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The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?

Yıl 2015, , 64 - 87, 03.03.2015
https://doi.org/10.24289/ijsser.106400

Öz

Leadership and power are closely linked issues as leaders rely on certain power bases in order to create managerial influence on subordinates to achieve optimum results. In this study, the concept of managerial power was based on French and Raven’s categorization of power bases - reward, expert, referent, legitimate, coercive. One purpose of this study is to explore the power bases used by Turkish managers to influence their employees. Another purpose of this paper is to find out the impact of the power bases on perceived supervisory trust. The paper also discusses whether Turkish managers still act in accordance with an old tradition – akhism.

The research questions were examined among a sample of 324  white-collar employees from different  companies in the private sector. The results indicate that the power base mostly used by managers is legitimate power; expert power, referent power, coercive power and reward power follow. While personal power (a combination of expert power and referent power) and reward power have positive correlations with supervisory trust, coercive power is negatively correlated with trust in supervisor. Further analyses show that personal power has a positive and coercive power a negative impact on supervisory trust. Finally, the mediating role of personal power bases between position power bases and trust was investigated. Based on the findings, we may conclude that Turkish managers still act in accordance with the principles of Akhism. They resort to legitimate power because they are the masters, which is acceptable by the subordinates considering the high power distance in the Turkish culture. More importantly, they use expert power and referent power to influence their “apprentices”. Though past research has addressed relationships between power bases and several work outcomes, the present study contributes to the literature by investigating the two critical elements of superior-subordinate dyadic relationship - power and trust -  in a different cultural context.

The paper includes implications for which power bases supervisors should develop. As managers’ referent power and expert power have significant influences on creating a climate of trust, organizations may provide managers with both formal and informal training that develop skills-based power reflecting qualities associated with expert and referent power.

