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Etik Liderliğin Üzerinde Makyavelist Yönelimin Düzenleyici Rolü

Yıl 2022, Cilt: 2 Sayı: 3, 211 - 238, 29.12.2022

Deniz Zaptçıoğlu Çelikdemir Gonca Günay Alev Katrinli

Öz

Çalışmanın amacı etik liderlik ile iş tatmini ve örgütsel bağlılık arasındaki ilişkinin üzerinde Makyavelist yönelimin düzenleyici rolünü ortaya koymaktır. Çalışma, bir hastanede gerçekleştirilmiştir ve veriler anket aracılığıyla hemşirelerden toplanmıştır. Çalışmanın sonuçlarına göre etik liderlik, iş tatmini, duygusal bağlılık ve normatif bağlılık ile pozitif ilişkiye sahiptir. Buna ek olarak, iş tatmini ile etik liderlik arasındaki ilişki, Makyavelist yönelim tarafından düzenlenmektedir.

Anahtar Kelimeler

etik liderlik iş tatmini örgütsel bağlılık makyavelist yönelim

Kaynakça

  • Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18, 244-256.
  • Aziz, A. (2004). Machiavellianism Scores and Self-Rated Performance of Automobile Salespersons. Psychological Reports, 94(2), 464–466.
  • Becker, J. A. H., & O’Hair, D. (2007). Machiavellians’ motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), 246–267.
  • Bello, S. M. (2012). Impact of Ethical Leadership on Employee Job Performance. International Journal of Business and Social Science, 3(11), 228-236.
  • Beu, D. S., Buckley, M. R., Harvey, M. G. (2003). Ethical decision-making: a multidimensional construct. Business Ethics: A European Review, 12(1), 88-107.
  • Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160.
  • Brayfield, A.H., & Rothe, H.F. (1951). An Index of Job Satisfaction. Journal of Applied Psychology, 35, 307-311.
  • Brown, M. E., & Trevino L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17, 595–616.
  • Brown, M.E., Trevino, L., & Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97, 117- 134.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further Assesments of bass’s (1985) conceptualization of transacational and transformational leadership. Journal of Applied Psychology, 80, 468-478.
  • Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
  • Christie, R.& Geis, F.L., (1970) Studies in Machiavellianism. New York: Academic Press.
  • Ciulla, J. B. (1995). Leadership Ethics: mapping the territory. Business Ethics Quarterly, 5, 5-24.
  • Ciulla, J. B. (2004). Ethics, the heart of Leadership. Praeger Publishers, USA
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
  • Cooper, S.,& Peterson, C. (1980). Machiavellianism and spontaneous cheating in competition. Journal of Research in Personality, 14, 70- 75.
  • Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45(3), 305-317.
  • DeCotiis, T.A., & Summers, T. P. (1987). A Path Analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • Den Hartog D. N., Belschak F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. https://doi.org/10.1007/s10551-012- 1296-4
  • Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483.
  • Flynn, S., Reichard, M., Slane, S. (1987). Cheating as a Function of Task outcome and Machiavellianism. The Journal of Psychology, 121(5), 423-427.
  • Gable, M., Topol, M.T., Machiavellian Managers: Do They Perform Better? Journal of Business and Psychology, 5, 355-365.
  • Gonzalez, T. F., & Guillen, M. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment’. Journal of Business Ethics, 78, 401- 414.
  • Hegarty, W. H & Sims, H.P. (1979). Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64, 331-338.
  • Hom, P. W., Caranikas-Walker, F., Prussia, G. E., and Griffeth, R. W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77(6), 890-909.
  • Iaffaldano, M. T., & Muchinsky, P. M., (1985). Job Satisfaction and Job performance: A meta-analysis. Psychological Bulettin, 97(2), 251- 273.
  • Jermier, J. M. & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24, 1-23.
  • Jones, D. N., & Paulhus, D. L. (2009). Machiavellianism. In M. R. Leary & R. H. Hoyle (Eds.), Handbook of individual differences in social behavior (pp. 93–108). The Guilford Press.
  • Judge, T. A., Thoresen, C. J., Bono, J. E., Patton, G. K. (2001). The Job Satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
  • Kanungo, R. N. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences, 18, 257-265.
  • Kima, W. G. & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020-1026.
  • Koberg, C. S., Boss, R. W., Senjem, J. C. & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24, 71-91.
