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Yıl 2014, Cilt: 11 Sayı: 25, 491 - 508, 11.04.2014

Mazlum Çelik , Ömer Turunç , Necdet Bilgin

Öz

The aim of this study is to determine the effect of the employees’ leader-member exchange and career satisfaction on the development of the innovative behaviors that have a great importance for the businesses and the moderating role of the ethic in this effect. According to the study carried out on 593 employees, it is determined that the leader –member exchange and the career satisfaction affect the employees’ innovative behavior positively and significantly and effect ethical behavior negative and significantly; the ethic approach doesn’t affect the employees’ innovative behavior. Besides, according to the results of hierarchical regression analysis studied to understand whether there is ethic approach’s moderating role related to independent variables effect innovative behavior, dependent variables, it is determined that the ethical behavior has a moderating role for the influences of the career satisfaction to innovative behavior and doesn’t have a moderating role for the influences of leader –member exchange to innovative behavior

Anahtar Kelimeler

Leader –Member Exchange (LMX) Career Satisfaction Ethic Moderating Effect

Kaynakça

  • Aronson, E. (2001). Integrating Leadership Styles and Ethical Perspectives. Canadian Journal of Administrative Sciences, 18, 244–256.
  • Baker, T. L., Hunt, T.G. & Andrews, M. C. (2006). Promoting Ethical Behavior and Organizational Citizenship Behaviors: The Influence of Corporate Ethical Values. Journal of Business Research, 59, 849–857
  • Barnard, C. I. (1938). The Functions of the Executive. Cambridge, MA: Harvard University Press.
  • Baron, R. M. & Kenny, D. A. (1986). The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
  • Bass, B. M. (1998). Transformational leadership: Industry, Military, and Educational Impact. Mahwah, NJ: Lawrence Erlbaum.
  • Bass, B. M., & Steidlmeier, P. (1999). Ethics, Character, and Authentic Transformational Leadership Behavior. Leadership Quarterly, 10, 181–218.
  • Bettencourt, L. A. (2004). Change-Oriented Organizational Citizenship Behaviors: The Direct and Moderating Influence of Goal Orientation. Journal of Retailing, 80, 165–180.
  • Boerner, S., Eisenbeiss S. & Griesser, D. (2007). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders. Journal of Leadership and Organizational Studies, 13 (3), 15-26.
  • Burns, J. M. (1978). Leadership. New York: Harper & Row.
  • Caldwell, D. F. & O'reilly, C. (2003). The Determinats of Team-Based Innovation in Organizations. Small Group Resarch, 34 (4), 497-517.
  • Carmeli, A., Meitar, R. & Weisberg, J. (2006). Self-Leadership Skills and abilities. International Journal of ManPower, 27, 75-90.
  • Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences. Inc: Mahwah, New Jersey: Lawrence Erlbaum Associates.
  • Dose J. J. (1999). The Relationship Between Work Values Similarity and Team–Member and Leader–Member Exchange Relationships. Group Dynamics, 3 (1), 20-32.
  • Ferrell, O. C. and Skinner S. J. (1988). Ethical Behavior and Bureaucratic Structure in Marketing Research Organizations, Journal of Marketing Research, 25(1), 103-109.
  • Frost, P. J. & Egri, C. P. (1991). The Political Process of Innovation. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, 13, 229–295. Greenwich, CT: JAI Press.
  • Gaertner, K. N. (1989). Winning and Losing:Understanding Managers' Reactions to Strategic Change. Human Relations, 42, 527-546.
  • Gary, J. & Saks, A. M. (2005). Organizational Behavior. 6th Edition. Pearson Prentice Hall, Toronto.
  • Gerstner, C.R. & Day, D. V. (1997). Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues. Journal of Applied Psychology, 82 (6), 827-844.
  • Girodo, M. (1998). Machiavellian, Bureaucratic, and Transformational Leadership Styles in Police Managers: Preliminary Findings of Interpersonal Ethics. Perceptual and Motor Skills, 86, 419–427.
  • Graen, G. B. & Uhl-Bien, M. (1995). Relationship - Based Approach to Leadership :Development of Leader-Member Exchange (LMX) Theory Over 25 years: Applying a Multilevel, Multi-Domain Perspective. Leadership Quarterly, 6, 219–247.
