Otantik Liderlik ve İşten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Etkisi

Yıl 2021, Cilt: 20 Sayı: 3, 1297 - 1323, 29.07.2021

Cenk Tufan

https://doi.org/10.21547/jss.876033

Cited By: 1

Öz

Küreselleşmenin beraberinde getirdiği uluslararası rekabet nedeni ile işletmeler kendilerine rekabet avantajı sağlayacak yeniliklere yönelmeye başlamıştır. Bu bağlamda değer yaratmak önem kazandığından çalışanlar stratejik değer yaratan bir unsur olarak görülmeye başlanmıştır. Bu sebeple işletmeler için, stratejik bir unsur haline gelen çalışanın işten ayrılma niyeti ciddi bir mesele oluşturmaktadır. Yüksek düzeyde özgünlük, konuşmada dürüstlük ve davranışta bütünlük, yüksek etik standartlar ve karar ve eylemlerde ahlaki değerlere bağlılık, çalışanın gelişimine ve çalışanların refahına önem verme ile karakterize edilen otantik liderlik ise algılanan örgütsel desteği ve çalışanların işten ayrılma niyetlerini etkileyebilmektedir.
Bu çalışmada, lojistik hizmet sağlayıcılarında otantik liderliğin işten ayrılma niyeti üzerindeki etkisi incelenerek bu ilişkide algılanan örgütsel desteğin aracılık etkisinin ölçülmesi amaçlanmıştır. Araştırmada Türkiye İhracat Meclisi’ nin ‘‘2018 Yılı Türkiye’nin İlk 500 Hizmet İhracatçısı Araştırması’’nda yer alan Yük Taşımacılığı ve Lojistik sektöründe faaliyet gösteren 26 firmanın alt ve orta kademedeki beyaz yakalı çalışanına anket formu gönderilmiştir. Yapısal eşitlik modeli kullanılarak, geri dönüş elde edilen 245 anketten toplanan veriler incelenmiştir. Araştırma bulgularına göre, otantik liderliğin işten ayrılma niyetinde negatif yönlü anlamlı bir etkiye sahip olduğu; algılanan örgütsel desteğin işten ayrılma niyeti üzerinde negatif yönlü anlamlı bir etkiye sahip olduğu; otantik liderliğin algılanan örgütsel desteği pozitif ve anlamlı bir şekilde etkilediği ve otantik liderlik ile işten ayrılma niyeti arasında algılanan örgütsel desteğin, kısmen aracılık etkisinin bulunduğu sonucuna varılmıştır.

Anahtar Kelimeler

otantik liderlik, algılanan örgütsel destek, işten ayrılma niyeti, aracılık etkisi

The Relationship of Authentic Leadership and Turnover Intention: The Mediating Effect of Perceived Organizational Support

Öz

Due to the international competition brought about by globalization, businesses have started to turn to innovations that will provide them with a competitive advantage. In this context, as creating value has become important, employees have begun to be seen as an element that creates strategic value. For this reason, the turnover intention of the employee, which has become a strategic element, is an important problem for businesses. Authentic leaders can be defined as people who can influence a high level of authenticity, honesty in speech and integrity in behavior, high ethical standards and adherence to moral values in decision and action, caring for the development and well-being of employees, perceived organizational support, and turnover intentions.
In this study, it was aimed to investigate the effect of authentic leadership on the intention to quit in logistics service providers and to measure the mediating effect of perceived organizational support in this relationship. A questionnaire form was sent to the white collar employees of 26 companies operating in the Freight Transport and logistics sector in the ‘2018 Turkey's top 500 service exporter survey " of the Turkish export Assembly. Data collected from 245 questionnaires were examined by the structural equation model. As a results, authentic leadership has a negative and significant effect on the turnover intention; perceived organizational support had a negative and significant effect on turnover intentions; and authentic leadership has a positive and significant effect on perceived organizational support, and perceived organizational support has a partial mediating effect on the relationship between authentic leadership and turnover intention

Anahtar Kelimeler

authentic leadership, percived organizational support, turnover intention, mediating effect