  • Koh, H. C. & Boo, E. H. Y. (2001). The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics, 29, 309-324.
  • Lu, H., While, A., Barriball, L. (2005). Job satisfaction among nurses: a literature review. International Journal of Nursing Studies, 42, 211– 227.
  • Lu, H., While, A., Barriball, L. (2007). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in Mainland China. International Journal of Nursing Studies, 44, 574-588.
  • Machievalli, N. (1532). The Prince. Nuans Yayinevi, 2011.
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.
  • Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes M., Salvador, R. (2009). How does ethical leadership flow? Test of a trickle-down model.
  • Organizational behavior and Human Decision Processes, 108, 1-13 Meyer, J. P., & Allen, N. J., (1984). Testing the “side-bet theory” of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372–378.
  • Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.
  • Meyer, J. P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., Becker, T. E., Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991-1007.
  • Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employeeorganization linkages. New York: Academic Press.
  • Mudrack, P. (1993). An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature. Journal of Business Ethics, 12, 517-524.
  • Mudrack, P., & Mason, E. S. (1995). More on the acceptability of workplace behaviors of a dubious ethical nature. Psychological Reports, 76, 639- 648.
  • Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., and Roberts J. A. (2008). Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior. Journal of Applied Psychology, 93, 1220–1233.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., and Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90,157-170.
  • O'Connor, W., & Morrison, T. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics, Journal of Psychology, 135, 301-312.
  • Odom, L., & Green, M.T. (2003). Law and the ethics of transformational leadership. Leadership & Organization Development Journal, 24, 62- 69
  • Organ, D. W. (1988). Organizational Citizenship Behavior-The Good Soldier Syndrome: (1st ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.
  • Penley, L. E., and Gould, S. (1988). Etzioni’s Model of Organizational Involvement: A Perspective for Understanding Commitment to Organizations, Journal of Organizational Behaviour, 9, 43–59.
  • Piccolo, R. F. and Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49, 327–340.
  • Piccolo, R.F., Greenbaum, R., Hartog, D.N., and Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of organizational behavior, 31, 259-278.
  • Potterfield, T. A. (1999). The business of employee empowerment. Westport, CT: Quorum Books.
  • Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A Current Look at the job satisfaction/life satisfaction relationship: review and future considerations. Human Relations, 44: 287-307.
  • Rhodes, S., & Steers, R. (1981). Conventional versus worker owned organizations. Human Relations, 34: 1013-1035 Spector, P.E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. SAGE Publications, USA
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38, 1442-1465.
  • Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483-504.
  • Spreitzer, G. M., Janasz. S. C. & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
  • Steers, R. M., & Rhodes, S. R. (1978). Major influences on employee attendance: A process model. Journal of Applied Psychology, 63, 391-407.
  • Stouten J., Baillien E., Van Den Broeck, A., Camps, J., Witte, H. D., Euwema, M. (2010). Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment. Journal of Business Ethics, 95, 17-27.
  • Thompson, K. J., Thach E. C. and Morelli M. (2010). Implementing Ethical Leadership: Current Challenges and Solutions. Insights to a Changing World Journal, 4, 107.
  • Toor, S. R. and Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.
  • Toor, S. R. and Ogulana, S. O. (2008). Leadership Skills and Competencies for Cross- Cultural Construction Projects. International Journal of Human Resources Development and Management, 8(3), 192-215.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2000). Moral Person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5- 37.
  • Zhu, W., May, D.R., and Avolio, B.J. (2004). The Impact of ethical leadership behavior on Employee Outcomes: The roles of psychological empowerment and authenticity, Journalof Leadership & Organizational Studies, 11(1),16-26.

