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Kapsayıcı Liderlik Ölçeğinin Türkçe Uyarlaması ve Kapsayıcı Liderliğin İş Performansı Üzerindeki Etkisinde Psikolojik Güvenliğin Aracılık Rolü

Yıl 2021, Cilt 24, Sayı 2, 323 - 339, 30.11.2021
https://doi.org/10.29249/selcuksbmyd.895678

Öz

Bu çalışmanın amacı, Carmeli ve diğ. (2010) tarafından geliştirilen Kapsayıcı Liderlik Ölçeğinin Türkçe’ ye uyarlanması ve kapsayıcı liderlik ile iş performansı arasındaki ilişkide psikolojik güvenliğin aracılık rolünün incelenmesidir. Oluşturulan model ve hipotezlerin testinde birinci örneklem için 136 sağlık çalışanından, ikinci örneklem için Türkiye’ de bir devlet üniversitesinde çalışan 350 akademik personelden anket tekniğiyle veriler toplanmıştır. Veriler SPSS ve AMOS programları kullanılarak analiz edilmiştir. Birinci örneklem için yapılan analizler sonucunda Kapsayıcı Liderlik Ölçeğinin tek faktörlü yapıya uyum sağladığı görülmüştür. İkinci örneklem için yapılan analizler neticesinde kapsayıcı liderliğin iş performansı ve psikolojik güvenlik üzerinde olumlu bir etkisinin olduğu ve kapsayıcı liderlik ile iş performansı arasındaki ilişkide psikolojik güvenliğin kısmi aracı etkisinin bulunduğu tespit edilmiştir.