Kaynakça

• Abuelhassan, A.E. & Alharbi, S.S. (2020). The Impact of Trust In Supervısor on Turnover Intentıon: Organızatıonal Commıtment as a Medıatıng Mechanısm, 4 (2), 1-8.
• Abugre, J. (2017). Relations at the workplace, cynicism, and intention to leave: a proposed conceptual framework for organizations. International Journal of Organizational Analysis,(25) 2, 198-216.
• Ahmad, S.N.B. & Kuang, C.P.(2018). Effects of Authentic Leadership on Work Engagement and Employee Turnover Intention in Malaysia Call Centres. Journal of Entrepreneurship and Business, 6 (2), 31-48.
• Akgunduz, Y., & Sanli, S. C. (2017). The Effect of Employee Advocacy and Perceived Organizational Support on Job Embeddedness and Turnover İntention in Hotels. Journal of Hospitality and Tourism Management, 31, 118-125.
• Allen, D.G.,Bryant, P.C.&Vardaman, J.M.(2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Acad. Manag. Perspect, 24, 48–64.
• Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The Role of Perceived Organizational Support and Supportive Human Resource Practices in The Turnover Process. Journal of management, 29 (1): 99-118.
• Aria, A., Jafari, P.& Behifar M. (2019). Authentic Leadership and Teachers’ Intention to Stay: The Mediating Role of Perceived Organizational Support and Psychological Capital. World Journal of Education, (9) 3, 67-81.
• Arici, H.E.(2018). Perceived Supervisor Support and Turnover Intention: Moderating Effect of Authentic Leadership, Leadership & Organization Development Journal, https://doi.org/10.1108/LODJ-07-2018-0248
• Arshadi, N. (2011). The Relationships of Perceived Organizational Support (POS) With Organizational Commitment, In-Role Performance and Turnover Intention Mediating Role of Felt Obligation. Social and Behavioral Sciences, 30, 1103-1108.
• Avey, J.B., Luthans, F. & Jensen, S.M. (2009). Psychological Capital: A Positive Resource for Combating Employee Stress and Turnove. Human Resource Management, (48) 5, 677 – 693.
• Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. & May, D.R. (2004).Unlocking The Mask: A Look at The Process By Which Authentic Leaders İmpact Follower Attitudes and Behaviors. The Leadership Quarterly, 15 (6), 801-823
• Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting To The Root of Positive Forms of Leadership. The Leadership Quarterly, 16: 315-338.
• Avolio, B.J., Gardner, W.L. & Walumbwa, F.O. (2007). Authentic Leadership Questionnaire. available at: www.mindgarden.com (accessed june 22, 2020)
• Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current Leadership: Theories, Research and Future Directions. Annual Review of Psychology, ( 60) 1, 421-449.
• Azanza, G., Moriano, J.A., Molero, F. & Lévy-Mangin, J.P.M. (2015). The Effects of Authentic Leadership on Turnover Intention. Leadership & Organization Development Journal, (36) 8, 1-38.
• Azis, E., Prosetio, A.P. & Utomo, K.H. (2019). Overcomıng Turnover Intentıon Problems: Dırect– Indırect Model to Identıfy The Effect of Perceıved Organızatıonal Support and Job Satısfactıon in Servıce-Based Organızatıons. Jurnal Aplikasi Manajemen, (17) 3, 555–566,
• Aydın, S. (2015). Satışta kritik başarı faktörlerinin satış performansı üzerindeki etkilerinde otantik liderlik ve algılanan örgütsel desteğin rolünü belirlemeye yönelik bir uygulama, Yayınlanmamış doktora tezi, Maltepe Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
• Bae, S.H., Mark, B., & Fried, B. (2010). Impact of Nursing Unit Turnover on Patient Outcomes in Hospitals. Journal of Nursing Scholarship, (42), 1, 40- 49.
• Baek, H., Han, K. & Ryu, E. (2019). Authentic Leadership, Job Satisfaction, and Organizational Commitment: The Moderating Effect Of Nurse Tenure. Journal of Nursing Management, (27), 8, 1655-1663.
