The Effect of Authentic Leadership on Flow at Work: The Role of Psychological Climate

Yıl 2023, , 43 - 71, 13.06.2023

Meryem Derya Yeşiltaş , Azmi Yalçın , Sefer Yılmaz

https://doi.org/10.52836/sayistay.1238249

Öz

This study aims to examine how authentic leadership (AL) affects employees’ flow experiences and the indirect effect of AL on flow at work (FaW) through psychological climate (PC). It offers a different perspective in terms of testing the connection between AL and FaW through the business environment. Its sample consists of 391 public sector employees from different cities in Türkiye. In the study, convenience and snowball sampling methods were used together. Results indicate that perceived AL has a positive and significant impact on the perceived PC. Perceived AL
and perceived PC effect the FaW positively. The most important finding of the study is that PC positively mediates the effect of perceived AL on the FaW experience.

Anahtar Kelimeler

Authentic Leadership, Work Flow Experience, Psychological Climate, Public Employees, Mediation

Otantik Liderliğin İşte Akışa Etkisi: Psikolojik İklimin Rolü

Öz

Bu çalışma, otantik liderliğin çalışanların akış deneyimlerini nasıl etkilediğini ve otantik liderliğin işte akış üzerindeki dolaylı etkisini psikolojik iklim üzerinden incelemeyi amaçlamaktadır. Bu çalışma, otantik liderlik ile işteki akış arasındaki bağlantıyı iş ortamı üzerinden test etmesi açısından farklı bir bakış açısı sunmaktadır. Araştırmanın örneklemini Türkiye’de farklı şehirlerden 391 kamu çalışanı oluşturmaktadır. Araştırmada kolayda ve kartopu örnekleme yöntemleri bir arada kullanılmıştır. Sonuçlar, algılanan otantik liderliğin algılanan psikolojik iklim üzerinde olumlu ve anlamlı bir etkiye
sahip olduğunu göstermektedir. Algılanan otantik liderlik ve algılanan psikolojik iklim işteki akışı olumlu yönde etkilemektedir. Araştırmanın en önemli bulgusu, psikolojik iklimin algılanan otantik liderliğin çalışanın iş akış deneyimine etkisine olumlu yönde aracılık etmesidir.