Kaynakça

  • Afza, M. (2005). Supervisor-subordinate relationships and satisfaction in Indian small business enterprises. VIKALPA, 30 (3), 11-19.
  • Akça, G. (2004). Ahilik Geleneği ve Günümüz Fethiye Esnafı. Türkiyat Araştırmaları Dergisi,(14), 209-219.
  • Altınkurt, Y. & Yılmaz, K. (2012). Relationship between School Administrators’ Organizational Power Sources and Teachers’ Organizational Citizenship Behaviors. Educational Sciences: Theory & Practice, 12(3), Summer, 1843-1852.
  • Aslanargun, E. (2009). İlköğretim ve lise müdürlerinin okul yönetiminde kullandığı güç türleri, Yayımlanmamış Doktora Tezi, Ankara Üniversitesi Eğitim Bilimleri Enstitüsü, Ankara. (The power bases that primary school and high school principals use in school management, Unpublished Doctoral Dissertation, Ankara University Institute of Social Sciences), Ankara.
  • Aycan, Z. (2001). Human resource management in Turkey: Current issues and future challenges. International Journal of Manpower, 22, 3, 252-260.
  • Aycan, Z. & Kanungo, R. N. (1998). Paternalism: Towards conceptual refinement and operationalization, Paper presented at the 14th International Congress of Cross-Cultural Psychology, Bellingham, August.
  • Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Khursid, A. (2000). Impact of culture on human resource management practices: a ten-country comparison Applied Psychology: An International Review, 49,1, 192-220.
  • Aydın, M. (1994). Eğitim Yönetimi (Kavramlar, Kuramlar,Süreçler, İlişkiler). Education Management (Concepts, Theories, Processes, Relationships).4th ed. Genişletilmiş 4. Baskı.Ankara: PegemA, Yayın No:4.
  • Bağcı, Z. & Bursalı, Y. M. (2011). Yöneticilerin güç kaynaklarının çalışanların örgüte bağlılıkları üzerine etkisi: Calışanların algılamalarına bağımlı analitik bir inceleme (Effects of managerial power bases on employees: An empirical study of employee dependent perceptions. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi (Pamukkale University, Journal of Social Sciences Institute), Sayı 9, 2011, 9-21.
  • Barron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychology research: Conceptual, strategic, and statistical consideration. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bass, B. M., & Aviolo, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4, 231-272.
  • Blau P. (1964). Exchange and Power in Social Life. Wiley: New York.
  • Bozaykut, T. (2009). The effect of perceived supervisor power on trust in supervisor: An application in not-for-profıt health care institutions. Master’s thesis, Marmara University, Institute of Social Sciences.
  • Çagatay, N. (1989). Bir Turk kurumu olan Ahilik (The Akhism as a Turkish Institution), Türk Tarih Kurumu Yayınları, Ankara.
  • Carlson, R. J., Carlson, D. S., & Wadsworth, L.L. (2000). The relationship between individual power moves and group agreement type: An examination and model. Advanced Management.
  • Chen, S. C. & G. S. Dhillon (2003). Interpreting Dimensions of Consumer Trust in E-Commerce.
  • Information Technology and Management, 4(2-3), 303-318.
  • Clarke, J. (2002). Skleton key- Communication and politics in workplace. MESS Publishing, Istanbul.
  • Dirks, K. T. & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
  • Doney P. M., Cannon J. P., & Mullen, M. R. (1998). Understanding the influence of national culture on the development of trust. Academy of Management Review, 23(3), 601-620.
  • DuBrin, A. J. (2004). Leadership: Research Findings, Practice and Skills. HoughtonMifflin, NewYork.
  • Elangovan, A. R. & Xie J.L. (2000). Effects of perceived power of supervisor on su.bordinate work attitudes. Leadership and Organization Development Journal, 21(6), 319-328.
  • Elias S. (2008). Fifty years of influence in the workplace. The evolution of the French and Raven power taxonomy. Journal of Management History, 14(3), 267-283.
  • Erçetin, Ş. Ş. (1993). Ast-Üst İlişkileri (Okul müdürü ve Öğretmenlerin Bbrbirlerini etkilemekte kullandıkları güçler). Superior-subordinate relations (Power bases used by school principals and teachers to influence each other). Ankara:Şafak Matbaacılık Ltd.Şti.
  • Fikret-Pasa, S. (1999). Leadership influence in Turkey: the case of a high power distance and collectivist culture, Unpublished Manuscript.
  • Fikret-Pasa, S., Kabasakal, H., & Bodur, M. (2001). Society, organizations, and leadership in Turkey. Applied Psychology: An International Review, Vol. 50,4, 559-589.
  • French. J., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.). Studies in social power: pp.150-167. Ann Arbor: University of Michigan. Institute for Social Research.
  • Frost, T.F. & Moussavi, F. (1992), The relationship between leader power base and influence: the moderating role of trust. Journal of Applied Business Research, 8(4), 9-14.
  • Gibson, J. L, Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York, NY: McGraw-Hill Irwin.
  • Gaski, J. F. (1986). Interrelations among a channel entity's power sources: Impact of the exercise