• Bateman, T.S. & Organ, D.W. (1983). Job Satisfaction and The Good Soldier: The Relationship Between Affect and Employee ‘Citizenship. Academy of Management Journal, (26), 4, 587-95.
• Baykal, E.(2020). Mediator Effect of Perceived Organizational Support in the Relationship Between Authentic Leadership and Organizational Commitment, MANAS Sosyal Araştırmalar Dergisi, (9), 3, 1673-1688.
• Blau, P.M. (1964), Exchange and Power in Social Life, Wiley, New York.
• Bıron M.,& Boon C., (2013). Performance and Turnover İntentions: A Social Exchange Perspective. Journal of Managerial Psychology, (28), 5, 511 – 531.
• Bird, J., Wang, C., Watson, J. R., & Murray, L. (2009). Relationships Among Principal Authentic Leadership and Teacher Trust and Engagement Levels. Journal of School Leadership, 19 (2), 153-171.
• Blomme,R.J., Van Rheede, A. & Tromp, D.M. (2010). Work-Family Conflict as a Cause for Turnover Intentions in the Hospitality Industry, Tourism and Hospitality Research 10(4) DOI: 10.1057/thr.2010.15
• Brown, M.E. & Treviño, L.K. (2006). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, (17),6, 595-616.
• Chen, M.-L., Su, Z.-Y., Lo, C.-L., Chiu. C.-H., Hu. Y.-H., & Shieh, T.-Y. (2014). An Empirical Study on the Factors Influencing the Turnover Intention of Dentists in Hospitals in Taiwan. Journal of Dental Sciences, (9) 4, 332-334.
• Chiu, C.K., Lin, C.P., Tsai, Y.H. & Hsiao, C.Y. (2005). Modeling Turnover Intentions and Their Antecedents Using The Locus of Control as A Moderator: A Case of Customer Service Employees. Human Resource Development Quarterly, (16) 4, 481-99.
• Cropanzano R. & Mıtchell M. S., (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31, 874–900.
• Cropanzano, R., Rupp, D.E. & Byrne, Z.S. (2003). The Relationship of Emotional Exhaustion to Work Attitudes, Job Performance and Organizational Citizenship Behaviors. Journal of Applied Psychology, 58, 160-169.
• Çokluk, Ö., Şekercioğlu, G., & Büyüköztürk, Ş. (2010). Sosyal Bilimler İçin Çok Değişkenli İstatistik: SPSS veLISREL uygulamaları. Pegem Akademi: İstanbul.
• Daghfous, A., Belkhodja, O. & Angell, L. (2013). Understanding and Managing Knowledge Loss. Journal of Knowledge Management, (17) 5, 639-660.
• Dawley, D., Houghton, J. D., & Bucklew, N. S. (2010). Perceived Organizational Support and Turnover Intention: The Mediating Effects of Personal Sacrifice and Job Fit. The Journal of Social Psychology, 150 (3), 238-257.
• De Winne, S., Marescaux, E., Sels, L., Van Beveren, I.,& Vanormelingen, S. (2018). The Impact of Employee Turnover and Turnover Volatility on Labor Productivity: A Flexible Non-LinearApproach. The International Journal of Human Resource Management DOI: 10.1080/09585192.2018.1449129
• Donsbach,J.S. & Shanock,L.R. (2008). Relationships Between Supervisor Turnover Intention and Subordinate Perceived Organisational Support and Positive Mood. Psychologica Belgica 48(2-3):243-259
• Eisenbeiss, S. A. (2012). Re-thinking Ethical Leadership: An Interdisciplinary Integrative Approach. The Leadership Quarterly, 23(5), 791-808.
• Eisenberger, R., Huntington, R., Hutchison, S. & Sowa, D. (1986). PerceivedOrganizational Support. Journal of Applied Psychology, 71(3), 500-507. Ertüreten, A., Cemalcilar, Z., & Aycan, Z. (2013). The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes. Journal of Business Ethics, 116 (1), 205-216.
• Frenkel SJ & Sanders K. (2007). Explaining Variations in Co-worker Assistance in Organizations. Organization Studies, 28(6):797-823. doi:10.1177/0170840607073079
• Gardner, W., Avolio, B., Luthans, F., May, D. & Walumbwa, F. (2005). Can You See The Real Me?” A Self-Based Model of Authentic Leader and Follower Development. The Leadership Quarterly 16 (3), 343-372.