Anahtar Kelimeler

Otantik Liderlik, İş Akış Deneyimi, Psikolojik İklim, Kamu Çalışanları, Aracılık

Kaynakça

• Adil, A., Kamal, A. and Shujja, S. (2019). Perceived Authentic Leadership in Relation to In-role and Extra-role Performance: A Job Demands and Resources Perspective. Journal of Behavioural Sciences, 29(1).
• Akçakanat, T., Erhan, T. and Uzunbacak, H.H. (2019). Meslek aşkının iş tatmini üzerine etkisi: akış deneyiminin aracı rolü. İzmir Katip Çelebi Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 2(1), 80-95.
• Alzghoul, A., Elrehail, H., Emeagwali, O.L. and Al Shboul, M.K. (2018). Knowledge management, workplace climate, creativity and performance: The role of authentic leadership. Journal of Workplace Learning.
• Andreassen, C.S., Hetland, J. and Pallesen, S. (2010). The relationship between ‘workaholism’, basic needs satisfaction at work and personality. European Journal of Personality: Published for the European Association of Personality Psychology, 24(1), 3-17.
• Argon, T. and Limon, İ. (2017). Psikolojik iklim ölçeğinin Türkçeye uyarlanması: geçerlik ve güvenirlik çalışması. Journal of Human Sciences, 14(3), 2888-2901.
• Avolio, B.J., Gardner, W.L., Walumbwa, F., Luthans, F. and May, D.R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801-823.
• Avolio, B.J. and Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
• Bamford, M., Wong, C.A. and Laschinger, H. (2012). The influence of authentic leadership and areas of worklife on work engagement of registered nurses. Journal of Nursing Management, 1–12.
• Bakker, A.B. (2005). Flow among music teachers and their students: The crossover of peak experiences. Journal of vocational behavior, 66(1), 26-44.
• Bakker, A. (2008), The Work-Related Flow Inventory: Construction and Initial Validation of the WOLF, Journal of Vocational Behavior, (72), 400-414.
• Bakker, A.B. and Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of managerial psychology, 22(3), 309-328.
• Banks, G.C., McCauley, K.D., Gardner, W.L. and Guler, C.E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652.
• Barrick, M.R., Mount, M.K. and Li, N. (2013). The theory of purposeful work behavior: The role of personality, higher-order goals, and job characteristics. Academy of Management Review, 38(1), 132–153.
• Brown, S. and Leigh, T. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358-360.
• Carr, J.Z., Schmidt, A.M., Ford, J.K. and DeShon, R.P. (2003). Climate perceptions matter: a Metaanalytic path analysis relating molar climate, cognitive and affective states and individual level work outcomes, Journal of Applied Psychology, 88(4), 605-619.
• Catley, D. and Duda, J.L. (1997). Psychological antecedents of the frequency and intensity of flow in golfers. International Journal of Sport Psychology, 28, 309–322.
• Chun, J.U., Sosik, J.J. and Yun, N.Y. (2012). A longitudinal study of mentor and protégé outcomes in formal mentoring relationships. Journal of Organizational Behavior, 33(8), 1071-1094.
• Colombo, L. and Zito, M. (2014). Demands, resources and the three dimensions of Flow at Work. A study among professional nurses. 4, 255-264.
• Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row.
• Csikszentmihalyi, M. and Csikszentmihalyi, I. (1988). Optimal experience: psychological studies of flow in consciousness. Cambridge, UK: Cambridge University Press.
• Csikszentmihalyi, M. (2003). Good Business, Leadership, flow, and the making of meaning. USA: Pinguin Books.
• De Hoogh, A.H. and Den Hartog, D.N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The leadership quarterly, 19(3), 297-311.
• Debus, M.E., Sonnentag, S., Deutsch, W. and Nussbeck, F.W. (2014). Making flow happen: The effects of being recovered on work-related flow between and within days. Journal of Applied Psychology, 99(4), 713-722.
• Demerouti, E. (2006). Job characteristics, flow, and performance: the moderating role of conscientiousness. Journal of Occupational Health Psychology, 11(3), 266-280.
• Demerouti, E., Bakker, A.B., Sonnentag, S. and Fullagar, C.J. (2012). Work‐related flow and energy at work and at home: A study on the role of daily recovery. Journal of Organizational Behavior, 33(2), 276-295.
• Dickson, M.W., Resick, C.J. and Hanges, P.J. (2006). When organizational climate is unambiguous, it is also strong. Journal of Applied Psychology, 91, 351-364.
• Dickson, M.W., Smith, D.B., Grojean, M.W. and Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. The leadership quarterly, 12(2), 197-217.
• Diener, E. (2000). Subjective well-being, the science of happiness and a proposal for a national index. American Psychologist, 55, 34–43.
• Eagly, A. (2005). Achieving relational authenticity in leadership: does gender matter?, The Leadership Quarterly, 16(3), 459-474.
• Engeser, S. and Rheinberg, F. (2008). Flow, performance and moderators of challenge-skill balance. Motivation and Emotion, 32, 158–172.