  • of reward and coercion on expert, referent, and legitimate power sources. Journal of Marketing Research, 18, 62–77.
  • Gillespie, N., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology,19, 588-607.
  • Goleman, D. (1998). Working with emotional intelligence. New York: Bantum Books.
  • Gupta, B. & Sharma, N. K. (2008). Complience with bases of power and subordinates’ perception of superiors: Moderating effect of quality of interaction. Singapore Management Review, 30 (1).
  • French & Raven (1959). Bases of social power. Journal of Applied Psychology,74(4), 561-567.
  • Hardin, R. (2004). Distrust. Russell Sage Foundation series on trust, 8. New York: Russell Sage Foundation.
  • Hinkin, T.R. & Schriesheim, C.A. (1989). Development and application of new scales to measure the French and Raven (1959) bases of social power. Journal of Applied Psychology, Vol. 74 No. 4, 561-567.
  • Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Sage: Newbury Park, CA.
  • Hofstede, G. (1991). Cultures and organizations: Software of the mind. London:McGraw-Hill.
  • House, R., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 cultures. Thousand Oaks, CA: Sage.
  • Ivancevich, J.M., Konopaske, R. & Matteson, M.T. (2011). Organizational Behavior and Management (9th ed.). McGraw-Hill International Edition.
  • Jung, D. & Avolio, B. (1999). “Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions”, Academy of Management Journal, Vol. 42, 208-18.
  • Jung, D. I., Bass, B. M. & Sosik, J. J. (1995). ‘Bridging leadership and culture: a theoretical consideration of transformational leadership and collectivistic cultures’. The Journal of Leadership Studies, 2(4), 3–18.
  • Kabasakal, H. & Bodur, M. (1998). Leadership, values and institutions: the case of Turkey. Paper presented at Western Academy of Management Conference, Istanbul, June.
  • Karagül, M. (2012). New economic approaches in the context of the “Akhism” with human and social capital. American International Journal of Contemporary Research, Vol. 2 No. 2; February.
  • Karatop, B., Karahan, A. G. & Kubat, C. (2011). First application of total quality management in Ottoman Empire: Ahi organization. 7th Research/Expert Conference with International Participations ”QUALITY 2011“, Neum, B&H, June 01 – 04.
  • Knapp, R. (1990). Power tactics. Education Canada, 15–19.
  • Koslowsky, M., Schwarzwald, J., & Ashuri, S. (2001). On the relationship between subordinate’s compliance to power sources and organizational attitudes. Applied Psychology, 50, 455–476.
  • Lee, K. L. & Low, G. T. (2012). Supervisory power and satisfaction with supervision in Malaysian manufacturing companies: The moderating effect of work autonomy. African Journal of Business Management, 6 (22), 6530-6545.
  • Lunenburg F. C. (2012). Power and leadership: An influence process. International Journal of Management, Business and Administration, 15(1).
  • Liao, Li-Fen (2008). Knowledge-sharing in R&D departments: a social power and social exchange theory perspective. The International Journal of Human Resource Management, 19(10), October 1881–1895.
  • Luthans, F. (2011). Organizational behavior (11th ed.). New York, NY: McGraw-Hill Irwin.
  • Mayer, R.C. & Davis, J.H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84, 123-136.
  • Mayer, R. C., Philip B., James H. D. & Mark B. G. (2011). The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study. Journal of Trust Research, 1:2, 177-201.
  • McAllister, D.J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.
  • MacKenzie, S.B., Podsakoff, P.M. and Rich, G.A. (2001), “Transformational and transactional leadership and salesperson performance”. Journal of the Academy of Marketing Science, Vol. 29 No. 2, 115-34.
  • Morrow, J. L., M. H. Hansen & A. W. Pearson (2004). The Cognitive and affective antecedents of
  • general trust within cooperative organizations. Journal of Management Issues 16(1), 48-64.
  • Nadaee, T., Alavi, K. & Ramezani, Z. N. (2012). Employees’ effectiveness. World Applied Sciences Journal, 18 (10), 1400-1411.
  • Nelson, D. L., & Quick, J. C. (2012). Understanding organizational behavior (4th ed.). Mason, OH: South-Western/Cengage Learning.
  • The author
  • Perry, R. W. (2004). The relationship of affective organizational commitment with supervisory trust. Review of Public Personnel Administration, 24, 133-149.
  • Pierro, A., Raven, B. H., Amato C. & Belanger, J. J. (2012). Bases of social power, leadership styles, and organizational commitment. International Journal of Psychology, 2012, 1–13.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
  • Rahim, M. A. (1989). Relationships of leader power to compliance and satisfaction with supervision, evidence from a national sample of managers”. Journal of Management, 15, 545-557.
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Yıl 2015, , 64 - 87, 03.03.2015
https://doi.org/10.24289/ijsser.106400