  • Graen, G.B. & Uhl-Bien, M. (1991). The Transformation of Work Group Professionals into Self-Managing and Partially Self-Designing Contributors: Toward a Theory of Leadership-Making. Journal of Management Systems, 3 (3), 33-48.
  • Graen, G. B., Liden R. C. & Hoel, W. (1982). Role of Leadership in the Employee Withdrawal Process. Journal of Applied Psychology, 67, 868-872.
  • Greenhaus, J. H., Parasuraman S. & Wormley, E. M. (1990). Effects of Race on Organizational Experiences, Job Performance Evaluations and Career Outcomes. Academy of Management Journal, 33, 64–86.
  • Grosman, B. (1988), Corporate Loyalty: A Trust Betrayed. Penguin Books, Toronto: Viking Press.
  • Gumusluoglu, L. & Ilsev, A., (2009). Transformational Leadership, Creativity, and Organizational Innovation. Journal of Business Research, 62, 461-473.
  • Hitt, W. D. (1990). Ethics and leadership: Putting Theory Into Action. Columbus: Battelle Press.
  • Hofmans, J., Dries, N., Pepermans, R. (2008). The Career Satisfaction Scale: Response Bias Among Men and Women. Journal of Vocational Behavior, 73, 397–403.
  • Hosmer, L. T. (1987). The Institutionalisation of Unethical Behaviour. Journal of Business Ethics, 6, 439 – 447.
  • Igbaria, M., Greenhaus J. H. & Parasuraman, S. (1991). Career Orientations of MIS Employees: An Empirical Analysis. M/S Quarterly, 15(2), 151-169.
  • Jiang, J. & Klein, G. (1999-2000). Supervisor Support and Career Anchor Impact on the Career Satisfaction of the Entry-Level Information Systems Professional. Journal of Management Information Systems, 16(3), 219-240.
  • Joshi, A. W. & Randall S. (2001). The Indirect Effects of Organizational Controls on Salesperson Performance and Customer Orientation. Journal of Business Research, 54, 1–9.
  • Kanter, R.(1988). When a Thousand Flowers Bloom: Structural, Collective and social Conditions for Innovation at Work. In: Research in Organizational Behavior, Staw, B.M. and L.L. Cummings (Eds.). JAI Press, Greenwich, CT., USA., pp: 169-211.
  • Kanter, R. M. (1983). The Change Master. New York: Simon and Schuster.
  • Kuhnert, K. W. & Lewis, P. (1987). Transactional and Transformational Leadership: A Constructive/ Developmental Analysis. Academy of Management Review, 12, 648–657.
  • Lindsay, R. M., Lindsay, L. M. & Irvine, V. B. (1996). Instilling Ethical Behavior Organizations: A Survey of Canadian Companies. Journal of Business Ethics, 15, 393-407.
  • Mendonca, M. (2001). Preparing for Ethical Leadership in Organizations. Canadian Journal of Administrative Sciences, 18, 266–276.
  • Minett, D., Yaman, H. & Denizci, R. B. (2009). Leadership Styles and Ethical Decision-Making in Hospitality Management. International Journal of Hospitality Management, 28, 486–493.
  • Schminke, M., Ambrose, M. L. & Neubaum, D. O. (2005). The Effect of Leader Moral Development on Ethical Climate and Employee Attitudes. Organizational Behavior and Human Decision Processes, 97, 135–151.
  • Schweitzer, M. E., Ordo´nËœez L. & Douma, B. (2004). Goal Setting as a Motivator of Unethical Behavior. Academy of Management Journal, 47, 422–432.
  • Scott, S. G. & Bruce, R. A. (1994). Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace. Academy of Management Journal, 37(3), 580–607.
  • Spangenberg, H. & Theron, C.C. (2005). Promoting Ethical Follower Behaviour Through Leadership of Ethics: The Development of the Ethical Leadership Inventory (ELI). South African Journal of Business Management, 36 (2), 1-19.
  • Sullivan, S. E., Garden, W. A. & Martin, D. F. (1998). Careers in the Next Millennium: Directions for Future Research. Human Resource Management Review, 8(2), 165-185.
  • Şimşek, Ö. F. (2007). Yapısal Eşitlik Modellemesine Giriş: Temel İlkeler ve LISREL Uygulamaları (Introduction to Structural Equation Modeling: Basic Principles and LISREL Applications). Ekinoks.
  • Tabak, A. (2005). Lider ve Takipçileri. Ankara: Asil Yayın Dağıtım
  • Tierney, P., Farmer, S.M. & Graen, G.B. (1999). An Examination of Leadership and Employee Creativity: The Relevance of Traits and Relationships. Personnel Psychology, 52, 591–620.

LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA

Yıl 2014, Cilt: 11 Sayı: 25, 491 - 508, 11.04.2014

Mazlum Çelik , Ömer Turunç , Necdet Bilgin

Öz

Bu çalışmanın amacı işletmeler için büyük önemi olan yenilikçi davranışların
geliştirilmesinde Lider-Üye Etkileşimi ve Kariyer Memnuniyetinin etkisi ve bu etkide etiğin
düzenleyici rolünü belirlemektir. 593 çalışan üzerinde yapılan araştırma sonucunda; lider üye
etkileşiminin seviyesinin ve kariyer memnuniyetinin çalışanların yenilikçi davranışlarını pozitif
ve anlamlı olarak etkilediği, etik davranış üzerinde lider üye etkileşiminin pozitif, kariyer
memnuniyetinin negatif ve anlamlı olarak etkili olduğu, çalışanların yenilikçi davranışları
üzerinde etik davranışın etkisinin bulunmadığı belirlenmiştir. Ayrıca bağımlı değişken olan
yenilikçi davranış üzerinde bağımsız değişkenlerin etkisinde etik davranışın düzenleyici
rolünün bulunup bulunmadığını belirlemek amacıyla yapılan hiyerarşik regresyon analizi
sonucunda kariyer memnuniyetin yenilikçi davranış üzerine etkisinde etik davranışın
düzenleyici rolünün bulunduğu, lider üye etkileşiminin yenilikçi davranış üzerine etkisinde ise
düzenleyici etkisinin olmadığı tespit edilmiştir.

