Araştırma Makalesi
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LİDER-ÜYE ETKİLEŞİMİNİN YENİ BİR SONUCU: İZLENİM YÖNETİMİ TAKTİKLERİ

Yıl 2021, Cilt: 16 Sayı: 56, 740 - 768, 31.07.2021
https://doi.org/10.14783/maruoneri.805098

Öz

Grup üyeleri, lider tarafından oluşturulan iç grup – dış grup kategorileştirmesinin farkında olduklarında, çalışanların motivasyonu, işlerine ya da örgüte yönelik tutumları ve performansları iç grup ya da dış grup üyesi olma durumlarından etkilenmektedir (lider-üye etkileşimi). Bu kategorileştirmenin farkındalığının bir sonucu da çalışan tarafından ortaya konan izlenim yönetimi davranışıdır. İzlenim yönetimi, bireylerin bir kişi, nesne ya da olay ile ilgili diğer kişilerin algılarını etkilemeye yönelik çabalarını içeren amaca yönelik bir süreçtir. Bu araştırmanın amacı, çalışan için iç grup ya da dış grup üyesi olması ile ilgili farkındalığının izlenim yönetimi davranışı göstermesindeki etkisini incelemektir. Araştırma, yatay kesit türünde gerçekleştirilmiştir. 13 farklı örgütten 427 çalışan örnekleme seçilmiştir. Ölçeklerin güvenilirliği, içsel tutarlılık güvenilirliği, geçerliliği ise yapısal geçerlilik (faktör analizi) ile teşhis edilmiştir. Önerilen ilişkiler yapısal eşitlik modeli ile test edilmiştir. Araştırma bulgularına göre, bir izlenim yönetimi davranışı olan “kendini sevdirerek niteliklerini tanıtma” liderüye etkileşiminden etkilenmektedir. Lider-üye etkileşimin “katkı” boyutu beklendiği şekilde izlenim yönetimi davranışının ortaya çıkışını negatif yönde etkilemektedir. Beklentilerin aksine, lider üye etkileşiminin “duygu ve profesyonel duruş” boyutu izlenim yönetimi davranışının ortaya çıkışını olumlu yönde etkilemektedir.

Kaynakça

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A NEW CONSEQUENCE OF LEADER-MEMBER-EXCHANGE: IMPRESSION MANAGEMENT TACTICS

Yıl 2021, Cilt: 16 Sayı: 56, 740 - 768, 31.07.2021
https://doi.org/10.14783/maruoneri.805098

Öz

When members of the in-group and out-group formed by the leader are aware of this categorization, employees’ motivation, attitudes towards job or organization, and performance can be affected by being a member in-group or out-group (leader-member exchange, LMX). One of the consequences of this categorization awareness is impression management tactics displayed by an employee. Impression management is a goaldirected process in which individuals try to influence the perceptions of other people about a person, object or event. The purpose of the study is to investigate the effect of awareness of being a member in-group or outgroup for the employee on impression management tactic. A cross-sectional survey is utilized in this research. 427 employees are selected from 13 different organizations. The reliability of the scales is diagnosed via an internal reliability coefficient. The validity of the scales is diagnosed via construct validity (factor analysis). The proposed relationships are tested using structural equation modeling (SEM). According to research findings, ingratiation by self-promotion, one dimension of impression management, is affected by leader-memberexchange. Contribution dimension of LMX influences utilizing of impression management tactic negatively, as expected. Contrary to expectations, LMX in terms of affect and professional respect influences arising of impression management tactic positively.