Öz

Kaynakça

  • Afza, M. (2005). Supervisor-subordinate relationships and satisfaction in Indian small business enterprises. VIKALPA, 30 (3), 11-19.
  • Akça, G. (2004). Ahilik Geleneği ve Günümüz Fethiye Esnafı. Türkiyat Araştırmaları Dergisi,(14), 209-219.
  • Altınkurt, Y. & Yılmaz, K. (2012). Relationship between School Administrators’ Organizational Power Sources and Teachers’ Organizational Citizenship Behaviors. Educational Sciences: Theory & Practice, 12(3), Summer, 1843-1852.
  • Aslanargun, E. (2009). İlköğretim ve lise müdürlerinin okul yönetiminde kullandığı güç türleri, Yayımlanmamış Doktora Tezi, Ankara Üniversitesi Eğitim Bilimleri Enstitüsü, Ankara. (The power bases that primary school and high school principals use in school management, Unpublished Doctoral Dissertation, Ankara University Institute of Social Sciences), Ankara.
  • Aycan, Z. (2001). Human resource management in Turkey: Current issues and future challenges. International Journal of Manpower, 22, 3, 252-260.
  • Aycan, Z. & Kanungo, R. N. (1998). Paternalism: Towards conceptual refinement and operationalization, Paper presented at the 14th International Congress of Cross-Cultural Psychology, Bellingham, August.
  • Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Khursid, A. (2000). Impact of culture on human resource management practices: a ten-country comparison Applied Psychology: An International Review, 49,1, 192-220.
  • Aydın, M. (1994). Eğitim Yönetimi (Kavramlar, Kuramlar,Süreçler, İlişkiler). Education Management (Concepts, Theories, Processes, Relationships).4th ed. Genişletilmiş 4. Baskı.Ankara: PegemA, Yayın No:4.
  • Bağcı, Z. & Bursalı, Y. M. (2011). Yöneticilerin güç kaynaklarının çalışanların örgüte bağlılıkları üzerine etkisi: Calışanların algılamalarına bağımlı analitik bir inceleme (Effects of managerial power bases on employees: An empirical study of employee dependent perceptions. Pamukkale Üniversitesi Sosyal Bilimler Enstitüsü Dergisi (Pamukkale University, Journal of Social Sciences Institute), Sayı 9, 2011, 9-21.
  • Barron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychology research: Conceptual, strategic, and statistical consideration. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bass, B. M., & Aviolo, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4, 231-272.
  • Blau P. (1964). Exchange and Power in Social Life. Wiley: New York.
  • Bozaykut, T. (2009). The effect of perceived supervisor power on trust in supervisor: An application in not-for-profıt health care institutions. Master’s thesis, Marmara University, Institute of Social Sciences.
  • Çagatay, N. (1989). Bir Turk kurumu olan Ahilik (The Akhism as a Turkish Institution), Türk Tarih Kurumu Yayınları, Ankara.
  • Carlson, R. J., Carlson, D. S., & Wadsworth, L.L. (2000). The relationship between individual power moves and group agreement type: An examination and model. Advanced Management.
  • Chen, S. C. & G. S. Dhillon (2003). Interpreting Dimensions of Consumer Trust in E-Commerce.
  • Information Technology and Management, 4(2-3), 303-318.
  • Clarke, J. (2002). Skleton key- Communication and politics in workplace. MESS Publishing, Istanbul.
  • Dirks, K. T. & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
  • Doney P. M., Cannon J. P., & Mullen, M. R. (1998). Understanding the influence of national culture on the development of trust. Academy of Management Review, 23(3), 601-620.
  • DuBrin, A. J. (2004). Leadership: Research Findings, Practice and Skills. HoughtonMifflin, NewYork.
  • Elangovan, A. R. & Xie J.L. (2000). Effects of perceived power of supervisor on su.bordinate work attitudes. Leadership and Organization Development Journal, 21(6), 319-328.
  • Elias S. (2008). Fifty years of influence in the workplace. The evolution of the French and Raven power taxonomy. Journal of Management History, 14(3), 267-283.
  • Erçetin, Ş. Ş. (1993). Ast-Üst İlişkileri (Okul müdürü ve Öğretmenlerin Bbrbirlerini etkilemekte kullandıkları güçler). Superior-subordinate relations (Power bases used by school principals and teachers to influence each other). Ankara:Şafak Matbaacılık Ltd.Şti.
  • Fikret-Pasa, S. (1999). Leadership influence in Turkey: the case of a high power distance and collectivist culture, Unpublished Manuscript.
  • Fikret-Pasa, S., Kabasakal, H., & Bodur, M. (2001). Society, organizations, and leadership in Turkey. Applied Psychology: An International Review, Vol. 50,4, 559-589.