THE MODERATING ROLE OF MACHIAVELLIAN ORIENTATION IN THE REACTIONS TO ETHICAL LEADERSHIP

Yıl 2022, Cilt: 2 Sayı: 3, 211 - 238, 29.12.2022

Deniz Zaptçıoğlu Çelikdemir Gonca Günay Alev Katrinli

Öz

The aim of this paper was to explore the moderating role of Machiavellian orientation in ethical leadership’s relationship with job
satisfaction and organizational commitment. The study was conducted in a healthcare setting and data was collected from nurses through survey.
According to the results, ethical leadership was positively related to job satisfaction, affective commitment and normative commitment. Moreover,
Machiavellian orientation significantly moderated the relationship between ethical leadership and job satisfaction.

Anahtar Kelimeler

ethical leadership job satisfaction organizational commitment Machiavellian orientation makyavelist yönelim

Kaynakça

  • Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18, 244-256.
  • Aziz, A. (2004). Machiavellianism Scores and Self-Rated Performance of Automobile Salespersons. Psychological Reports, 94(2), 464–466.
  • Becker, J. A. H., & O’Hair, D. (2007). Machiavellians’ motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), 246–267.
  • Bello, S. M. (2012). Impact of Ethical Leadership on Employee Job Performance. International Journal of Business and Social Science, 3(11), 228-236.
  • Beu, D. S., Buckley, M. R., Harvey, M. G. (2003). Ethical decision-making: a multidimensional construct. Business Ethics: A European Review, 12(1), 88-107.
  • Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160.
  • Brayfield, A.H., & Rothe, H.F. (1951). An Index of Job Satisfaction. Journal of Applied Psychology, 35, 307-311.
  • Brown, M. E., & Trevino L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17, 595–616.
  • Brown, M.E., Trevino, L., & Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97, 117- 134.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further Assesments of bass’s (1985) conceptualization of transacational and transformational leadership. Journal of Applied Psychology, 80, 468-478.
  • Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
  • Christie, R.& Geis, F.L., (1970) Studies in Machiavellianism. New York: Academic Press.
  • Ciulla, J. B. (1995). Leadership Ethics: mapping the territory. Business Ethics Quarterly, 5, 5-24.
  • Ciulla, J. B. (2004). Ethics, the heart of Leadership. Praeger Publishers, USA
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
  • Cooper, S.,& Peterson, C. (1980). Machiavellianism and spontaneous cheating in competition. Journal of Research in Personality, 14, 70- 75.
  • Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45(3), 305-317.
  • DeCotiis, T.A., & Summers, T. P. (1987). A Path Analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • Den Hartog D. N., Belschak F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. https://doi.org/10.1007/s10551-012- 1296-4
  • Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483.
  • Flynn, S., Reichard, M., Slane, S. (1987). Cheating as a Function of Task outcome and Machiavellianism. The Journal of Psychology, 121(5), 423-427.
  • Gable, M., Topol, M.T., Machiavellian Managers: Do They Perform Better? Journal of Business and Psychology, 5, 355-365.
  • Gonzalez, T. F., & Guillen, M. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment’. Journal of Business Ethics, 78, 401- 414.
  • Hegarty, W. H & Sims, H.P. (1979). Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64, 331-338.
  • Hom, P. W., Caranikas-Walker, F., Prussia, G. E., and Griffeth, R. W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77(6), 890-909.
  • Iaffaldano, M. T., & Muchinsky, P. M., (1985). Job Satisfaction and Job performance: A meta-analysis. Psychological Bulettin, 97(2), 251- 273.
  • Jermier, J. M. & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24, 1-23.
  • Jones, D. N., & Paulhus, D. L. (2009). Machiavellianism. In M. R. Leary & R. H. Hoyle (Eds.), Handbook of individual differences in social behavior (pp. 93–108). The Guilford Press.
  • Judge, T. A., Thoresen, C. J., Bono, J. E., Patton, G. K. (2001). The Job Satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
  • Kanungo, R. N. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences, 18, 257-265.
  • Kima, W. G. & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020-1026.
  • Koberg, C. S., Boss, R. W., Senjem, J. C. & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24, 71-91.