Kaynakça

  • AbuAlRub, R. F. (2004). Job stress, job performance, and social support among hospital nurses. Journal of Nursing Scholarship, 36(1), 73–78.
  • Adapa, S. ve Sheridan, A. (2018). Inclusive leadership: Negotiating gendered spaces (1rd ed.). New Delhi: Springer.
  • Aslan, H. (2019). The mediating role of inclusive leadership in the effect of work engagement on innovative work behavior. OPUS-International Journal of Society Researches, 14(20), 1055–1069.
  • Ay, F. A. ve Keleş, K. (2017). Etkileşimci ve dönüşümcü liderlik tarzlarının işten ayrılma niyeti ve iş performansı üzerinde etkisi. Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi, 6(4), 193–203.
  • Ayan, A. (2015). Etik liderlik tarzının iş performansı, içsel motivasyon ve duyarsızlaşma üzerine etkisi: Kamu kuruluşunda bir uygulama. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 10(3), 117–141.
  • Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90(6), 1185–1203.
  • Begenirbaş, M. ve Çalışkan, A. (2014). Duygusal emeğin iş performansı ve işten ayrılma niyetine etkisinde kişilerarası çarpıklığın aracılık rolü. Business and Economics Research Journal, 5(2), 109–127.
  • Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264.
  • Booysen, L. (2014). The development of inclusive leadership practice and processes. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 296–329). San Francisco: Jossey-Bass. 1. baskı.
  • Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R. ve Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158.
  • Brislin, R. W., Lonner, W. J. ve R.M. Thorndike. (1973). Cross Cultural Research Methods. New York: John-Wiley & Sons Pub. 1. baskı.
  • Brueller, D. ve Carmeli, A. (2011). Linking capacities of high-quality relationships to team learning and performance in service organizations. Human Resource Management, 50(4), 455–477.
  • Burke, C. S., Sims, D. E., Lazzara, E. H. ve Salas, E. (2007). Trust in leadership: A multi-level review and integration. Leadership Quarterly, 18, 606–632.
  • Carmeli, A., Brueller, D. ve Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26, 81–98.
  • Carmeli, A. ve Hoffer Gittell, J. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30, 709–729.
  • Carmeli, A., Reiter-Palmon, R. ve Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
  • Carmeli, A., Sheaffer, Z., Binyamin, G., Reiter-Palmon, R. ve Shimoni, T. (2014). Transformational leadership and creative problem-solving: The mediating role of psychological safety and reflexivity. Journal of Creative Behavior, 48(2), 115–135.
  • Chandrasekaran, A. ve Mishra, A. (2012). Task design, team context, and psychological safety: An empirical analysis of R&D projects in high technology organizations. Production and Operations Management, 21(6), 977–996.
  • Choi, S. B., Tran, T. B. H. ve Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality, 43(6), 931–944.
  • Chrobot-Mason, D., Ruderman, M. D. ve Nishii, L. H. (2014). Leadership in a diverse workplace. D. Day (Ed.), In the oxford handbook of leadership and organizations içinde (ss. 683–708). New York: Oxford University Press. 1. baskı.
  • Çöl, G. (2008). Algılanan güçlendirmenin işgören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35–46.
  • Derin, N. (2017). İşyerinde kişiler arası güven ile işgören sesliliği arasındaki ilişkide psikolojik rahatlığın aracılık rolü. Yönetim Bilimleri Dergisi, 15(30), 51–68.
  • Detert, J. R. ve Burris, E. R. (2007). Leadership behavior and employee voice : Is the door really open ?Academy of Management Journal, 50(4), 869–884.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
  • Edmondson, A. (2003). Managing the risk of learning: Psychological safety in work teams. M. A. West, D. Tjosvold ve K. G. Smith (Ed.), International handbook of organizational teamwork and cooperative working içinde (ss. 255–275). Chichester: John Wiley & Sons Ltd. 1. baskı.
  • Edmondson, A. C. ve Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23–43.
  • Ferdman, B. M. (2014). The practice of inclusion in diverse organizations: Toward a systemic and inclusive framework. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 3–54). San Francisco: Jossey-Bass. 1. baskı.
  • Gallegos, P. V. (2014). The work of inclusive leadership: Fostering authentic relationships, modeling courage and humility. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 177–202). San Francisco: Jossey-Bass. 1. baskı.
  • Gu, Q., Wang, G. G. ve Wang, L. (2013). Social capital and innovation in R&D teams: The mediating roles of psychological safety and learning from mistakes. R&D Management, 43(2), 89–102.
  • Gündüzöz, İ. (2013). Lı̇derlı̇k kavraminin ı̇kı̇ matrı̇slı̇ analı̇zı̇. Türk İdare Dergisi, 477, 181–204.
  • Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Introduction to Mediation, Moderation and Conditional Process Analysis. New York: The Guilford Press.
  • Hirak, R., Peng, A. C., Carmeli, A. ve Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107–117.
  • Hollander, E. P. (2009). Inclusive leadership: The essential leader-follower relationship. New York: Routledge.