• Gatling, AR., Kang, H.J.A. & Kim, J.S. (2016). The Effects of Authentic Leadership and Organizational Commitment on Turnover Intention. Leadership & Organization Development Journal, 37 (2), 1-33.
• Giao, H. N. K., Vuong, B. N., Huan, D. D., Tushar, H., & Quan, T. N. (2020). The Effect of Emotional Intelligence on Turnover Intention and The Moderating Role of Perceived Organizational Support: Evidence From The Banking Industry of Vietnam. Sustainability, 12(5), 1857. https://doi.org/10.3390/su12051857
• Gibson, D. ve Petrosko,J.( 2014). Trust in Leader and Its Effect on Job Satisfaction and Intent to Leave İn A Healthcare Setting. New Horizons in Adult Education & Human Resource Development, 26 (3), 3-19 .
• Gillet, N., Gagné, M., Sauvagère, S., & Fouquereau, E. (2013). The Role of Supervisor Autonomy Support, Organizational Support, and Autonomous and Controlled Motivation in Predicting Employees' Satisfaction and Turnover İntentions. European Journal of Work and Organizational Psychology, 22(4): 450-460.
• Gim, G.C & Ramayah, T. (2019). Predicting Turnover İntention Among Auditors: Is WIPL A Mediator? The Service Industries Journal, 40 (9-10),726-752.
• Giray,M.D. & Şahin, D.N. (2014). Liderlik Stillerinin Duygusal Bağlılık ve İşten Ayrılma Niyetiyle İlişkilerinde Örgütsel Destek Algısının Aracılık Rolü. Türk Psikoloji Dergisi, 29 (73), 1-14.
• Griffeth, R., Hom, P. & Gaertner, S. (2000). A Meta-analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research İmplications for The Next Millennium. Journal of Management, 26, (3), 463-488.
• Gül,H., İnce,M. & Candan,H. (2017). Otantik Liderliğin Örgütsel Vatandaşlık Davranışı ve Örgütsel Destek Algısı Üzerindeki Etkisi Üzerine Bir Araştırma, Çağ Üniversitesi Sosyal Bilimler Dergisi, 14(1), 31-53.
• Güney, S., Akalın, Ç. & İlsev, A. (2007). Duygusal Örgütsel Bağlılık Gelişiminde Algılanan Örgütsel Destek ve Örgüt Temelli Öz-Saygı. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 25(2), 189-211.
• Haır, J, BLack, W., Babın, B. & Anderson, R. (2014). Multivariate Data Analysis, (Pearson New International Edition), USA: Pearson
• Higazee, M. Z. A., Rayan, A. & Khalil, M. (2016). Relationship Between Job Stressors and Organizational Support Among Jordanian Nurses. American Journal of Nursing Research,4 (3), 51-55.
• Hinkin, T. & Tracey, J. (2000). The Cost of Turnover: Putting A Price on The Learning Curve. Cornell Hotel and Restaurant Administration Quarterly, 41 (3), 14-21.
• Hirst, G., Walumbwa, F., Aryee, S., Butarbutar, I., & Chen, C. J. H. (2016). A Multi-Level Investigation of Authentic Leadership As an Antecedent of Helping Behavior. Journal of Business Ethics, 139(3), 485-499.
• Holtom, B., Mitchell, T., Lee, T. & Eberly, M. (2008). Turnover and Retention Research: A Glance at The Past, A Closer Review of The Present and A Venture into The Future. Academy of Management Annals, 2 (1), 231-274.
• Hu,Y. & Ma,J. (2016). Impact of Authentic Leadership on The Perceived Organizational Support and Silence Behavior of Subordinate Nurses. Chinese Journal of Practical Nursing, 32(27): 2139-2142.
• Huang, W. R., & Su, C. H. (2016). The Mediating Role of Job Satisfaction in the Relationship between Job Training Satisfaction and Turnover Intentions. Industrial and Commercial Training, 48(1), 42-52.
• Hussain, T., & Asif, S. (2012). Is Employees’ Turnover Intention Driven by Organizational Commitment and Perceived Organizational Support. Journal of Quality and Technology Management, 8(2), 1-10.