  • Koh, H. C. & Boo, E. H. Y. (2001). The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics, 29, 309-324.
  • Lu, H., While, A., Barriball, L. (2005). Job satisfaction among nurses: a literature review. International Journal of Nursing Studies, 42, 211– 227.
  • Lu, H., While, A., Barriball, L. (2007). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in Mainland China. International Journal of Nursing Studies, 44, 574-588.
  • Machievalli, N. (1532). The Prince. Nuans Yayinevi, 2011.
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.
  • Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes M., Salvador, R. (2009). How does ethical leadership flow? Test of a trickle-down model.
  • Organizational behavior and Human Decision Processes, 108, 1-13 Meyer, J. P., & Allen, N. J., (1984). Testing the “side-bet theory” of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372–378.
  • Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.
  • Meyer, J. P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., Becker, T. E., Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991-1007.
  • Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employeeorganization linkages. New York: Academic Press.
  • Mudrack, P. (1993). An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature. Journal of Business Ethics, 12, 517-524.
  • Mudrack, P., & Mason, E. S. (1995). More on the acceptability of workplace behaviors of a dubious ethical nature. Psychological Reports, 76, 639- 648.
  • Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., and Roberts J. A. (2008). Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior. Journal of Applied Psychology, 93, 1220–1233.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., and Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90,157-170.
  • O'Connor, W., & Morrison, T. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics, Journal of Psychology, 135, 301-312.
  • Odom, L., & Green, M.T. (2003). Law and the ethics of transformational leadership. Leadership & Organization Development Journal, 24, 62- 69
  • Organ, D. W. (1988). Organizational Citizenship Behavior-The Good Soldier Syndrome: (1st ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.
  • Penley, L. E., and Gould, S. (1988). Etzioni’s Model of Organizational Involvement: A Perspective for Understanding Commitment to Organizations, Journal of Organizational Behaviour, 9, 43–59.
  • Piccolo, R. F. and Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49, 327–340.
  • Piccolo, R.F., Greenbaum, R., Hartog, D.N., and Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of organizational behavior, 31, 259-278.
  • Potterfield, T. A. (1999). The business of employee empowerment. Westport, CT: Quorum Books.
  • Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A Current Look at the job satisfaction/life satisfaction relationship: review and future considerations. Human Relations, 44: 287-307.
  • Rhodes, S., & Steers, R. (1981). Conventional versus worker owned organizations. Human Relations, 34: 1013-1035 Spector, P.E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. SAGE Publications, USA
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38, 1442-1465.
  • Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483-504.
  • Spreitzer, G. M., Janasz. S. C. & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
  • Steers, R. M., & Rhodes, S. R. (1978). Major influences on employee attendance: A process model. Journal of Applied Psychology, 63, 391-407.
  • Stouten J., Baillien E., Van Den Broeck, A., Camps, J., Witte, H. D., Euwema, M. (2010). Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment. Journal of Business Ethics, 95, 17-27.
  • Thompson, K. J., Thach E. C. and Morelli M. (2010). Implementing Ethical Leadership: Current Challenges and Solutions. Insights to a Changing World Journal, 4, 107.
  • Toor, S. R. and Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.
  • Toor, S. R. and Ogulana, S. O. (2008). Leadership Skills and Competencies for Cross- Cultural Construction Projects. International Journal of Human Resources Development and Management, 8(3), 192-215.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2000). Moral Person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5- 37.
  • Zhu, W., May, D.R., and Avolio, B.J. (2004). The Impact of ethical leadership behavior on Employee Outcomes: The roles of psychological empowerment and authenticity, Journalof Leadership & Organizational Studies, 11(1),16-26.

