BibTex RIS Kaynak Göster

Yıkıcı Liderlik

Yıl 2014, Cilt: 10 Sayı: 1, 0 - , 28.03.2014

Yüksel Gündüz , Senem Dedekorkut

Öz

Bu çalışma ile örgüt, lider, çalışanlar ve onların aileleri için ciddi bir sorun olan yıkıcı liderlik ile ilgili Türkiye’de var olan kuramsal boşluğun doldurulması ve buna ilişkin alan çalışmalarına yardımcı olunması hedeflenmektedir.  Bu bağlamda yapılan çalışmada öncelikle, literatüre bağlı kalınarak çeşitli yazarlara ait yıkıcı liderlik tanımları yapılmıştır. Sonra yıkıcı liderlik türleri değişik açılardan tanıtılmış ve yıkıcı liderliği ortaya çıkaran nedenler açıklanmıştır. Daha sonra, yıkıcı liderliğin örgüt ve çalışanlar üzerindeki etkileri, yapılan araştırma sonuçlarına bağlı kalınarak verilmeye çalışılmıştır. Çalışmanın sonunda da yıkıcı liderliğin etkilerini ortadan kaldırmak veya en aza indirmek için alınması gereken önlemler üzerinde durulmuştur. Yıkıcı liderlik konusunda yapılan çalışmaların nihai amacı yıkıcı liderliğin kişilere ve kurumlara verdiği zararın önüne geçmektir. Bunun için de yıkıcı liderlik davranışlarını uygulanamaz kılacak etik bir çerçeve oluşturulmalıdır.

Anahtar Kelimeler

Lider yıkıcı lider yapıcı lider örgüt ast

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Adair, J. (2010). 100 harika fikir: Etkili liderlik ve yönetim için (Uyan, S., Çev.). İstanbul: Babıali Kültür.
  • Ashforth, B. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755-778.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55.
  • Couper, I. D. (2007). The impotence of being important – reflections on leadership. Annals of Family Medicine, 5(3), 261-262.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behavior: A definition and conceptual model. The Leadership Quarterly, 18, 207-216.
  • Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., & Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18, 195-20
  • Gachter, S., Nosenzo, D., Renner, E., & Sefton, M. (2012). Who makes a good leader? Cooperativeness, optimism, and leading-by-example. Economic Inquiry, 50(4), 953-967.
  • Goldman, A. (2011). Demagogue to dialogue: An alternative to toxic leadership in corporate downsizings. Organizational Dynamics, 40, 235-241.
  • Harris, K. C., Kacmar, K. M., Zivnuska, S. Z. (2007). An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship. The Leadership Quarterly, 18, 252–263.
  • Hauge, L. J., Skogstad, A. & Einarsen, S. (2007). Relationships between stressful work environments and bullying: Results of a large representative study. Work & Stress, 21(3), 220-242.
  • Illies, J. J. & Reiter-Palmon, R. (2008). Responding destructively in leadership situations: The role of personal values and problem construction. Journal of Business Ethics, 82, 251-272.
  • Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston, Massachusetts: Harvard Business School Press
  • Kelloway, E. K., Sivanathan, N., Francis, L., & Barling, J. (2005). Poor leadership. In J.
  • Barling, E. K. Kelloway, & M. R. Frone (Ed.), Handbook of work stress (s. 89-112). Thousand Oaks: Sage Mumford, M. D., Espejo, J., Hunter, S. T., Bedell-Avers, K. E., Eubanks, D. L. & Connelly, S. (2007). The sources of leader violence: A comparison of ideological and non-ideological leaders. The Leadership Quarterly, 18, 217-235.
  • Northouse, G. (2007). Leadership theory and practice (3. Baskı). Thousand Oak, London, New Delhe: Sage
  • Nyberg, A., Holmberg, I., Bernin, P., Alderling, M., Åkerblom, S., Widerszal-Bazyl, M., Magrin, M. E., Hasselhorn, H. M., Milczarek, M., D’Angelo, G., Denk, M., Westerlund, H. & Theorell, T. (2011). Destructive managerial leadership and psychological well-being among employees in Swedish, Polish, and Italian hotels. Work, 34, 267-281.
  • Padilla, A., Hogan, R. & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, sosceptible followers, and conducive environments. The Leadership Quarterly, 18, 176-194.
  • Reed, G. E. & Bullis, R. C. (2009). The impact of destructive leadership on senior military officers and civilian employees. Armed Forces & Society, 36(1), 5-18.
  • Schaubroeck, J., Walumbwa, F. O., Ganster, D. C. & Kepes, S. (2007). Destructive leader traits and the neutralizing influence of an “enriched” job. The Leadership Quarterly, 18, 236-251.
  • Schyns, B. & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138-158.
  • Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80-92. Tepper, B. J. (2000). Consequences of abusive supervision. The Academy of Management Journal, 43(2), 178-190.
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261-289.
  • Thoroughgood, C. N., Hunter, S. T. & Sawyer, K. B. (2011). Bad apples, bad barrels, and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership. Journal of Business Ethics, 100, 647-672.
  • Thoroughgood, C. N., Tate, B. W., Sawyer, K. B. & Jacobs, R. (2012). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19(2), 230-255.
  • Van de Vliert, E. & Einarsen, S. (2008). Cultural construals of destructive versus constructive leadership in major world niches. International Journal of Cross Cultural Management, 8(3), 275-295. Van de Vliert, E., Matthiesen, S. B., Gangsİy, R., Landro, A. B., & Einarsen, S. (2010). Winters, summers, and destructive leadership cultures in rich regions. Cross-Cultural Research, 44(4), 315-3

-

Yıl 2014, Cilt: 10 Sayı: 1, 0 - , 28.03.2014

Yüksel Gündüz , Senem Dedekorkut

Öz

This study aims at filling the theoretical gap in Turkish literature about destructive leadership which is a serious problem for organizations, leaders, followers, and their families; and contribute to related field studies. In this regard, first of all, the definitions of destructive leadership by several authors were made abiding by the literature. Then, types of destructive leadership were described in terms of several perspectives and causes that create destructive leadership were explained. Next, the study attempted to cover the effects of destructive leadership on organizations and employees on the grounds of research results. Finally, precautions that should be taken to eliminate or minimize destructive leadership were addressed. The ultimate purpose of studies on destructive leadership is to prevent the destruction it causes to persons and organizations. Therefore, an ethical framework that makes destructive leadership inapplicable should be implemented.