• Hui, C., Wong A. & Tjosvold D. (2007). Turnover Intention and Performance in China: The Role of Positive Affectivity, Chinese Values, Perceived Organizational Support and Constructive Controversy. Journal of Occupational and Organizational Psychology, 80, 735–751.
• Huning, T.M., Hurt, K.J. & Frieder, R.E. (2020). The Effect of Servant Leadership, Perceived Organizational Support, Job Satisfaction and Job Embeddedness on Turnover Intentions: An Empirical İnvestigation, Evidence-based HRM, 8(2), 177-194.
• Hurley, R.F. & Estelami, H. (2007). An Exploratory Study of Employee Turnover İndicators As Predictors of Customer Satisfaction. Journal of Services Marketing, 21 (3), 186 – 199.
• Islam, T., S.U.R. Khan, U.N.U. Ahmad, G. Ali, I. Ahmed & Z.A. Bowra,( 2013). Turnover Intentions: The Role of Perceived Organizational Support and Organizational Commitment. Proc. Soc. Behav. Sci., 103: 1237-1241.
• Islam, T., Ahmad, U. N. U., & Ahmed, I. (2014). Exploring The Relationship Between POS, OLC, Job Satisfaction and OCB. Procedia- Social and Behavioral Sciences, 114, 164-169.
• Islam, T., Ali, G., & Ahmed I. (2018). Protecting Healthcare Through Organizational Support to Reduce Turnover Intention. International Journal of Human Rights in Healthcare. https://doi.org/10.1108/ IJHRH-03-2017-0012..
• Jayasundera, A, Jayakody,K.& Jayawardana,A. (2016). Perceived Organizational Support and Turnover Intention of Generation Y Employees: The Role of Leader-Member Exchange, Srilankan Journal of Management, 21, (2), 1-37.
• Joo, B. K., Hahn, H. J., & Peterson, S. L. (2015). Turnover Intention: The Effects of Core Self-Evaluations, Proactive Personality, Perceived Organizational Support, Developmental Feedback, and Job Complexity. Human Resource Development International, 18(2): 116-130.
• Kalliath, T. J., & Beck, A. (2001). Is The Path To Burnout and Turnover Paved By A Lack of Supervisory Support? A Structural Equations Test. New Zealand Journal of Psychology, 30(2), 72-78.
• Karatepe O. M., & Vatankhah S., (2014). The Effects Of High-Performance Work Practices on Perceived Organizational Support and Turnover Intentions: Evidence From The Airline Industry. Journal of Human Resources in Hospitality & Tourism, 13(2), 103-119.
• Kaur,B, Mohindru, P & Pankaj,K.(2013). Antecedents of Turnover Intentions: A Literature Review. Global Journal of Management and Business Studies. 3(10), 1219-1230.
• Kerfoot, K. (2006). Authentic Leadership. Nursing Economics, 24 (2), 116-117.
• Koçak, D & Yücel, İ. (2018). Algılanan Örgütsel Destek İle İşten Ayrılma Niyeti Arasındaki İlişkide Duygusal Bağlılığın Aracı Etkisinin İncelenmesi. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 32(3), 683-704.
• Kumar, M., Jauhari, H., Rastogi, A., & Sivakumar, S. (2018). Managerial Support for Development and Turnover Intention Roles of Organizational Support, Work Engagement, and Job Satisfaction. Journal of Organizational Change Management,1-34. https://doi.org/10.1108/JOCM-06-2017-0232.
• Laschinger, H.K.S., Wong, C.A. & Grau, A.L. (2012). The Influence of Authentic Leadership on Newly Graduated Nurses’ Experiences of Workplace Bullying, Burnout and Retention Outcomes: A Crosssectional Study. International Journal of Nursing Studies, 49 (10), 1266-1276.
• Laschinger, H.K.S. & Fida, R. (2014). A Time-Lagged Analysis of The Effect of Authentic Leadership on Workplace Bullying, Burnout, and Occupational Turnover İntentions. European Journal of Work and Organizational Psychology, 23 (5), 739-753.
• Lee, T.W. & Mitchell, T.R. (1994). An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover. Academy of Management Review, 19 (1),51-89.
• Lee, H.F., Chiang, H.Y. & Kuo, H.T. (2019). Relationship Between Authentic Leadership and Nurses’ İntent To Leave: The Mediating Role of Work Environment and Burnout. Journal of Nursing Management, 27 (1), 52-65.
• Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study. Journal of Management, 41(6), 1677-1697
• Li, N., Zhang, L., Xiao, G., Chen, J .& Lu, Q. (2019). The Relationship Between Workplace Violence, Job Satisfactionand Turnover İntention in Emergency Nurses. Int. Emerg. Nurs. 45, 50–55.
• Loı R., Hang-Yue N., & Foley, S., (2006). Linking Employees' Justice Perceptions to Organizational Commitment and Intentions To Leave: The Mediating Role of Perceived Organizational Support. Journal of Occupational and Organizational Psychology, 79, 101- 120.
• Luthans, F., & Avolio, B. (2003). Authentic Leadership: A Positive Development Approach. In K. S. Cameron, J. E. Dutton, & R.E. Quinn (Eds.). Positive Organizational Scholarship. San Francisco: Berrett–Koehler
• Macey, W.H.& Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organisational Psychology,1 (1), 13-30.
• Maertz, C. P., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The Effects of Perceived Organizational Support and Perceived Supervisor Support on Employee Turnover. Journal of Organizational Behavior, 28(8): 1059-1075.
• Mobley, W.H., Griffeth, R.W., Hand, H.H. & Meglino, B.M. (1979). Review and Conceptual Analysis of The Employee Turnover Process. Psychological Bulletin, 86 (3), 493-522
• Naden,K., Khan,M.A. Imtiaz,N. & Iftikhar,Y. (2019). Turnover Intention and Perceived Organizational Support; Mediating Role of Work Engagement and Organizational Commitment. European Scientific Journal, 15(10), 222-236.
• Nedd, N. (2006). Perceptions of Empowerment and Intent To Stay. Nursing Economic$, 24 (1), 13-18.
• Nelson K, Boudrias J. S., Brunet L., Morin D., De Civita M., Savoie A., & Alderson M. (2014). Authentic Leadership and Psychological Well-Being at Work of Nurses: The Mediating Role of Work Climate at The İndividual Level Of Analysis. Burnout Research, 1(2), 90-101
• North, N., Leung, W., Ashton, T., Rasmussen, E., Hughes, F., & Finlayson, M. (2012). Nurse Turnover in New Zealand: Costs and Relationships with Staffing Practices And Patient Outcomes. Journal of Nursing Management, 21, (3), 419-28.
• Nyberg, A.J. & Ployhart, R.E. (2013). Context-Emergent Turnover (CET) Theory: A Theory of Collective Turnover. Academy of Management Review, 38 (1), 109-131.
• Ogochi, K.D. (2018). Authentic Leadership: Its Significance in Developing Authentic Leadership Practices. Journal of Human Resource and Leadership, 2 (5), 63-89.
• Oh, J., Cho, D. & Lim, D.H. (2018). Authentic Leadership and Work Engagement: The Mediating Effect of Practicing Core Values. Leadership & Organization Development Journal, 39 ( 2), 276-290.
• Oh, J. & Oh, S.(2017). Authentic Leadership and Turnover Intention: Does Organizational Size Matter? Leadership & Organization Development Journal, https://doi.org/10.1108/ LODJ-08-2016-0209
• Oliveira, L. B., Cavazotte, F., & Dunzer, R. A. (2017). The Interactive Effects of Organizational and Leadership Career Management Support on Job Satisfaction and Turnover Intention. The International Journal of Human Resource Management, 1583- 1603. https://doi.org/10.1080/09585192.2017. 1298650.
• Park, J. H., Newman, A., Zhang, L., Wu, C., & Hooke, A. (2015). Mentoring Functions and Turnover Intention the Mediating Role of Perceived Organizational Support. The International Journal of Human Resource Management, 1173-1191.http://dx.doi.org/ 10.1080/09585192.2015.1062038.
• Peryer,C., Jordan,C., Firns,I., & Travaglione,A.( 2010). Predicting Turnover Intentions The Interactive Effects of Organizational Commitment and Perceived Organizational Support. Management Research Review, 33 (9), 911-923.