  • French. J., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.). Studies in social power: pp.150-167. Ann Arbor: University of Michigan. Institute for Social Research.
  • Frost, T.F. & Moussavi, F. (1992), The relationship between leader power base and influence: the moderating role of trust. Journal of Applied Business Research, 8(4), 9-14.
  • Gibson, J. L, Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York, NY: McGraw-Hill Irwin.
  • Gaski, J. F. (1986). Interrelations among a channel entity's power sources: Impact of the exercise
  • of reward and coercion on expert, referent, and legitimate power sources. Journal of Marketing Research, 18, 62–77.
  • Gillespie, N., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology,19, 588-607.
  • Goleman, D. (1998). Working with emotional intelligence. New York: Bantum Books.
  • Gupta, B. & Sharma, N. K. (2008). Complience with bases of power and subordinates’ perception of superiors: Moderating effect of quality of interaction. Singapore Management Review, 30 (1).
  • French & Raven (1959). Bases of social power. Journal of Applied Psychology,74(4), 561-567.
  • Hardin, R. (2004). Distrust. Russell Sage Foundation series on trust, 8. New York: Russell Sage Foundation.
  • Hinkin, T.R. & Schriesheim, C.A. (1989). Development and application of new scales to measure the French and Raven (1959) bases of social power. Journal of Applied Psychology, Vol. 74 No. 4, 561-567.
  • Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Sage: Newbury Park, CA.
  • Hofstede, G. (1991). Cultures and organizations: Software of the mind. London:McGraw-Hill.
  • House, R., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 cultures. Thousand Oaks, CA: Sage.
  • Ivancevich, J.M., Konopaske, R. & Matteson, M.T. (2011). Organizational Behavior and Management (9th ed.). McGraw-Hill International Edition.
  • Jung, D. & Avolio, B. (1999). “Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions”, Academy of Management Journal, Vol. 42, 208-18.
  • Jung, D. I., Bass, B. M. & Sosik, J. J. (1995). ‘Bridging leadership and culture: a theoretical consideration of transformational leadership and collectivistic cultures’. The Journal of Leadership Studies, 2(4), 3–18.
  • Kabasakal, H. & Bodur, M. (1998). Leadership, values and institutions: the case of Turkey. Paper presented at Western Academy of Management Conference, Istanbul, June.
  • Karagül, M. (2012). New economic approaches in the context of the “Akhism” with human and social capital. American International Journal of Contemporary Research, Vol. 2 No. 2; February.
  • Karatop, B., Karahan, A. G. & Kubat, C. (2011). First application of total quality management in Ottoman Empire: Ahi organization. 7th Research/Expert Conference with International Participations ”QUALITY 2011“, Neum, B&H, June 01 – 04.
  • Knapp, R. (1990). Power tactics. Education Canada, 15–19.
  • Koslowsky, M., Schwarzwald, J., & Ashuri, S. (2001). On the relationship between subordinate’s compliance to power sources and organizational attitudes. Applied Psychology, 50, 455–476.
  • Lee, K. L. & Low, G. T. (2012). Supervisory power and satisfaction with supervision in Malaysian manufacturing companies: The moderating effect of work autonomy. African Journal of Business Management, 6 (22), 6530-6545.
  • Lunenburg F. C. (2012). Power and leadership: An influence process. International Journal of Management, Business and Administration, 15(1).
  • Liao, Li-Fen (2008). Knowledge-sharing in R&D departments: a social power and social exchange theory perspective. The International Journal of Human Resource Management, 19(10), October 1881–1895.
  • Luthans, F. (2011). Organizational behavior (11th ed.). New York, NY: McGraw-Hill Irwin.
  • Mayer, R.C. & Davis, J.H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84, 123-136.
  • Mayer, R. C., Philip B., James H. D. & Mark B. G. (2011). The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study. Journal of Trust Research, 1:2, 177-201.
  • McAllister, D.J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.
  • MacKenzie, S.B., Podsakoff, P.M. and Rich, G.A. (2001), “Transformational and transactional leadership and salesperson performance”. Journal of the Academy of Marketing Science, Vol. 29 No. 2, 115-34.
  • Morrow, J. L., M. H. Hansen & A. W. Pearson (2004). The Cognitive and affective antecedents of
  • general trust within cooperative organizations. Journal of Management Issues 16(1), 48-64.
