BİLGİ YOĞUN SEKTÖRLERDE YÖNETİMSEL LİDERLİĞİN KARŞILAŞTIRILMASI: LİDERLİK BECERİLERİ VE TARZLARI YÖNETİM KADEMELERİNE GÖRE NASIL DEĞİŞİKLİK GÖSTERİR?

Yıl 2019, , 149 - 160, 30.04.2019

Mustafa Doruk Mutlu

https://doi.org/10.33723/rs.550439

Öz

Günümüzün küreselleşmiş dünyasında, yenilikçi olmak birçok kuruluş için
en önemli öncelik haline gelmiştir. Bilgi odaklı sektörler, rekabet eden ülke
ekonomileri için daha önemli olmaya başlamıştır. Bu gelişmeler, “bilgi yoğun
firmalar (BYF)” olarak adlandırılan yeni örgütlenme biçimlerinin yanı sıra
“bilgi işçisi” olarak adlandırılan yeni bir çalışan türü ortaya çıkarmıştır. Bu
tür çalışanlar beyin güçlerini kullanır ve çoğunlukla fiziksel görevlere dayalı
olan el işçiliğinden farklı bir yaşam şekli olarak düşünerek geçimlerini
sağlarlar. Bilgi işçileri genellikle bilgi yoğun firmalarda çalışırlar. Ayrıca
teorik ve analitik becerilerini karmaşık sorunlara yaratıcı çözümler bulmak ve
yeni ürün veya hizmet geliştirme süreçlerindeki belirsizliklerle başa çıkmak
için kullanırlar. Aslında, bilgi işçilerinin ortaya çıkardıkları yeni bilgileri
ve ürünleri, kurum içinde ve dışında çoğaltmak kolay değildir.Bu sebeple bu
bilgili çalışanlar bilgi yoğun kuruluşların en değerli kaynaklarıdır.
Konularında uzman olmaları, bilgi çalışanlarına işlerinde özerklik ve kontrol
gücü verir. Bu açıdan bakıldığında bilgi yoğun ortamlarda geleneksel yönetim
yaklaşımları ve yöneticilerin liderlik stilleri sorgulanır. Bu nedenle, çağdaş
bilgi odaklı organizasyonların niteliği ve değişen odakları, üst düzey
yöneticiler için yeni liderlik becerileri ve stilleri ve ortaya çıkarmıştır.
Hem yöneticiler hem de bilgi çalışanları ile yapılan görüşmeler, bilgi yoğun
firmalara liderlik yapan yöneticilerin örgüt kademelerine bağlı olarak, farklı
liderlik beceri ve tarzlarına sahip olmaları gerektiğini göstermiştir.

Anahtar Kelimeler

Liderlik, Yöneticiler, Bilgi Işçileri ve Bilgi Yoğun Iş, Bilgi Işçileri ve Bilgi Yoğun Iş

COMPARING MANAGERIAL LEADERSHIP IN KNOWLEDGE INTENSIVE CONTEXT: HOW LEADERSHIP SKILLS AND STYLES DIFFERS AMONG ORGANIZATIONAL LEVELS?

Öz

In today's globalized world,
being innovative has become a top priority for many organizations. The knowledge-oriented
sectors have started to gain much power and attention for the competing
economies. Such developments give rise to new form of organizations named as
“knowledge intensive firms (KIFs)” along with a new type of employee called as
“knowledge worker.” Such workers use their brain power and think for a living
unlike manual workers whose work is mostly based on physical tasks. Knowledge
workers are generally work in knowledge intensive firms and use their
theoretical and analytical skills to find   creative solutions to
complex problems and dealing with uncertainty of knowledge creation through new
product or service development. İn fact, the new knowledge and the products
they create is not easy to replicate both inside and outside of organization. These
workers are the most valuable assets of knowledge intensive organizations.
Being expert and skillful gives knowledge workers the autonomy and control
power on their job. Traditional approaches and leadership styles of
managers are questioned and not welcomed in such settings. Therefore, the
changing focus and the nature of these contemporary organizations unearthed new
leadership styles and approaches for the executive officers. Interviews with
managers and knowledge workers revealed that different managerial skills and
leadership styles are favored depending on the organizational levels of
managers doing leadership in knowledge intensive setting.