• Peterson, S.J., Walumbwa, F.O., Avolio, B.J. & Hannah, S.T. (2012). The Relationship Between Authentic Leadership And Follower Job Performance: The Mediating Role of Follower Positively in Extreme Contexts. The Leadership Quarterly, 22 (3), 502-516.
• Puni, A., Mohammed, I. & Asamoah, E. (2018). Transformational Leadership and Job Satisfaction: The Moderating Effect of Contingent Reward. Leadership & Organization Development Journal, 39 (4), 522-537.
• Reçica, L. F. & Doğan, A. (2019). The correlation between job satisfaction, organizational trust and ıntention to leave the job: a comparative study between Kosovo and Turkey.Acta Universitatis Danubius. Œconomica,15(2), 173-189 RHOADES L., EISENBERGER R., 2002, “ Perceived organizational support: A review of the literature”, Journal of Applied Psychology, 87, 698-714.
• Ribeiro, N., Duarte, P. & Fidalgo,J. (2020). Authentic Leadership’s Effect on Customer Orientation and Turnover Intention Among Portuguese Hospitality Employees: The Mediating Role of Affective Commitment. International Journal of Contemporary Hospitality Management, 32 (6), 2097-2116.
• Rıggle R. J., Edmondson D. R., & Hansen J. D., (2009). A Meta-Analysis of The Relationship Between Perceived Organizational Support and Job Outcomes: 20 Years of Research. Journal of Business Research, 62(10), 1027-1030.
• Rubenstein, A.L., Eberly, M.B., Lee, T.W. &Mitchell, T.R. (2018). Surveying The Forest: A Metaanalysis, Moderator İnvestigation, and Future-Oriented Discussion of The Antecedents of Voluntary Employee Turnover. Personnel Psychology, 71 (1), 23-65.
• Saruhan, Ş.C. & Özdemirci, A. (2011). Bilim, Felsefe ve Metodoloji. Beta Yayınları. İstanbul
• Schermelleh-Engel, K., Moosbrugger, H., & Müller, H. (2003). Evaluating the Fit of Structural Equation Models: Tests of Significance and Descriptive Goodness-of-Fit Measure’’s. Methods of Psychological Research Online, 8(2), 23–74
• Seçilmiş,C., Düşmezkalender,E & Özhasar, Y. (2019). Kriz ve Meslekten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Rolü, Bartın Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 10,(20), 301-317.
• Settoon, R.P., Bennett, N. & Liden, R.C. (1996). Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity. Journal of Applied Psychology, 81 (3), 219-27.
• Shantz, A., Alfes, K., & Latham, G. P. (2014). The Buffering Effect of Perceived Organizational Support on the Relationship between Work Engagement and Behavioral Outcomes. Human Resource Management, DOI:10.1002/hrm.21653.
• Shaw, J. D., Gupta, N., & Delery, J. E. (2005). Alternative Conceptualizations of The Relationship Between Voluntary Turnover and Organizational Performance. Academy of management Journal, 48(1), 50-68.
• Shirey, M.R. (2006). Authentic Leaders Creating Healthy Work Environments for Nursing Practice. American Journal of Critical Care, 15 ( 3), 256-67.
• Shore, L. M., & Wayne, S. J. (1993). Commitment and Employee Behavior: Comparison of Affective Commitment and Continuance Commitment with Perceived Organizational Support. Journal of applied psychology, 78(5): 774-780.
• Shuck, B. & Reio, T. (2011). The Employee Engagement Landscape and HRD How Do We Link Theory and Scholarship to Current Practice? Advances in Developing Human Resources, 13 ( 4), 419-428.
• Sias, P.M., Krone, K.K. & Jablin, F.M. (2002), “An ecological systems perspective on workplace relationships”, in Daly, J. and Knapp, M.L. (Eds), Handbook of Interpersonal Communication, 3rd ed., Sage, Newbury Park, CA, pp. 615-642.
• Kathleen A.M & Fırth, L., (2006). Predicting intention to Quit in The Call Centre Industry: Does The Retail Model Fit? Journal of Managerial Psychology, 21, 231–243.