Anahtar Kelimeler

Lider üye etkileşimi kariyer memnuniyeti yenilikçilik etik düzenleyici etki

Kaynakça

  • Aronson, E. (2001). Integrating Leadership Styles and Ethical Perspectives. Canadian Journal of Administrative Sciences, 18, 244–256.
  • Baker, T. L., Hunt, T.G. & Andrews, M. C. (2006). Promoting Ethical Behavior and Organizational Citizenship Behaviors: The Influence of Corporate Ethical Values. Journal of Business Research, 59, 849–857
  • Barnard, C. I. (1938). The Functions of the Executive. Cambridge, MA: Harvard University Press.
  • Baron, R. M. & Kenny, D. A. (1986). The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
  • Bass, B. M. (1998). Transformational leadership: Industry, Military, and Educational Impact. Mahwah, NJ: Lawrence Erlbaum.
  • Bass, B. M., & Steidlmeier, P. (1999). Ethics, Character, and Authentic Transformational Leadership Behavior. Leadership Quarterly, 10, 181–218.
  • Bettencourt, L. A. (2004). Change-Oriented Organizational Citizenship Behaviors: The Direct and Moderating Influence of Goal Orientation. Journal of Retailing, 80, 165–180.
  • Boerner, S., Eisenbeiss S. & Griesser, D. (2007). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders. Journal of Leadership and Organizational Studies, 13 (3), 15-26.
  • Burns, J. M. (1978). Leadership. New York: Harper & Row.
  • Caldwell, D. F. & O'reilly, C. (2003). The Determinats of Team-Based Innovation in Organizations. Small Group Resarch, 34 (4), 497-517.
  • Carmeli, A., Meitar, R. & Weisberg, J. (2006). Self-Leadership Skills and abilities. International Journal of ManPower, 27, 75-90.
  • Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences. Inc: Mahwah, New Jersey: Lawrence Erlbaum Associates.
  • Dose J. J. (1999). The Relationship Between Work Values Similarity and Team–Member and Leader–Member Exchange Relationships. Group Dynamics, 3 (1), 20-32.
  • Ferrell, O. C. and Skinner S. J. (1988). Ethical Behavior and Bureaucratic Structure in Marketing Research Organizations, Journal of Marketing Research, 25(1), 103-109.
  • Frost, P. J. & Egri, C. P. (1991). The Political Process of Innovation. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, 13, 229–295. Greenwich, CT: JAI Press.
  • Gaertner, K. N. (1989). Winning and Losing:Understanding Managers' Reactions to Strategic Change. Human Relations, 42, 527-546.
  • Gary, J. & Saks, A. M. (2005). Organizational Behavior. 6th Edition. Pearson Prentice Hall, Toronto.
  • Gerstner, C.R. & Day, D. V. (1997). Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues. Journal of Applied Psychology, 82 (6), 827-844.
  • Girodo, M. (1998). Machiavellian, Bureaucratic, and Transformational Leadership Styles in Police Managers: Preliminary Findings of Interpersonal Ethics. Perceptual and Motor Skills, 86, 419–427.
  • Graen, G. B. & Uhl-Bien, M. (1995). Relationship - Based Approach to Leadership :Development of Leader-Member Exchange (LMX) Theory Over 25 years: Applying a Multilevel, Multi-Domain Perspective. Leadership Quarterly, 6, 219–247.
  • Graen, G.B. & Uhl-Bien, M. (1991). The Transformation of Work Group Professionals into Self-Managing and Partially Self-Designing Contributors: Toward a Theory of Leadership-Making. Journal of Management Systems, 3 (3), 33-48.
  • Graen, G. B., Liden R. C. & Hoel, W. (1982). Role of Leadership in the Employee Withdrawal Process. Journal of Applied Psychology, 67, 868-872.
  • Greenhaus, J. H., Parasuraman S. & Wormley, E. M. (1990). Effects of Race on Organizational Experiences, Job Performance Evaluations and Career Outcomes. Academy of Management Journal, 33, 64–86.
  • Grosman, B. (1988), Corporate Loyalty: A Trust Betrayed. Penguin Books, Toronto: Viking Press.
  • Gumusluoglu, L. & Ilsev, A., (2009). Transformational Leadership, Creativity, and Organizational Innovation. Journal of Business Research, 62, 461-473.
  • Hitt, W. D. (1990). Ethics and leadership: Putting Theory Into Action. Columbus: Battelle Press.
  • Hofmans, J., Dries, N., Pepermans, R. (2008). The Career Satisfaction Scale: Response Bias Among Men and Women. Journal of Vocational Behavior, 73, 397–403.
  • Hosmer, L. T. (1987). The Institutionalisation of Unethical Behaviour. Journal of Business Ethics, 6, 439 – 447.
  • Igbaria, M., Greenhaus J. H. & Parasuraman, S. (1991). Career Orientations of MIS Employees: An Empirical Analysis. M/S Quarterly, 15(2), 151-169.
  • Jiang, J. & Klein, G. (1999-2000). Supervisor Support and Career Anchor Impact on the Career Satisfaction of the Entry-Level Information Systems Professional. Journal of Management Information Systems, 16(3), 219-240.
  • Joshi, A. W. & Randall S. (2001). The Indirect Effects of Organizational Controls on Salesperson Performance and Customer Orientation. Journal of Business Research, 54, 1–9.
  • Kanter, R.(1988). When a Thousand Flowers Bloom: Structural, Collective and social Conditions for Innovation at Work. In: Research in Organizational Behavior, Staw, B.M. and L.L. Cummings (Eds.). JAI Press, Greenwich, CT., USA., pp: 169-211.
  • Kanter, R. M. (1983). The Change Master. New York: Simon and Schuster.
  • Kuhnert, K. W. & Lewis, P. (1987). Transactional and Transformational Leadership: A Constructive/ Developmental Analysis. Academy of Management Review, 12, 648–657.
  • Lindsay, R. M., Lindsay, L. M. & Irvine, V. B. (1996). Instilling Ethical Behavior Organizations: A Survey of Canadian Companies. Journal of Business Ethics, 15, 393-407.
  • Mendonca, M. (2001). Preparing for Ethical Leadership in Organizations. Canadian Journal of Administrative Sciences, 18, 266–276.
  • Minett, D., Yaman, H. & Denizci, R. B. (2009). Leadership Styles and Ethical Decision-Making in Hospitality Management. International Journal of Hospitality Management, 28, 486–493.
  • Schminke, M., Ambrose, M. L. & Neubaum, D. O. (2005). The Effect of Leader Moral Development on Ethical Climate and Employee Attitudes. Organizational Behavior and Human Decision Processes, 97, 135–151.
  • Schweitzer, M. E., Ordo´nËœez L. & Douma, B. (2004). Goal Setting as a Motivator of Unethical Behavior. Academy of Management Journal, 47, 422–432.
  • Scott, S. G. & Bruce, R. A. (1994). Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace. Academy of Management Journal, 37(3), 580–607.
  • Spangenberg, H. & Theron, C.C. (2005). Promoting Ethical Follower Behaviour Through Leadership of Ethics: The Development of the Ethical Leadership Inventory (ELI). South African Journal of Business Management, 36 (2), 1-19.
  • Sullivan, S. E., Garden, W. A. & Martin, D. F. (1998). Careers in the Next Millennium: Directions for Future Research. Human Resource Management Review, 8(2), 165-185.
  • Şimşek, Ö. F. (2007). Yapısal Eşitlik Modellemesine Giriş: Temel İlkeler ve LISREL Uygulamaları (Introduction to Structural Equation Modeling: Basic Principles and LISREL Applications). Ekinoks.
  • Tabak, A. (2005). Lider ve Takipçileri. Ankara: Asil Yayın Dağıtım
  • Tierney, P., Farmer, S.M. & Graen, G.B. (1999). An Examination of Leadership and Employee Creativity: The Relevance of Traits and Relationships. Personnel Psychology, 52, 591–620.
Toplam 45 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Araştırma Makaleleri
Yazarlar