• Fernández-Muñiz, B., Montes-Peón, J.M. and Vázquez-Ordás, C.J. (2017). The role of safety leadership and working conditions in safety performance in process industries. Journal of Loss Prevention in the Process Industries, 50, 403-415.
• Fullagar, C.J. and Kelloway, E.K. (2009). Flow at work:An experience sampling approach. Journal of Occupational and Organizational Psychology, 82(3), 595-615.
• Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R. and Walumbwa, F.O. (2005), Can you see the real me? A self-based model of authentic leader and follower development, The Leadership Quarterly, 16(3), 343-372.
• Gill, C. and Caza, A. (2015). An investigation of authentic leadership’s individual and group influences on follower responses. Journal of Management, 20(10), 1–25.
• George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, CA: Jossey Bass.
• George, D., and Mallery, P. (2010). SPSS for Windows step by step. A simple study guide and reference (10. Baskı). GEN, Boston, MA: Pearson Education.
• Hair, J.F. Jr., Black, W.C. Babin, B.J. and Anderson, R.E. (2014). Multivariate data analysis. Seventh Ed., Essex: Pearson Education.
• Hayes, A.F. (2013). An Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach. New York: Guilford.
• Hmieleski, K.M., Cole, M.S. and Baron, R.A. (2012), Shared authentic leadership and new venture performance, Journal of Management, 38(5), 1476-1499.
• Ilies, R., Morgeson, F.P. and Nahrgang, J.D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The leadership quarterly, 16(3), 373-394.
• Ishimura, I., and Kodama, M. (2006). Dimensions of flow experience in Japanese college students: Relation between flow experience and mental health. Journal of Health Psychology, 13, 23-34.
• Jackson, S.A. and Eklund, R.C. (2002). Assessing flow in physical activity: The flow state scale and dispositional flow scale. Journal of Sport and Exercise Psychology, 24, 133-150.
• Jackson, S.A., Thomas, P.R., Marsh, H.W. and Smethurst, C.J. (2001). Relationships between flow, self-concept, psychological skills, and performance. Journal of Applied Sport Psychology, 13, 129-153.
• James, L.R. and James, L.A. (1989). Integrating work environment perceptions: Explorations into the measurement of meaning. Journal of Applied Psychology, 74(5), 739-751.
• James, L.R., Choi, C.C., Ko, C.H.E., McNeil, P.K., Minton, M.K., Wright, M.A. and Kim, K. (2008), Organizational and psychological climate: a review of theory and research, European Journal of Work and Organizational Psychology, 17(1), 5-32.
• Jensen, S.M. and Luthans, F. (2006). Relationship between entrepreneurs’ psychological capital and their authentic leadership. Journal of Managerial Issues, 18(2), 254–273.
• Kalaycı, Ş. (2010). SPSS uygulamalı çok değişkenli istatistik teknikleri (5. Baskı). Ankara: Asil Yayın Dağıtım.
• Kasa, M., and Hassan, Z. (2015). The role of flow between burnout and organizational citizenship behavior (OCB) among hotel employees in Malaysia. Procedia-Social and Behavioral Sciences, 211, 199–206.
• Kılıç, K.C., Özer, A. and Aydın, Y. (2016). Mesleki iş etiği ölçeğinin Türkçe’ye uyarlaması: Geçerlilik ve güvenirlik çalışması. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 25(2), 213-232.
• Kline, R.B. (2011). Principles and practice of structural equation modeling. Third Edition, Newyork: Guilford publications.
• Koys, D.J. and DeCotiis, T.A. (1991), Inductive measures of psychological climate, Human Relations, 44(3), 265-285.
• Kuo, T.H. and Ho, L.A. (2010). Individual difference and job performance: The relationships among personal factors, job characteristics, flow experience, and service quality. Social Behavior and Personality: An International Journal, 38(4), 531–552.
• Lan, J., Wong, C.S., Jiang, C., and Mao, Y. (2017). The effect of leadership on work-related flow: a moderated mediation model. Leadership and Organization Development Journal, 38(2), 210-228.
• Laschinger, H. K. S., Wong, C. A. and Grau, A. L. (2012). The influence of authentic leadership on newly graduated nurses’ experiences of workplace bullying, burnout and retention outcomes: A cross-sectional study. International journal of nursing studies, 49(10), 1266-1276.
• Lovelace, K. J., Manz, C. C. and Alves, J. C. (2007). Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control. Human resource management review, 17(4), 374-387.
• Luthans, F. and Avolio, B.J. (2003). Authentic leadership development, in Dutton, J., Quinn, R. and Cameron, K. (Eds), Positive Organizational Scholarship: Foundations of a New Discipline, 1st ed., Beret-Koehler, San Francisco, CA, pp. 241-258.
• Luthans, F. and Avolio, B.J. (2009). The “point” of positive organizational behavior. Journal of Organizational Behavior, 30, 291–307.
• Macik-Frey, M., Campbell Quick, J. and Cooper, C.L. (2009). Authentic leadership as a pathway to positive health. Journal of Organizational Behavior, 30(3), 453–458.
• McDowell, J., Huang, Y.K. and Caza, A. (2018). Does identity matter? An investigation of the effects of authentic leadership on student-athletes’ psychological capital and engagement. Journal of Sport Management, 32(3), 227-242.