Anahtar Kelimeler

Leadership, Managers, Knowledge Workers, And Knowledge Intensive Work

Kaynakça

• Alvesson, M. (1993). Organizations as rhetoric: knowledge-intensive firms and the struggle with ambiguity. Journal of Management Studies, 30(6), pp.997-1015.
• Alvesson, M. (1995). Management of Knowledge-intensive companies. Berlin: de Gruyter.
• Alvesson, M. (2000). Social Identity and the Problem of Loyalty in Knowledge-Intensive Companies. Journal of Management Studies, 37(8), pp. 1101-1124.
• Alvesson, M. (2001). Knowledge work: Ambiguity, image and identity. Human Relations. 54(7) pp. 863-886.
• Alvesson, M. (2004). Knowledge work and knowledge-intensive firms. Oxford: Oxford University press.
• Alvesson, M. and Sveningson, S. (2003a). The great disappearing act: difficulties in doing “Leadership”. The Leadership Quarterly, 14(2003), pp. 359-381.
• Alvesson, M., & Sveningsson, S. (2003b). Good Visions, Bad Micro-management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive Organization. Organization Studies, 24(6), pp. 961-988.
• Alvesson, M. and Sveningsson, S. (2003c). Managers Doing Leadership: The Extra-coordinatization of the Mundane. Human Relations, 56(12), p. 1435-1459.
• Blackler, F. (1996). Knowledge, knowledge work and organizations: An Overview and Interpretation. Organization Studies, 16(1995), pp.1021-1046.
• Beever, Charley Patterson, Anna Rotz, Greg Vlak, A. (2010). The Missing Link in Pharmaceutical R&D. Retrieved from http://www.strategyand.pwc.com/media/file/The_Missing_Link.pdf.
• Bryman, A (2008). Social Research Methods, Oxford: Oxford University Press.
• Bryman, A., Stephens, M. & Campo., C (1996). The importance of context: Qualitative Research and the study of leadership. Leadership Quarterly, 7(3), pp.353-370.
• Clegg, S., Kornberger, M. and Pitsis, T (2008). Managing & Organizations: An Introduction to Theory and Practice. London: Sage.
• Davenport, T., Jarvenpaa, S., & Beers, M. (1996). Improving Knowledge Work Processes. Sloan Management Review, 37 (Summer 1996), pp. 53-65.
• Donnelly, R. (2004). How “free” is the free worker? An investigation into the working arrangements that is available to knowledge workers. Personnel Review, 35(1), pp. 78-97.
• Drucker, P. (1993). Post -Capitalist Society New York: HarperCollins Publishers, Inc.
• Drucker, P. (1999). Knowledge-worker productivity: the biggest challenge. California Management Review, 41(2), pp.79-94.
• Dubrin, A.J. (2007). Leadership. Boston: Houghton Mifflin Company.
• Edwards, T. (2007). A critical account of knowledge management: agentic orientation and SME innovation. International Journal of Entrepreneurial Behaviour Research, 13(2), pp. 64-81. Frenkel, S., Korczynski, M., Donoghue, L., & Shire, K. (1995). Re-constituting work: Trends towards knowledge work and info-normative control. Work Employment Society, 9(4), pp. 773.
• Fincham, R. (1999). The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change. Journal of Management Studies, 36(3), 335-351.
• Green, S. G. (1995). Top Management Support of R&D Projects: A Strategic Leadership Perspective. IEEE Transactions on Engineering Management, 42(3), 223–232. http://doi.org/10.1109/17.403740.
• Greenwood, R., Li, S. X., Prakash, R., & Deephouse, D. L. (2005). Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms. Organization Science, 16(6), 661–673. http://doi.org/10.1287/orsc.1050.0159.