  • Nadaee, T., Alavi, K. & Ramezani, Z. N. (2012). Employees’ effectiveness. World Applied Sciences Journal, 18 (10), 1400-1411.
  • Nelson, D. L., & Quick, J. C. (2012). Understanding organizational behavior (4th ed.). Mason, OH: South-Western/Cengage Learning.
  • The author
  • Perry, R. W. (2004). The relationship of affective organizational commitment with supervisory trust. Review of Public Personnel Administration, 24, 133-149.
  • Pierro, A., Raven, B. H., Amato C. & Belanger, J. J. (2012). Bases of social power, leadership styles, and organizational commitment. International Journal of Psychology, 2012, 1–13.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
  • Rahim, M. A. (1989). Relationships of leader power to compliance and satisfaction with supervision, evidence from a national sample of managers”. Journal of Management, 15, 545-557.
  • Rahim, M. A., Antonioni, D., Krumov K. & Illieva, S. (2000). Power, conflict, and effectiveness: A cross-cultural study in the United States and Bulgaria. European Psychologist, 10, 28-33.
  • Rahim, M. A., Antonioni, D., & Psenicka, C. (2001). A structural equations model of leader power, subordinates’ style of handling conflict, and job performance. The International Journal of Conflict Management, Vol. 12(3), 191–211.
  • Raven, B. H. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior and Personality, 7, 217–244.
  • Raven, B. H. (2008). The bases of power and the power/interaction model of interpersonal influence. Analyses of Social Issues and Public Policy, Vol. 8, No. 1, 1-22.
  • Raven, B. H., Schwarzwald, J. & Koslowsky, M. (1998). Conceptualizing and measuring a power/interaction model of interpersonal influence. Journal of Applied Social Psychology, 28, 4, 307-332.
  • Robbins, S P. (2003). Organisational Behaviour, Prentice Hall, New Jersey.
  • Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998) . Not so different after all: A cross-discipline view of trust. The Academy of Management Review, 23, 393–404.
  • Sargut, S. (2001). Kültürlerarası farklılaşma ve yönetim, Verso Yayıncılık, Ankara. (Intercultural Differentiation and Management, Varso Publishing, Ankara).
  • Sarıtaş, M. (1991). “İlkokul Müdürlerinin Etki Sürecine İlişkinYeterlikleri”.Yayınlanmamış Doktora Tezi (Competencies of primary school principals as to the influence process) Unpublished Doctoral Dissertation, Ankara: Hacettepe University.
  • Shockley-Zalabak P., Ellis, K., & Winograd G. (2000). Organizational trust: what it means, why it matters. Organizational Development Journal, 18(4), 35-48.
  • Spencer-Oatey, H. (1997). Unequal relationships in high and low power distance societies: a comperative study of tutor-student role relationshis in Britain and China. Journal of Cross-Cultural Psychology, 28, 284-302.
  • Steensma, H. & van Milligen, F. (2003). Bases of power, procedural justice, and outcomes of mergers: The push-and-pull factors of influence tactics. Journal of Collective Negotiations in the Public Sector, 30(2), 113-134.
  • Steensma, H. & Visser, E. (2007). Procedural justice and supervisors’ personal power bases: Effects on employees perceptions of performance appraisal sessions, commitment, and motivation. Journal of Collective Negotiations, 31(2), 101-118.
  • Van Dyne, L., Vandewalle, D., Kostova, T., Latham, M. E., & Cummings, L. L. (2000). Collectivism, propensity to trust and self-esteem as predictors of organizational citizenship in a nonwork setting. Journal of Organizational Behavior, 21, 3–23.
  • Wasti, S. A., Tan, H. H., Brower, H. H. & Önder, Ç. (2007). Cross-cultural measurement of supervisor trustworthiness: An assessment of measurement invariance across three cultures. The Leadership Quarterly, 18, 477-489.
  • Yılmaz, K. & Altınkurt, Y. (2012). Okul yöneticilerinin kullandıkları güç kaynakları ile öğretmenlerin iş doyumu arasındaki ilişki”, Kastamonu Eğitim Dergisi, Mayıs, Cilt:20 No:2, 385-402. (“The relationship between the power bases used by school principals and teachers’ job satisfaction”), Kastamonu Journal of Education, May, 20(2), 385-402.
  • Yukl, G. A. (1981). Leadership in Organizations, Englewood Cliffs, N.J.: Prentice-Hall.
  • Yukl, G. A., & Falbe, C. M. (1991). Importance of different power sources in downward and lateral
  • relations. Journal of Applied Psychology, 76, 416–423.
Toplam 84 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Nurdan Özarallı