Mazlum Çelik

Ömer Turunç

Necdet Bilgin

Yayımlanma Tarihi 11 Nisan 2014
Yayımlandığı Sayı Yıl 2014 Cilt: 11 Sayı: 25

Kaynak Göster

APA Çelik, M., Turunç, Ö., & Bilgin, N. (2014). LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 11(25), 491-508.
AMA Çelik M, Turunç Ö, Bilgin N. LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi. Nisan 2014;11(25):491-508.
Chicago Çelik, Mazlum, Ömer Turunç, ve Necdet Bilgin. “LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA”. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 11, sy. 25 (Nisan 2014): 491-508.
EndNote Çelik M, Turunç Ö, Bilgin N (01 Nisan 2014) LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 11 25 491–508.
IEEE M. Çelik, Ö. Turunç, ve N. Bilgin, “LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA”, Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, c. 11, sy. 25, ss. 491–508, 2014.
ISNAD Çelik, Mazlum vd. “LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA”. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 11/25 (Nisan 2014), 491-508.
JAMA Çelik M, Turunç Ö, Bilgin N. LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi. 2014;11:491–508.
MLA Çelik, Mazlum vd. “LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA”. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, c. 11, sy. 25, 2014, ss. 491-08.
Vancouver Çelik M, Turunç Ö, Bilgin N. LİDER-ÜYE ETKİLEŞİMİ VE KARİYER MEMNUNİYETİNİN YENİLİKÇİ DAVRANIŞA ETKİSİNDE ETİĞİN DÜZENLEYİCİ ROLÜNE YÖNELİK DENEYSEL BİR ARAŞTIRMA. Mustafa Kemal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi. 2014;11(25):491-508.

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