Yıl 2022, Cilt: 2 Sayı: 3, 211 - 238, 29.12.2022

Deniz Zaptçıoğlu Çelikdemir Gonca Günay Alev Katrinli

Öz

Anahtar Kelimeler

makyavelist yönelim

Kaynakça

  • Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18, 244-256.
  • Aziz, A. (2004). Machiavellianism Scores and Self-Rated Performance of Automobile Salespersons. Psychological Reports, 94(2), 464–466.
  • Becker, J. A. H., & O’Hair, D. (2007). Machiavellians’ motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), 246–267.
  • Bello, S. M. (2012). Impact of Ethical Leadership on Employee Job Performance. International Journal of Business and Social Science, 3(11), 228-236.
  • Beu, D. S., Buckley, M. R., Harvey, M. G. (2003). Ethical decision-making: a multidimensional construct. Business Ethics: A European Review, 12(1), 88-107.
  • Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160.
  • Brayfield, A.H., & Rothe, H.F. (1951). An Index of Job Satisfaction. Journal of Applied Psychology, 35, 307-311.
  • Brown, M. E., & Trevino L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17, 595–616.
  • Brown, M.E., Trevino, L., & Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97, 117- 134.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further Assesments of bass’s (1985) conceptualization of transacational and transformational leadership. Journal of Applied Psychology, 80, 468-478.
  • Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
  • Christie, R.& Geis, F.L., (1970) Studies in Machiavellianism. New York: Academic Press.
  • Ciulla, J. B. (1995). Leadership Ethics: mapping the territory. Business Ethics Quarterly, 5, 5-24.
  • Ciulla, J. B. (2004). Ethics, the heart of Leadership. Praeger Publishers, USA
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
  • Cooper, S.,& Peterson, C. (1980). Machiavellianism and spontaneous cheating in competition. Journal of Research in Personality, 14, 70- 75.
  • Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45(3), 305-317.
  • DeCotiis, T.A., & Summers, T. P. (1987). A Path Analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • Den Hartog D. N., Belschak F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. https://doi.org/10.1007/s10551-012- 1296-4
  • Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483.
  • Flynn, S., Reichard, M., Slane, S. (1987). Cheating as a Function of Task outcome and Machiavellianism. The Journal of Psychology, 121(5), 423-427.
  • Gable, M., Topol, M.T., Machiavellian Managers: Do They Perform Better? Journal of Business and Psychology, 5, 355-365.
  • Gonzalez, T. F., & Guillen, M. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment’. Journal of Business Ethics, 78, 401- 414.
  • Hegarty, W. H & Sims, H.P. (1979). Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64, 331-338.
  • Hom, P. W., Caranikas-Walker, F., Prussia, G. E., and Griffeth, R. W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77(6), 890-909.
  • Iaffaldano, M. T., & Muchinsky, P. M., (1985). Job Satisfaction and Job performance: A meta-analysis. Psychological Bulettin, 97(2), 251- 273.
  • Jermier, J. M. & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24, 1-23.
  • Jones, D. N., & Paulhus, D. L. (2009). Machiavellianism. In M. R. Leary & R. H. Hoyle (Eds.), Handbook of individual differences in social behavior (pp. 93–108). The Guilford Press.
  • Judge, T. A., Thoresen, C. J., Bono, J. E., Patton, G. K. (2001). The Job Satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
  • Kanungo, R. N. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences, 18, 257-265.
  • Kima, W. G. & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020-1026.
  • Koberg, C. S., Boss, R. W., Senjem, J. C. & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24, 71-91.
  • Koh, H. C. & Boo, E. H. Y. (2001). The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics, 29, 309-324.
  • Lu, H., While, A., Barriball, L. (2005). Job satisfaction among nurses: a literature review. International Journal of Nursing Studies, 42, 211– 227.
  • Lu, H., While, A., Barriball, L. (2007). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in Mainland China. International Journal of Nursing Studies, 44, 574-588.
  • Machievalli, N. (1532). The Prince. Nuans Yayinevi, 2011.
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.
  • Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes M., Salvador, R. (2009). How does ethical leadership flow? Test of a trickle-down model.
  • Organizational behavior and Human Decision Processes, 108, 1-13 Meyer, J. P., & Allen, N. J., (1984). Testing the “side-bet theory” of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372–378.
  • Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.
  • Meyer, J. P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., Becker, T. E., Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991-1007.
  • Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employeeorganization linkages. New York: Academic Press.
  • Mudrack, P. (1993). An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature. Journal of Business Ethics, 12, 517-524.
  • Mudrack, P., & Mason, E. S. (1995). More on the acceptability of workplace behaviors of a dubious ethical nature. Psychological Reports, 76, 639- 648.
  • Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., and Roberts J. A. (2008). Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior. Journal of Applied Psychology, 93, 1220–1233.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., and Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90,157-170.
  • O'Connor, W., & Morrison, T. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics, Journal of Psychology, 135, 301-312.
  • Odom, L., & Green, M.T. (2003). Law and the ethics of transformational leadership. Leadership & Organization Development Journal, 24, 62- 69
  • Organ, D. W. (1988). Organizational Citizenship Behavior-The Good Soldier Syndrome: (1st ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.
  • Penley, L. E., and Gould, S. (1988). Etzioni’s Model of Organizational Involvement: A Perspective for Understanding Commitment to Organizations, Journal of Organizational Behaviour, 9, 43–59.
  • Piccolo, R. F. and Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49, 327–340.
  • Piccolo, R.F., Greenbaum, R., Hartog, D.N., and Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of organizational behavior, 31, 259-278.
  • Potterfield, T. A. (1999). The business of employee empowerment. Westport, CT: Quorum Books.
  • Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A Current Look at the job satisfaction/life satisfaction relationship: review and future considerations. Human Relations, 44: 287-307.
  • Rhodes, S., & Steers, R. (1981). Conventional versus worker owned organizations. Human Relations, 34: 1013-1035 Spector, P.E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. SAGE Publications, USA
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38, 1442-1465.
  • Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483-504.
  • Spreitzer, G. M., Janasz. S. C. & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
  • Steers, R. M., & Rhodes, S. R. (1978). Major influences on employee attendance: A process model. Journal of Applied Psychology, 63, 391-407.
  • Stouten J., Baillien E., Van Den Broeck, A., Camps, J., Witte, H. D., Euwema, M. (2010). Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment. Journal of Business Ethics, 95, 17-27.
  • Thompson, K. J., Thach E. C. and Morelli M. (2010). Implementing Ethical Leadership: Current Challenges and Solutions. Insights to a Changing World Journal, 4, 107.
  • Toor, S. R. and Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.
  • Toor, S. R. and Ogulana, S. O. (2008). Leadership Skills and Competencies for Cross- Cultural Construction Projects. International Journal of Human Resources Development and Management, 8(3), 192-215.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2000). Moral Person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5- 37.
  • Zhu, W., May, D.R., and Avolio, B.J. (2004). The Impact of ethical leadership behavior on Employee Outcomes: The roles of psychological empowerment and authenticity, Journalof Leadership & Organizational Studies, 11(1),16-26.