Anahtar Kelimeler

leader destructive leader constructive leader organization follower

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Adair, J. (2010). 100 harika fikir: Etkili liderlik ve yönetim için (Uyan, S., Çev.). İstanbul: Babıali Kültür.
  • Ashforth, B. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755-778.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55.
  • Couper, I. D. (2007). The impotence of being important – reflections on leadership. Annals of Family Medicine, 5(3), 261-262.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behavior: A definition and conceptual model. The Leadership Quarterly, 18, 207-216.
  • Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., & Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18, 195-20
  • Gachter, S., Nosenzo, D., Renner, E., & Sefton, M. (2012). Who makes a good leader? Cooperativeness, optimism, and leading-by-example. Economic Inquiry, 50(4), 953-967.
  • Goldman, A. (2011). Demagogue to dialogue: An alternative to toxic leadership in corporate downsizings. Organizational Dynamics, 40, 235-241.
  • Harris, K. C., Kacmar, K. M., Zivnuska, S. Z. (2007). An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship. The Leadership Quarterly, 18, 252–263.
  • Hauge, L. J., Skogstad, A. & Einarsen, S. (2007). Relationships between stressful work environments and bullying: Results of a large representative study. Work & Stress, 21(3), 220-242.
  • Illies, J. J. & Reiter-Palmon, R. (2008). Responding destructively in leadership situations: The role of personal values and problem construction. Journal of Business Ethics, 82, 251-272.
  • Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston, Massachusetts: Harvard Business School Press
  • Kelloway, E. K., Sivanathan, N., Francis, L., & Barling, J. (2005). Poor leadership. In J.
  • Barling, E. K. Kelloway, & M. R. Frone (Ed.), Handbook of work stress (s. 89-112). Thousand Oaks: Sage Mumford, M. D., Espejo, J., Hunter, S. T., Bedell-Avers, K. E., Eubanks, D. L. & Connelly, S. (2007). The sources of leader violence: A comparison of ideological and non-ideological leaders. The Leadership Quarterly, 18, 217-235.
  • Northouse, G. (2007). Leadership theory and practice (3. Baskı). Thousand Oak, London, New Delhe: Sage
  • Nyberg, A., Holmberg, I., Bernin, P., Alderling, M., Åkerblom, S., Widerszal-Bazyl, M., Magrin, M. E., Hasselhorn, H. M., Milczarek, M., D’Angelo, G., Denk, M., Westerlund, H. & Theorell, T. (2011). Destructive managerial leadership and psychological well-being among employees in Swedish, Polish, and Italian hotels. Work, 34, 267-281.
  • Padilla, A., Hogan, R. & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, sosceptible followers, and conducive environments. The Leadership Quarterly, 18, 176-194.
  • Reed, G. E. & Bullis, R. C. (2009). The impact of destructive leadership on senior military officers and civilian employees. Armed Forces & Society, 36(1), 5-18.
  • Schaubroeck, J., Walumbwa, F. O., Ganster, D. C. & Kepes, S. (2007). Destructive leader traits and the neutralizing influence of an “enriched” job. The Leadership Quarterly, 18, 236-251.
  • Schyns, B. & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138-158.
  • Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80-92. Tepper, B. J. (2000). Consequences of abusive supervision. The Academy of Management Journal, 43(2), 178-190.
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261-289.
  • Thoroughgood, C. N., Hunter, S. T. & Sawyer, K. B. (2011). Bad apples, bad barrels, and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership. Journal of Business Ethics, 100, 647-672.
  • Thoroughgood, C. N., Tate, B. W., Sawyer, K. B. & Jacobs, R. (2012). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19(2), 230-255.
  • Van de Vliert, E. & Einarsen, S. (2008). Cultural construals of destructive versus constructive leadership in major world niches. International Journal of Cross Cultural Management, 8(3), 275-295. Van de Vliert, E., Matthiesen, S. B., Gangsİy, R., Landro, A. B., & Einarsen, S. (2010). Winters, summers, and destructive leadership cultures in rich regions. Cross-Cultural Research, 44(4), 315-3
Toplam 26 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Yüksel Gündüz

Senem Dedekorkut

Yayımlanma Tarihi 28 Mart 2014
Yayımlandığı Sayı Yıl 2014 Cilt: 10 Sayı: 1

Kaynak Göster

APA Gündüz, Y., & Dedekorkut, S. (2014). Yıkıcı Liderlik. Mersin Üniversitesi Eğitim Fakültesi Dergisi, 10(1). https://doi.org/10.17860/efd.78236

Makaleler dergide yayınlandıktan sonra yayım hakları dergiye ait olur.
Dergide yayınlanan tüm makaleler, diğerleri tarafından paylaşılmasına olanak veren Creative Commons Alıntı-Gayri Ticari-Türetilemez 4.0 Uluslararası (CC BY-NC-ND 4.0) lisansı altında lisanslanır.