LİDERLİK TARZININ ÖRGÜTSEL ADALET ALGISINA ETKİSİ: KOSOVA PRİŞTİNA HAVA ALANI ÇALIŞANLARI ÜZERİNE BİR ARAŞTIRMA

Yıl 2019, Cilt: 23 Sayı: 2, 389 - 400, 18.08.2019

Hamza Kandemir Ergin Kala Kürşat Özdaşlı Hasan Fatih Seval

Öz

Çalışmanın temel amacı liderlik tarzlarının örgütsel adalet algısı boyutları üzerindeki etkisini görmektir. Bu amaç doğrultusunda vizyoner, eğitimci, ilişki odaklı, katılımcı ve otoriter liderlik tarzlarını ve dağıtımsal, işlemsel ve ilişkisel adalet boyutlarını içeren bir anket kullanılmıştır. Anket, Kosova’nın başkenti Priştina’da bulunan Uluslararası havaalanı çalışanlarına uygulanmıştır. Araştırmanın evreni 650 kişiden oluşurken anketlerin geri dönüşü 93 adettir. Elde edilen veriler yapısal eşitlik modeli yardımıyla analiz edilmiştir. Örtük değişkenler vasıtasıyla liderlik tarzı ve örgütsel adalet algısı boyutları açıklanmış ve yol analizi gerçekleştirilmiştir. Analiz, örneklem sayısının az olması nedeniyle küçük örneklem verilerinde çalışabilen kısmi en küçük kareler yöntemi (KEKK) analizi SmartPLS paket programı ile gerçekleştirilmiştir.

 Yol analizi neticesinde oluşan model de regresyon katsayıları (ağırlıklı etki) itibari ile  katılımcı liderliğin dağıtımsal adalet algısına pozitif ve anlamlı (,290), eğitici liderliğin  işlemsel adalet algısına (,334)  ve etkileşimsel adalet algısına (,296) pozitif ve anlamlı, ilişki odaklı lideliğin ise dağıtımsal adalet algısına (,578), işlemsel adalet algısına (,351) ve etkileşimsel adalet algısına (,471) pozitif ve anlamlı etki ettiği tespit edilmiştir. Otoriter ve vizyoner liderliğin örgütsel adalet boyutlarına etkisi p değeri (p<0.05) anlamsız olduğu için modelden çıkarılmıştır. Modelde bazı boyutlar arasında regresyon yolları bulunmamıştır. 

Anahtar Kelimeler

Liderlik Tarzı, Örgütsel Adalet, Kısmi En Küçük Kareler Yol Analizi, SmartPLS

THE EFFECTS OF LEADERSHIP STYLE ON ORGANIZATIONAL JUSTICE PERCEPTION: A RESEARCH ON THE EMPLOYEES OF PRISTINA INTERNATIONAL AIRPORT

Öz

The main purpose of the study is to see the effects of leadership styles on the dimensions of organizational justice perception. A survey, which includes visionary, coaching, affiliative participative and authoritarian leadership styles and distributive, procedural and interactional justice dimensions, was applied to the employees of Pristina International Airport, in accordance with this purpose. While the population of the survey was 650 people, 93 were returned. The obtained data were analyzed by the structural equation model. Leadership style and dimensions of organizational justice perceptions are explained through Path Analysis with Latent Variables. Because of the small number of samples, the analysis was performed by the Partial Least Squares Regression (PLSR) method, which can operate on small sample data, via SmartPLS packet program.

 

In the model formed by the path analysis, regression coefficients show that the participative leadership has a positive and significant effect on the perception of distributive justice perception (,290); the coaching leadership has positive and significant effects on both the perception of procedural justice (,334) and the perception of interactional justice (,296); the affiliative leadership has positive and significant effects on the perception of distributive justice (,578), on the perception of procedural justice (,351) and the perception of interactional justice (,471). The effects of authoritarian and visionary leadership styles on the dimensions of organizational justice perception are excluded, because p-value is less than the significance level defined for the study (p<0.05). In the model, there is no regression in some dimensions.

Anahtar Kelimeler

Leadership Style, Organizational Justice, Partial Least Squares Regression (PLSR), SmartPLS