  • Hollander, E. P., Park, B. B. ve Elman, B. (2008). Inclusive leadership and leader-follower relations: Concepts, research, and applications. The Member Connector, International Leadership Association, 5, 4–7.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
  • Kale, E. (2015). Lider desteği ve iş arkadaşları desteğinin iş performansı üzerine etkileri: İş tatmini ve yaşam tatmininin aracı rolü. International Journal of Economic and Administrative Studies, 7(14), 103–119.
  • Khan, J., Jaafar, M., Javed, B., Mubarak, N. ve Saudagar, T. (2020). Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business, 13(5), 1077–1096.
  • Kirkman, B. L. ve Rosen, B. (1999). Beyond self-management : Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58–74.
  • Lai, F. Y., Tang, H. C., Lu, S. C., Lee, Y. C. ve Lin, C. C. (2020). Transformational leadership and job performance: The mediating role of work engagement. SAGE Open, 10(1), 1–11.
  • Lee, F. (1997). When the going gets tough, do the tough ask for help? Help seeking and power motivation in organizations. Organizational Behavior and Human Decision Processes, 72(3), 336–363.
  • Li, A. N. ve Tan, H. H. (2013). What happens when you trust your supervisor? Mediators of individual performance in trust relationships. Journal of Organizational Behavior, 34, 407–425.
  • Lirio, P., Lee, M. D., Williams, M. L., Haugen, L. K. ve Kossek, E. E. (2008). The inclusion challenge with reduced‐load professionals: The role of the manager. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 47(3), 443–461.
  • Motowidlo, S. J., Borman, W. C. ve Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71–83.
  • Murphy, K. R. (1989). Is the relationship between cognitive ability and job performance stable over time? Human Performance, 2(3), 183–200.
  • Nembhard, I. M. ve Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
  • Nguyen, P. V., Le, H. T. N., Trinh, T. V. A. ve Do, H. T. S. (2019). The effects of inclusive leadership on job performance through mediators. Asian Academy of Management Journal, 24(2), 63–94.
  • Obaid, H. J. ve Al-Abachee, A. S. F. (2020). The role of inclusive leadership in enhancing the strategic flexibility. International Journal of Psychological Rehabilitation, 24(7), 6766–6776.
  • Qi, L. ve Liu, B. (2017). Effects of inclusive leadership on employee voice behavior and team performance: The mediating role of caring ethical climate. Frontiers in Communication, 2(8), 1–9.
  • Randel, A. E., Dean, M. A., Ehrhart, K. H., Chung, B. ve Shore, L. (2016). Leader inclusiveness, psychological diversity climate, and helping behaviors. Journal of Managerial Psychology, 31(1), 216–234.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A. ve Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
  • Rotundo, M. ve Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. The Journal of Applied Psychology, 87(1), 66–80.
  • Schepers, J., De Jong, A., Wetzels, M. ve De Ruyter, K. (2008). Psychological safety and social support in groupware adoption: A multi-level assessment in education. Computers and Education, 51(2), 757–775.
  • Sigler, T. H. ve Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of Quality Management, 5, 27–52.
  • Sungu, L. J., Weng, Q., Hu, E., Kitule, J. A. ve Fang, Q. (2020). How does organizational commitment relate to job performance? A conservation of resource perspective. Human Performance, 33(1), 52–69.
  • Taştan, S. ve İşiaçık, S. (2020). Kurumsal sosyal sorumluluk algısı ve yenilikçi iş davranışları arasındaki ilişkide psikolojik güvenlik algısının rolünün incelenmesi. International Journal of Management and Administration, 4(7), 84–99.
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  • Wang, Y. X., Yang, Y. J., Wang, Y., Su, D., Li, S. W., Zhang, T. ve Li, H. P. (2019). The mediating role of inclusive leadership: Work engagement and innovative behaviour among Chinese head nurses. Journal of Nursing Management, 27(4), 688–696.
  • Wasserman, I. C., Gallegos, P. V. ve Ferdman, B. M. (2008). Dancing with resistance: Leadership challenges in fostering a culture of inclusion. K. M. Thomas (Ed.), In diversity resistance in organizations içinde (ss. 175–200). New York: Taylor & Francis Group/Lawrence Erlbaum Associates.1. baskı.
  • Wuffli, P. A. (2016). Inclusive leadership: A framework for the global era. Switzerland: Springer.
  • Xiang, H., Chen, Y. ve Zhao, F. (2017). Inclusive leadership, psychological capital, and employee innovation performance: The moderating role of leader-member exchange. DEStech Transactions on Social Science, Education and Human Science, 111–115.
  • Ye, Q., Wang, D. ve Guo, W. (2019). Inclusive leadership and team innovation: The role of team voice and performance pressure. European Management Journal, 37(4), 468–480.
  • Yener, S. (2015). Psikolojik rahatlık ölçeğinin türkçe formunun geçerlik ve güvenirlik çalışması. ODÜ Sosyal Bilimler Araştırmaları Dergisi (ODÜSOBİAD), 5(13), 280–305.
  • Yu, Y. (2019). Impact of inclusive leadership on employees’ adaptive performance. In 2019 International Conference on Education Science and Economic Development, Atlantis P, 393–396.