• Srivastava, S. & Agrawal, S.(2020). Resistance to Change and Turnover Intention: A Moderated Mediation Model of Burnout and Perceived Organizational Support. Journal of Organizational Change Management, DOI 10.1108/JOCM-02-2020-0063.
• Steel, R. & Ovalle, N. (1984). A Review and Meta-analysis of Research on The Relationship Between Behavioral Intentions and Employee Turnover. Journal of Applied Psychology, 69 (4), 673-686.
• Strachota, E., Normandin, P., O’Brien, N., Clary, M. & Krukow, B. (2003). Reasons Registered Nurses Leave or Change Employment Status. Jona: The Journal of Nursing Administration, 33 (2), 111-117.
• Tabachnick, B.G. & Fidell. L.S. (2013). Using Multivariate Statistics (sixth ed.) Pearson, Boston.
• Tabak,A. Polat, M. Coşar, S. & Türköz, T. (2012). Otantik Liderlik Ölçeği: Güvenirlik ve Geçerlik Çalışması. "İş, Güç" Endüstri İlişkileri ve İnsan Kaynakları Dergisi,.14(4),89-106.
• Tiplic, D., C. Brandmo & E. Elstad. (2015). Antecedents of Norwegian Beginning Teachers’ Turnover Intentions. Cambridge Journal of Education, 45(4), 451-474
• Tourangeau, A.E. & Cranley, L.A. (2006). Nurse Intention to Remain Employed: Understanding and Strengthening Determinants. Journal of Advanced Nursing, 55 (4), 497-509.
• Tumwesigye, G. (2010). The Relationship between Perceived Organisational Support and Turnover Intentions in a Developing Country: The Mediating Role of Organisational Commitment. African Journal of Business Management, 4(6), 942-452.
• Turunç, Ö., & Çelik, M. (2010). Algılanan Örgütsel Desteğin Çalışanların İş-Aile, Aile-İş Çatışması, Örgütsel Özdeşleşme ve İşten Ayrılma Niyetine Etkisi: Savunma Sektöründe Bir Araştırma. Atatürk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 14(1): 209-232.
• Tuzun, I.K. ve Kalemci, A.R. (2012). Organizational and Supervisory Support in Relation to Employee Turnover Intentions. Journal of Managerial Psychology, 27 (5) 518 – 534.
• Van Knippenberg, D. (2006). Organizational Identification Versus Organizational Commitment:Self-Definition, Social Exchange, and Job Attitudes. Journal of Organizational Behavior, 27 ( 5), 571-84.
• Wałachowska, K. & Laguna, M. (2018). Factorial Structure and Validity of the Short Version of the Authentic Leadership Questionnaire in Polish Samples. Roczniki Psychologiczne, 21 (2), 163-184.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34 (1), 89-126.
• Wong, C. & Cummings, G. (2009). Authentic Leadership: A New Theory for Nursing or Back to Basics?. Journal of Health Organization and Management, 23 ( 5), 522-538.
• Woolley, L., Caza, A., & Levy, L. (2010). Authentic Leadership and Follower Development: Psychological Capital, Positive Work Climate, and Gender. Journal of Leadership & Organizational Studies, 18(4), 438-448.
• Yaşlıoğlu, M. M. (2017). Sosyal Bilimlerde Faktör Analizi ve Geçerlilik: Keşfedici ve Doğrulayıcı Faktör Analizlerinin Kullanılması, İstanbul Üniversitesi İşletme Fakültesi Dergisi, 46, Özel Sayı, 74-85
• Yılmaz, H. (2019). Otantik Liderlik Davranışının Örgütsel Etik İklim Üzerine Yansımaları: Kantitatif Bir Çalışma. Ömer Halisdemir Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 12(2), 160-182.
• Zbierowska, M.J. (2019). Relatıonshıp Between Leaders’ and Followers’ Psychologıcal Capıtal and The Medıatıng Role of POS and Authentıc Leadershıp. Journal of Positive Management, 9(2), 89–104.
• Zeffane, R. ve Melhem, S.J.B. (2017). Trust, Job Satisfaction, Perceived Organizational Performance and Turnover Intention: A Public-Private Sector Comparison in The United Arab Emirates. Employee Relations, 39 (7),1148-1167,
• Zhao, X., Lynch, J.G.,& Chen, Q.(2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. J. Consum. Res. 37, 197–206.