• Hair, J.F., Money, A.H., Samouel, P. & Page, M. (2007). Research Methods for Business. New Jersey: John Wiley and Sons Inc.
• Hambrick, D. C. (1989). Putting Top Managers Back in the Strategy Picture. Strategic Management Journal, 10, 5–15. http://doi.org/10.1002/smj.4250100703 Mintzberg, H. (1983). Structure in fives. NJ: Prentice-Hall, Inc.
• Hughes, R., Curphy, G. & Ginnett R. (2009). Leadership: Enhancing the Lessons of Experience, Sixth Edition. New York, NY: Published by McGraw-Hill/Irwin.
• James, S.C. (1997). Technological and Management Innovation as Partners for Economic Innovation. In: Soares et al., eds. Strategies and Policies, Netherlands: Kluwer Academic Publishers.
• Kärreman, D., Sveningsson, S. & Alvesson, M. (2002). The return of the machine bureaucracy: Management control and knowledge work. International Studies of Management and Organizations, 32(2), pp.70-92.
• Kimberly, J. R., Nord, W. R., & Tucker, S. (2006). Implementating Routine and Radical Innovations. Administrative Science Quarterly, 33(2), 314. http://doi.org/10.2307/2393064.
• Kotter, J.P. (2004). Managing+Leading=True Leadership. Executive Leadership, September(2004), pp. 8.
• Matthews B. & Ross, L. (2010). The Research Methods. Essex: Pearson Education Limited.
• Mintzberg, H. (1979). The structuring of organizations. London: Prentice Hall International Inc.
• Mintzberg, H. (1983). Structure in fives. NJ: Prentice-Hall, Inc.
• Mintzberg, H. (1998). Covert leadership: notes on managing professionals. Knowledge workers respond to inspiration, not supervision. Harvard Business Review, 76(6), pp.140-147.
• Monsted, M. (2003). New leadership roles toward knowledge workers. LOK Research Conference, Middelfart, Forfatter: December 1-2, 2(2003). pp. 1-14.
• Mullins, L.J. (2002). Management and organizational behaviour. Essex: Pearson Education Limited.
• Newell, S. Robertson, M., Scarbrough, H. and Swan. J. (2009). Managing Knowledge Work and Innovation. Hampshire: Palgrave Macmillan.
• Northouse, P.G. (2007). Leadership. London: Sage.
• Scarbrough, H. (1999). Knowledge as work: Conflicts in the management of knowledge workers. Technology Analysis & Strategic Management. 11(1) pp. 5-16.
• Robertson, M., & Swan, J. (2003). Control - What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm. Journal of Management Studies, 40(4), pp. 831-858.
• Robertson, M., & Swan, J. (1998). Modes of organizing in an expert consultancy: a case study of knowledge, power and egos. Organization, 5(4), pp. 543-564.
• Robertson, M., & Swan, J. (2004). Going Public: The Emergence and Effects of Soft Bureaucracy within a Knowledge-Intensive Firm. Organization, 11(1), pp. 123-148.
• Reed Michael, (1992). "Experts, Professions and Organizations in Late Modernity", Management Research News, 15(5/6), pp.55 – 56.
• Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and research. New York: Free Press.
• Trevelyan, R. (2001). The Paradox of Autonomy: A Case of Academic Research Scientists. Human Relations, 54(4), p.495-525.
• Wallace, W. (2015). Escaping the Expertise Trap. Corporate America, June, 23.
• Wallace, W Creelman, D. (2015). Leading People When They Know More Than You. Hbr.org. Retrieved from https://hbr.org/2015/06/leading-people-when-they-know-more-than-you-do.
• Yin, R. (2009). Case Study Research. London: Sage.
• Yukl, G. (2010). Leadership in Organizations. New Jersey: Pearson Prentice Hall.