Kaynakça

• Afthanorhan, W. M. A. B. W. "A comparison of partial least square structural equation modeling (PLS-SEM) and covariance based structural equation modeling (CB-SEM) for confirmatory factor analysis." International Journal of Engineering Science and Innovative Technology 2.5 (2013): 198-205.
• Ahmed, S. F., Eatough, E. M., & Ford, M. T. (2018). Relationships between illegitimate tasks and change in work-family outcomes via interactional justice and negative emotions. Journal of Vocational Behavior, 104, 14-30.
• Bakırtaş, F. M., & Kandemir, H. A (2017), Fıeld Research On The Relatıonshıp Between The Reason For Joınıng The Unıon And Organızatıonal Justıce. Hak-İş Uluslararası Emek ve Toplum Dergisi, 303.
• Beattie, R. S., & Hamlin, R. G. The good, the bad, and the ugly: ineffective managerial coaching/facilitating learning behaviours Andrea D. Ellinger University of Illinois at Urbana-Champaign, USA.
• Bloch, S. (2000). Positive deviants and their power on transformational leadership. Journal of Change Management, 1(3), 273-279.
• Brockner, J., Wiesenfeld, B. M., Siegel, P. A., Bobocel, D. R., & Liu, Z. (2015). Riding the fifth wave: Organizational justice as dependent variable. , 103-121.
• Burns, T., & Carpenter, J. (2008). Organizational citizenship and student achievement. Journal of Cross-Disciplinary Perspectives in Education, 1(1), 51-58.
• Cohen-Charash, Yochi, and Paul E. Spector. "The role of justice in organizations: A meta-analysis." Organizational behavior and human decision processes 86.2 (2001): 278-321.
• Cook‐Greuter, S. R., & Soulen, J. (2007). The developmental perspective in integral counseling. Counseling and Values, 51(3), 180-192.
• Cook, J., & Rouse, L. (2013). Leadership and management in the early years.
• Cumming, I. Leadership in perioperative settings: a practical guide. Core Topics in Operating Department Practice, 57.
• David Greenfield, (2007) "The enactment of dynamic leadership", Leadership in Health Services, Vol. 20 Issue: 3, pp.159-168,
• Ellinger, A. E., Ellinger, A. D., & Keller, S. B. (2005). Supervisory coaching in a logistics context. International Journal of Physical Distribution & Logistics Management, 35(9), 620-636.
• Giritli, H., & Oraz, G. T. (2004). Leadership styles: some evidence from the Turkish construction industry. Construction Management and Economics, 22(3), 253-262.
• Goleman, 2000, Leadership That Gets Results, HBR’s Must-Reads on Managing People, Boston, Massachusetts: Harvard Business School Pres: 2-17.
• Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17.
• Goleman, D. (2002). Leading resonant teams. Leader to Leader, 25, 24-30.
• Goleman, D., Boyatzis, R. ve Mckee, A. (2002). Realizing the Power of Emotional Intelligence, Boston, Massachusetts: Harvard Business School Pres.
• Gurley, K., & Wilson, D. (2011). Developing Leadership Skills in a Virtual Simulation: Coaching the Affiliative Style Leader. Journal of Instructional Pedagogies, 5.
• He, W., Fehr, R., Yam, K. C., Long, L. R., & Hao, P. (2017). Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation. Journal of Organizational Behavior, 38(4), 537-557.
• Horner, C. J. (2002). Executive Coaching: The Leadership Development Tool of the Future? (Doctoral dissertation, Management School, Imperial College London).İçerli, L. (2010). Organızatıonal Justıce: A Theorıcal Approach, Journal of Entrepreneurship and Development, 5(1), 67-92.
• Insberga, L. (2016). SprintLab Ltd.’s Leadership and Culture and its Impact on Employee Performance and Satisfaction.
• Kissane-Lee, N. A., Yule, S., Pozner, C. N., & Smink, D. S. (2016). Attending surgeons’ leadership style in the operating room: comparing junior residents’ experiences and preferences. Journal of surgical education, 73(1), 40-44.
• Lau, (Elaine) W. K. (2014). Employee’s participation: A critical success factor for justice perception under different leadership styles. Journal of Management Policies and Practices, 2(4), 53-76.
• Luckcock, T. (2008). Spiritual intelligence in leadership development: A practitioner inquiry into the ethical orientation of leadership styles in LPSH. Educational Management Administration & Leadership, 36(3), 373-391.
• Martínez-Íñigo, D., & Totterdell, P. (2016). The mediating role of distributive justice perceptions in the relationship between emotion regulation and emotional exhaustion in healthcare workers. Work & Stress, 30(1), 26-45.
• Mines, R. A., Meyer, R. A., & Mines, M. R. (2004). Emotional intelligence and emotional toxicity: Implications for attorneys and law firms. Colorado Lawyer, 33(4), 91-96.
• Müller, R., & Rodney Turner, J. (2010). Attitudes and leadership competences for project success. Baltic Journal of Management, 5(3), 307-329.
• Puranik, V. Differences in Leader Preferences of Operating Philosophy. S Jour, 27.
• Radburn, M., Stott, C., Bradford, B., & Robinson, M. (2016). When is policing fair? Groups, identity and judgements of the procedural justice of coercive crowd policing. Policing and Society, 1-18.
• Rusliza Yahaya, Fawzy Ebrahim, (2016) "Leadership styles and organizational commitment: literature review", Journal of Management Development, Vol. 35 Issue: 2, pp.190-216.
• Sander, Tom, and Phoey Lee Teh. "SmartPLS for the human resources field to evaluate a model." (2014): 346-358.
• Stan, M. M. (2012). The role of parental styles the socio-emotional competence of children at the beginning of school years. Procedia-social and Behavioral Sciences, 33, 811-815.
• Sulander, J., Sinervo, T., Elovainio, M., Heponiemi, T., Helkama, K., & Aalto, A. M. (2016). Does Organizational Justice Modify the Association Between Job Involvement and Retirement Intentions of Nurses in Finland?. Research in nursing & health, 39(5), 364-374.
• Tyler, T. R., Goff, P. A., & MacCoun, R. J. (2015). The impact of psychological science on policing in the United States: Procedural justice, legitimacy, and effective law enforcement. Psychological science in the public interest, 16(3), 75-109.
• Wang, J., Lee‐Davies, L., Kakabadse, N. K., & Xie, Z. (2011). Leader characteristics and styles in the SMEs of the People's Republic of China during the global financial crisis. Strategic Change, 20(1‐2), 17-30.
• Wong, 2013, Wong, Ken Kwong-Kay. "Partial least squares structural equation modeling (PLS-SEM) techniques using SmartPLS." Marketing Bulletin 24.1 (2013): 1-32.
• Yahaya, A., Osman, I., Mohammed, A. B. F., Gibrilla, I., & Issah, E. Assessing the effects of leadership styles on staff productivity in tamale polytechnic, Ghana.
• Zhang, J., Ahammad, M. F., Tarba, S., Cooper, C. L., Glaister, K. W., & Wang, J. (2015). The Effect Of Leadership Style On Talent Retention During Merger And Acquisition İntegration: Evidence from China. The International Journal of Human Resource Management, 26(7), 1021-1050.