Turkish Adaptation of the Inclusive Leadership Scale and the Mediating Role of Psychological Safety in the Impact of Inclusive Leadership on Job Performance

Yıl 2021, Cilt 24, Sayı 2, 323 - 339, 30.11.2021
https://doi.org/10.29249/selcuksbmyd.895678

Öz

The purpose of this study is to adapt the Inclusive Leadership Scale developed by Carmeli et al. (2010) into Turkish and to examine the mediating role of psychological safety on the relationship between inclusive leadership and job performance. To test the model and hypotheses created, from 136 health employees for the first sample, for the second sample data were gathered through a survey conducted from 350 academic staff working in a state university in Turkey. The data were analyzed using SPSS and AMOS programs. As a result of the analysis made for the first sample, it was seen that the Inclusive Leadership Scale was adapted to a single factor structure. As a result of the analysis for the second sample, it is found that inclusive leadership has a positive effect on job performance and psychological safety, and psychological safety has a partial mediator effect on the relationship between inclusive leadership and job performance.

Kaynakça

  • AbuAlRub, R. F. (2004). Job stress, job performance, and social support among hospital nurses. Journal of Nursing Scholarship, 36(1), 73–78.
  • Adapa, S. ve Sheridan, A. (2018). Inclusive leadership: Negotiating gendered spaces (1rd ed.). New Delhi: Springer.
  • Aslan, H. (2019). The mediating role of inclusive leadership in the effect of work engagement on innovative work behavior. OPUS-International Journal of Society Researches, 14(20), 1055–1069.
  • Ay, F. A. ve Keleş, K. (2017). Etkileşimci ve dönüşümcü liderlik tarzlarının işten ayrılma niyeti ve iş performansı üzerinde etkisi. Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi, 6(4), 193–203.
  • Ayan, A. (2015). Etik liderlik tarzının iş performansı, içsel motivasyon ve duyarsızlaşma üzerine etkisi: Kamu kuruluşunda bir uygulama. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 10(3), 117–141.
  • Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90(6), 1185–1203.
  • Begenirbaş, M. ve Çalışkan, A. (2014). Duygusal emeğin iş performansı ve işten ayrılma niyetine etkisinde kişilerarası çarpıklığın aracılık rolü. Business and Economics Research Journal, 5(2), 109–127.
  • Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264.
  • Booysen, L. (2014). The development of inclusive leadership practice and processes. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 296–329). San Francisco: Jossey-Bass. 1. baskı.
  • Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R. ve Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158.
  • Brislin, R. W., Lonner, W. J. ve R.M. Thorndike. (1973). Cross Cultural Research Methods. New York: John-Wiley & Sons Pub. 1. baskı.
  • Brueller, D. ve Carmeli, A. (2011). Linking capacities of high-quality relationships to team learning and performance in service organizations. Human Resource Management, 50(4), 455–477.
  • Burke, C. S., Sims, D. E., Lazzara, E. H. ve Salas, E. (2007). Trust in leadership: A multi-level review and integration. Leadership Quarterly, 18, 606–632.
  • Carmeli, A., Brueller, D. ve Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26, 81–98.
  • Carmeli, A. ve Hoffer Gittell, J. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30, 709–729.
  • Carmeli, A., Reiter-Palmon, R. ve Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
  • Carmeli, A., Sheaffer, Z., Binyamin, G., Reiter-Palmon, R. ve Shimoni, T. (2014). Transformational leadership and creative problem-solving: The mediating role of psychological safety and reflexivity. Journal of Creative Behavior, 48(2), 115–135.
  • Chandrasekaran, A. ve Mishra, A. (2012). Task design, team context, and psychological safety: An empirical analysis of R&D projects in high technology organizations. Production and Operations Management, 21(6), 977–996.
  • Choi, S. B., Tran, T. B. H. ve Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality, 43(6), 931–944.
  • Chrobot-Mason, D., Ruderman, M. D. ve Nishii, L. H. (2014). Leadership in a diverse workplace. D. Day (Ed.), In the oxford handbook of leadership and organizations içinde (ss. 683–708). New York: Oxford University Press. 1. baskı.
  • Çöl, G. (2008). Algılanan güçlendirmenin işgören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35–46.
  • Derin, N. (2017). İşyerinde kişiler arası güven ile işgören sesliliği arasındaki ilişkide psikolojik rahatlığın aracılık rolü. Yönetim Bilimleri Dergisi, 15(30), 51–68.
  • Detert, J. R. ve Burris, E. R. (2007). Leadership behavior and employee voice : Is the door really open ?Academy of Management Journal, 50(4), 869–884.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
  • Edmondson, A. (2003). Managing the risk of learning: Psychological safety in work teams. M. A. West, D. Tjosvold ve K. G. Smith (Ed.), International handbook of organizational teamwork and cooperative working içinde (ss. 255–275). Chichester: John Wiley & Sons Ltd. 1. baskı.
  • Edmondson, A. C. ve Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23–43.