• Meydan, C.H. and Şen, H. (2011). Yapısal Eşitlik Modellemesi AMOS Uygulamaları. Ankara: Detay Yayıncılık.
• Munyaka, S.A., Boshoff, A.B., Pietersen, J. and Snelgar, R. (2017). The relationships between authentic leadership, psychological capital, psychological climate, team commitment and intention to quit. Journal of Industrial Psychology, 43, 1430.
• Murcia, J.A.M., Gimeno, E.C. and Coll, D.G.C. (2008). Relationships among goal orientations, motivational climate and flow in adolescent athletes: Differences by gender. The Spanish Journal of Psychology, 11(1), 181-191.
• Nielsen, K. and Cleal, B. (2010). Predicting flow at work:Investigating the activities and job characteristics that predict flow states at work. Journal of Occupational Health Psychology, 15, 180–190.
• Parker, C.P., Baltes, B.B., Young, S.A., Huff, J.W., Altmann, R.A., LaCost, H.A. and Roberts,
• J.E. (2003). Relationships between psychological climate perceptions and work outcomes: a meta-analytic review, Journal of Organizational Behavior, 24(4), 389-416.
• Peus, C., Wesche, J.S., Streicher, B., Braun, S. and Frey, D. (2012). Authentic leadership: an empirical test of its antecedents, consequences, and mediating mechanisms, Journal of Business Ethics, 107(3), 331-348. Preacher, K.J. and Hayes, A.F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior research methods, 40(3), 879-891.
• Rego, A. and Cunha, M.P. (2008). Authentizotic climates and employee happiness: Pathways to individual performance?, Journal of Business Research, 61, 739–752.
• Rego, A., Sousa,F., Marques,C. and Cunha, M.P. (2012). Authentic leadership promoting employees’ psychological capital and creativity. Journal of Business Research, 65(3), 429-532.
• Rich, B.L., LePine, J.A. and Crawford, E.R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617–635.
• Ross, S.R. and Keiser, H.N. (2014). Autotelic personality through a five-factor lens: Individual differences in flow-propensity. Personality and Individual Differences, (59), 3-8.
• Salanova, M., Bakker, A.B. and Llorens, S. (2006). Flow at work: Evidence for an upward spiral of personal and organizational resources. Journal of Happiness Studies, 7(1), 122.
• Sharma, S., Misra, N., and Gupta, A. (2020). Flow among scientists: A job demands resources perspective. Defence Life Science Journal, 5(3), 217-223.
• Schaufeli, W.B. (2015). Engaging leadership in the job demands-resources model. Career Development International. 20(5), 446-463.
• Schein, E.H. (2010). Organizational culture and leadership, John Wiley and Sons.
• Schermuly, C.C. and Meyer, B. (2020). Transformational leadership, psychological empowerment, and flow at work. European Journal of Work and Organizational Psychology, 29(5), 740-752.
• Schneider, M.E. and Reichers, A.E. (1983). On the etiology of climates. Personnel Psychology, 36, 19-39.
• Smith, M.B., Koppes Bryan, L., and Vodanovich, S.J. (2012). The counter-intuitive effects of flow on positive leadership and employee attitudes: Incorporating positive psychology into the management of organizations. The Psychologist-Manager Journal, 15(3), 174-198.
• Sonnentag, S., Mojza, E.J., Demerouti, E. and Bakker, A.B. (2012). Reciprocal relations between recovery and work engagement: the moderating role of job stressors. Journal of Applied Psychology, 97(4), 842.
• Tabak, A., Polat, M., Coşar, S. and Türköz, T. (2012). Otantik liderlik ölçeği: güvenirlik ve geçerlik çalışması. The Journal of Industrial Relations and Human Resources, 14(4), 89-106.
• Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S. and Peterson, S.J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89-126.
• Wang, H., Sui, Y., Luthans, F., Wang, D. and Wu, Y. (2014). Impact of authentic leadership on performance: role of followers’ positive psychological capital and relational processes, Journal of Organizational Behavior, 35(1), 5-21.
• Wong, C.A., Laschinger, H.K.S. and Cummings, G.G. (2010). Authentic leadership and nurses’ voice behaviour and perceptions of care quality. Journal of Nursing Management, 18(8), 889–900.
• Woolley, L., Caza, A. and Levy, L. (2011). Authentic leadership and follower development: Psychological capital, positive work climate, and gender, Journal of Leadership and 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, 7485.
• Yeşiltaş, M.D. and Ekici, E. (2017). İş akış deneyiminin kişilik özellikleri ve iş stresi ile ilişkisi: akademik personel üzerine bir araştırma. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 26(1), 1-11.
• Zubair, A. and Kamal, A. (2015). Authentic leadership and creativity: mediating role of workrelated flow and psychological capital. Journal of Behavioural Sciences, 25(1).
• Zubair, A. and Kamal, A. (2016). Perceived authentic leadership, work-related flow, and creative work behavior: Moderating role of organizational structures. Journal of Social Sciences, 9(2), 426-441.