Kaynakça

  • Agina, M., Mohammad, M. A., & Omer, A. (2017). Role of Leader-Member Exchange and Impression Management in Employee Performance at Hotels. Journal of the Faculty of Tourism and Hotels-University of Sadat City, 1(2/1), 217-234.
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  • Arkin, R. M. and J. A. Sheppard (1990). Strategic self-presentation: An overview. Cody, M. J. M. and Bristol M. L. (Eds), The psychology of tactical communication (pp.174-193), Bristol: Multilingual Matters Ltd.
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  • Maher, L.P., Gallagher, V.C., Rossi, A. M., & Ferris, G. R. (2018). Political skill and will as predictors of impression management frequency and style: A three-study investigation. Journal of Vocational Behavior, 107, 276-294.
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  • Martin, R., Epitropaki, O., Geoff, T., & Topakas, A. (2010). A Review of Leader-Member Exchange (LMX) research: Future prospects and directions. Hodgkinson, G. P., & Ford, J. K. (Eds.). International Review of Industrial and Organizational Psychology, 25 (pp 35-88). New York: John Wiley & Sons Ltd.
  • Maslyn, J. M., & Uhl-Bien, M. (2005) LMX differentiation: key concepts and related empirical findings. Graen, G. & Graen, J. A. (Eds.), Global organizing designs, LMX leadership: The series, Vol. 3 (pp.73-98). Greenwich, CT: Information Age Publishing.
  • McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on subordinate performance. The Leadership Quarterly, 13, 545-559.
  • Morçin, S., & Çarıkçı, İ. (2016). Dönüştürücü/etkileşimci liderliğin iş tatminine etkisinde örgütsel özdeşleşmenin aracılık rolü: Antalya’daki beş yıldızlı otel işletmeleri örneği (The mediation role of organizational identification in the effect of transformational/transactional leadership upon job satisfaction: The case of five star hotel businesses in Antalya). Süleyman Demirel Üniversitesi İİBF Dergisi, 21(1), 97-112.
  • Nahrgang, J. D., Morgeson, F. P., & Ilies, R. (2009). The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108, 256-266.
  • Oğuzhan, T., & Sığrı, Ü. (2014). Eğitim örgütlerinde izlenim yönetimi taktiklerinin kullanımına etik iklim tipinin etkisinde lider-üye etkileşiminin aracılık rolü (The effects of ethical climate on impression management tactics in educational organizations: The mediating role of leader member exchange). Çankırı Karatekin Üniversitesi, Sosyal Bilimler Enstitüsü Dergisi, 5(1), 355-379.
  • Okursay, A., & Turan, H. (2014). Açımlayıcı Faktör Analizi ile Üniversite Yemekhanesinde Müşteri Memnuniyeti Üzerinde Etkili Olan Boyutların Belirlenmesi Üzerine Bir Uygulama (An Empirical Examination to Define Factors Effecting Customer Satisfaction Perceptions at University Cafteria). Doğuş Üniversitesi Dergisi, 15(1), 65-78.
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  • Piwinger, M., & Ebert, H. (2001). Impression management: Wie aus Niemand Jemand wird. Bentele,G., Piwinger, M., & Schönborn, G. Bentele (Eds.), Kommunikationsmanagement: Strategien, Wissen, Lösungen. 1 (pp.1-2). Neuwied: Luchterhand.
  • 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.
  • Rioux, S. M., & Penner, L. A. (2001). The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86(6), 1306-1314. doi: 10.1037/0021-9010.86.6.1306
  • Rosenfeld, P., Giacalone, R. A., & Riordon, C. (1995). Impression management in organizations. London: Routhledge.
  • Roth, D. L., Harris, R. N., & Snyder, C. R. (1988). An individual differences measure of attributive and repudiative tactics of favorable self-presentation. Journal of Social and Clinical Psychology, 6, 159-170.
  • Scandura, T. A. (1999). Rethinking leader-member exchange: an organizational justice perspective. Leadership Quarterly, 10, 25-34.
  • Scandura, T. A., & Schriesheim, C. A. (1994). Leader-member exchange and supervisor career mentoring as complementary concepts in leadership research. Academy of Management Journal, 37, 1588-1602.
  • Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations. Monterey, Calif: Brooks/Cole.
  • Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: a comprehensive review of theory, measurement, and data analytic practices. Leadership Quarterly, 10, 63-82.
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  • Şencan, H. (2005). Sosyal ve davranışsal ölçümlerde güvenilirlik ve geçerlilik (Reliability and validity in social and behavioral measurment). Ankara: Seçkin Yayınevi.
  • Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50, 505-535.
  • Sparrowe, R. T., & Popielarz, P. A. (1995). Getting ahead in the hospitality industry: An event history analysis of promotions among hotel and restaurant employees. Hospitality Research Journal, 19(4), 99-118.
  • Stevens, C. K., & Kristof, A.L. (1995). Making the right impression: A field study of applicant impression management during job interviews. Journal of Applied Psychology, 80, 587-606.
  • Tatar, İ. (2006). Impression management, self perception and stress: Study in land forces command. Institute of Defense, Istanbul.
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  • Thomas, G., Martin, R., Epitropaki, O., & Guillaume, Y. (2013). Social cognition in leader-follower relationships: Applying insights from relationship science to understanding relationship-based approaches to leadership. Journal of Organizational Behavior, 34, 63-81.
  • Türköz T. (2010). Çalışanların öz liderlik algısının izlenim yönetimi taktiklerini kullanımlarına olan etkileri: Savunma sanayinde uygulamalı bir araştırma (Unpublished master’s dissertation). Turkish Military Academy, İstanbul.
  • Türkyılmaz, M. (2012). Bilgi iletişim teknolojilerinin okumaya yönelik tutuma etkisi (The affect of information communication technologies towards reading attitudes). Bilgi Dünyası, 13(2), 477-493.
  • Wakabayashi, M., Graen, G., Graen, M., & Graen, M. (1988). Japanese management progress: mobility into middle management. Journal of Applied Psychology, 73, 217-227.
  • Wayne, S., & Green, S. (1993). The effects of leader-member exchange on employee citizenship and impression management behavior. Human Relations, 46(12), 1531-1440.
  • Weng, L. C., & Chang, W.C. (2015). Does impression management really help? A Multilevel testing of the mediation role of impression management between personality traits and leader-member exchange. Asian Pacific Review, 20(1), 2-10.
  • Wulani, F., & Lindawati, T. (2018). The coworker’s impression management, LMX, and interpersonal deviance: The moderating effect of A fellow employee’s LMX. Journal of Organizational Culture, Communication and Conflict, 22(1), 1-14.
  • Yang, C. F. (1998). Psychocultural foundations of informal groups: The issues of loyalty, sincerity, and trust. Dittmer L., Fukui H., & Lee, P. (Eds.). Informal Politics in East Asia (pp.85-105). New York: Cambridge University Press.
  • Yıldırım, İ (2015). Okul Yöneticilerinin Kişilik ve Denetim Odağı Özelliklerinin Öğretmenlerin İş Doyumu ve Okul Etkililiği Açısından İncelenmesi. (Unpublished doctoral dissertation), Atatürk University, Erzurum.
  • Yılmaz, V., & Varol, S. (2015). Hazır yazılımlar ile yapısal eşitlik modellemesi: AMOS, EQS, Lisrel, (Structural equational modeling with software AMOS, EQS, Lisrell). Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 44, 28-44.
  • Zhao, H., Peng, Z., & Han, Y. (2012). Defining the perceptive aspects of leader-member exchange: A grounded investigation in the People’s Republic of China. African Journal of Business Management, 6(17), 5799-5806.
Toplam 105 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makale Başvuru
Yazarlar

Işık Çiçek 0000-0003-0870-3811

Yayımlanma Tarihi 31 Temmuz 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 16 Sayı: 56

Kaynak Göster

APA Çiçek, I. (2021). A NEW CONSEQUENCE OF LEADER-MEMBER-EXCHANGE: IMPRESSION MANAGEMENT TACTICS. Öneri Dergisi, 16(56), 740-768. https://doi.org/10.14783/maruoneri.805098

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