In addition, it has been determined that job satisfaction has a positive effect on the job performance of seafarers. As a result of this research, it was emphasized that among the critical success factors for ship masters, increasing the job satisfaction and job performance of the seafarers, and for this reason, it is necessary to be sensitive to the work and nonwork problems of the seafarers. The research shows that the relationshiporiented leadership behavior of the ship masters will create important and positive results for the organization in the attitudes and behaviors of the seafarers.

Anahtar Kelimeler

• Ship Masters
• Seafarers
• Leadership Behaviors
• Job Satisfaction
• Job Performance

GEMİ KAPTANLARININ LİDERLİK DAVRANIŞLARI: GEMİ İNSANLARININ İŞ TATMİNİNE VE İŞ PERFORMANSINA ETKİLERİ

Öz

Bu çalışma, uzakyol seferleri yapan ticaret gemilerinde görevli gemi kaptanlarının sergiledikleri liderlik davranışlarını belirlemek ve bu liderlik davranışları ile gemi insanlarının iş tatmini ve iş performansı arasındaki doğrudan ve dolaylı ilişkileri incelemek amacıyla yapılmıştır. Araştırmada, Türkiye'de faaliyet gösteren deniz ulaştırma işletmelerine bağlı ticaret gemilerinde çalışan gemi insanlarının iş tatmini ve bireysel iş performansı üzerinde, gemi kaptanlarının liderlik davranışlarının etkisi ölçülmüş ve bu etkileşimde iş tatminin ara değişken rolü değerlendirilmiştir. Bu kapsamda, basit tesadüfi yöntemle seçilmiş 27 Türk bayraklı ticaret gemisinde çalışan 360 gemi insanına anket uygulanmıştır. Anket yöntemiyle elde edilen verilere; betimsel analizler, açıklayıcı ve doğrulayıcı faktör analizi, korelasyon analizi ve yapısal eşitlik modellemesi ile yol analizleri yapılmıştır. Araştırma bulgularına göre, gemi insanlarının iş performansı üzerinde sadece ilişki odaklı liderlik davranışının anlamlı bir etkisinin olduğu ve iş tatmini üzerinde ise ilişki odaklı ve değişim odaklı liderlik davranışlarının pozitif, görev odaklı liderlik davranışının ise negatif yönlü bir etkisinin olduğu ortaya çıkmıştır. Ayrıca gemi insanlarının iş performansı üzerinde, iş tatminin pozitif yönde bir etkisinin olduğu tespit edilmiştir. Bu araştırma sonucunda, gemi kaptanları için önemli olan kritik başarı faktörlerinin arasında, gemi insanlarının iş tatminini ve iş performansını artırmak geldiği ve bunun için de gemi insanlarının iş ve iş dışı sorunlarına karşı duyarlı olunması gerektiği vurgulanmıştır. Araştırma, gemi kaptanlarının ilişki odaklı liderlik davranışı sergilemelerinin gemi insanlarının tutum ve davranışlarında örgüt açısından önemli ve olumlu sonuçlar yaratacağını göstermektedir.

Anahtar Kelimeler

• Gemi kaptanları
• Gemi insanları
• Liderlik davranışları
• İş tatmini
• İş performansı

Kaynakça

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