  • Ferdman, B. M. (2014). The practice of inclusion in diverse organizations: Toward a systemic and inclusive framework. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 3–54). San Francisco: Jossey-Bass. 1. baskı.
  • Gallegos, P. V. (2014). The work of inclusive leadership: Fostering authentic relationships, modeling courage and humility. B. M. Ferdman ve B. R. Deane (Ed.), In diversity at work: The practice of inclusion içinde (ss. 177–202). San Francisco: Jossey-Bass. 1. baskı.
  • Gu, Q., Wang, G. G. ve Wang, L. (2013). Social capital and innovation in R&D teams: The mediating roles of psychological safety and learning from mistakes. R&D Management, 43(2), 89–102.
  • Gündüzöz, İ. (2013). Lı̇derlı̇k kavraminin ı̇kı̇ matrı̇slı̇ analı̇zı̇. Türk İdare Dergisi, 477, 181–204.
  • Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Introduction to Mediation, Moderation and Conditional Process Analysis. New York: The Guilford Press.
  • Hirak, R., Peng, A. C., Carmeli, A. ve Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107–117.
  • Hollander, E. P. (2009). Inclusive leadership: The essential leader-follower relationship. New York: Routledge.
  • Hollander, E. P., Park, B. B. ve Elman, B. (2008). Inclusive leadership and leader-follower relations: Concepts, research, and applications. The Member Connector, International Leadership Association, 5, 4–7.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
  • Kale, E. (2015). Lider desteği ve iş arkadaşları desteğinin iş performansı üzerine etkileri: İş tatmini ve yaşam tatmininin aracı rolü. International Journal of Economic and Administrative Studies, 7(14), 103–119.
  • Khan, J., Jaafar, M., Javed, B., Mubarak, N. ve Saudagar, T. (2020). Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business, 13(5), 1077–1096.
  • Kirkman, B. L. ve Rosen, B. (1999). Beyond self-management : Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58–74.
  • Lai, F. Y., Tang, H. C., Lu, S. C., Lee, Y. C. ve Lin, C. C. (2020). Transformational leadership and job performance: The mediating role of work engagement. SAGE Open, 10(1), 1–11.
  • Lee, F. (1997). When the going gets tough, do the tough ask for help? Help seeking and power motivation in organizations. Organizational Behavior and Human Decision Processes, 72(3), 336–363.
  • Li, A. N. ve Tan, H. H. (2013). What happens when you trust your supervisor? Mediators of individual performance in trust relationships. Journal of Organizational Behavior, 34, 407–425.
  • Lirio, P., Lee, M. D., Williams, M. L., Haugen, L. K. ve Kossek, E. E. (2008). The inclusion challenge with reduced‐load professionals: The role of the manager. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 47(3), 443–461.
  • Motowidlo, S. J., Borman, W. C. ve Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71–83.
  • Murphy, K. R. (1989). Is the relationship between cognitive ability and job performance stable over time? Human Performance, 2(3), 183–200.
  • Nembhard, I. M. ve Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
  • Nguyen, P. V., Le, H. T. N., Trinh, T. V. A. ve Do, H. T. S. (2019). The effects of inclusive leadership on job performance through mediators. Asian Academy of Management Journal, 24(2), 63–94.
  • Obaid, H. J. ve Al-Abachee, A. S. F. (2020). The role of inclusive leadership in enhancing the strategic flexibility. International Journal of Psychological Rehabilitation, 24(7), 6766–6776.
  • Qi, L. ve Liu, B. (2017). Effects of inclusive leadership on employee voice behavior and team performance: The mediating role of caring ethical climate. Frontiers in Communication, 2(8), 1–9.
  • Randel, A. E., Dean, M. A., Ehrhart, K. H., Chung, B. ve Shore, L. (2016). Leader inclusiveness, psychological diversity climate, and helping behaviors. Journal of Managerial Psychology, 31(1), 216–234.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A. ve Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
  • Rotundo, M. ve Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. The Journal of Applied Psychology, 87(1), 66–80.
  • Schepers, J., De Jong, A., Wetzels, M. ve De Ruyter, K. (2008). Psychological safety and social support in groupware adoption: A multi-level assessment in education. Computers and Education, 51(2), 757–775.
  • Sigler, T. H. ve Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of Quality Management, 5, 27–52.
  • Sungu, L. J., Weng, Q., Hu, E., Kitule, J. A. ve Fang, Q. (2020). How does organizational commitment relate to job performance? A conservation of resource perspective. Human Performance, 33(1), 52–69.
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Ayrıntılar

Birincil Dil Türkçe
Konular Sosyal
Bölüm Araştırma Makalesi
Yazarlar

Emre GÜL (Sorumlu Yazar)
ERZİNCAN BİNALİ YILDIRIM ÜNİVERSİTESİ
0000-0003-4884-3974
Türkiye

Yayımlanma Tarihi 30 Kasım 2021
Başvuru Tarihi 12 Mart 2021
Kabul Tarihi 3 Ağustos 2021
Yayınlandığı Sayı Yıl 2021, Cilt 24, Sayı 2

Kaynak Göster

APA Gül, E. (2021). Kapsayıcı Liderlik Ölçeğinin Türkçe Uyarlaması ve Kapsayıcı Liderliğin İş Performansı Üzerindeki Etkisinde Psikolojik Güvenliğin Aracılık Rolü . Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi , 24 (2) , 323-339 . DOI: 10.29249/selcuksbmyd.895678