Yayımlanma Tarihi 3 Mart 2015
Yayımlandığı Sayı Yıl 2015

Kaynak Göster

APA Özarallı, N. (2015). The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?. International Journal of Social Sciences and Education Research, 1(1), 64-87. https://doi.org/10.24289/ijsser.106400
AMA Özarallı N. The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?. International Journal of Social Sciences and Education Research. Mart 2015;1(1):64-87. doi:10.24289/ijsser.106400
Chicago Özarallı, Nurdan. “The Impact of Social Power Bases on Perceived Trust: Do Turkish Managers Still Follow the Akhi Order?”. International Journal of Social Sciences and Education Research 1, sy. 1 (Mart 2015): 64-87. https://doi.org/10.24289/ijsser.106400.
EndNote Özarallı N (01 Mart 2015) The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?. International Journal of Social Sciences and Education Research 1 1 64–87.
IEEE N. Özarallı, “The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?”, International Journal of Social Sciences and Education Research, c. 1, sy. 1, ss. 64–87, 2015, doi: 10.24289/ijsser.106400.
ISNAD Özarallı, Nurdan. “The Impact of Social Power Bases on Perceived Trust: Do Turkish Managers Still Follow the Akhi Order?”. International Journal of Social Sciences and Education Research 1/1 (Mart 2015), 64-87. https://doi.org/10.24289/ijsser.106400.
JAMA Özarallı N. The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?. International Journal of Social Sciences and Education Research. 2015;1:64–87.
MLA Özarallı, Nurdan. “The Impact of Social Power Bases on Perceived Trust: Do Turkish Managers Still Follow the Akhi Order?”. International Journal of Social Sciences and Education Research, c. 1, sy. 1, 2015, ss. 64-87, doi:10.24289/ijsser.106400.
Vancouver Özarallı N. The impact of social power bases on perceived trust: Do Turkish managers still follow the Akhi order?. International Journal of Social Sciences and Education Research. 2015;1(1):64-87.

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