Yıl 2022, Cilt: 2 Sayı: 3, 211 - 238, 29.12.2022

Deniz Zaptçıoğlu Çelikdemir Gonca Günay Alev Katrinli

Öz

Anahtar Kelimeler

makyavelist yönelim

Kaynakça

  • Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18, 244-256.
  • Aziz, A. (2004). Machiavellianism Scores and Self-Rated Performance of Automobile Salespersons. Psychological Reports, 94(2), 464–466.
  • Becker, J. A. H., & O’Hair, D. (2007). Machiavellians’ motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), 246–267.
  • Bello, S. M. (2012). Impact of Ethical Leadership on Employee Job Performance. International Journal of Business and Social Science, 3(11), 228-236.
  • Beu, D. S., Buckley, M. R., Harvey, M. G. (2003). Ethical decision-making: a multidimensional construct. Business Ethics: A European Review, 12(1), 88-107.
  • Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160.
  • Brayfield, A.H., & Rothe, H.F. (1951). An Index of Job Satisfaction. Journal of Applied Psychology, 35, 307-311.
  • Brown, M. E., & Trevino L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17, 595–616.
  • Brown, M.E., Trevino, L., & Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97, 117- 134.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further Assesments of bass’s (1985) conceptualization of transacational and transformational leadership. Journal of Applied Psychology, 80, 468-478.
  • Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
  • Christie, R.& Geis, F.L., (1970) Studies in Machiavellianism. New York: Academic Press.
  • Ciulla, J. B. (1995). Leadership Ethics: mapping the territory. Business Ethics Quarterly, 5, 5-24.
  • Ciulla, J. B. (2004). Ethics, the heart of Leadership. Praeger Publishers, USA
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
  • Cooper, S.,& Peterson, C. (1980). Machiavellianism and spontaneous cheating in competition. Journal of Research in Personality, 14, 70- 75.
  • Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45(3), 305-317.
  • DeCotiis, T.A., & Summers, T. P. (1987). A Path Analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • Den Hartog D. N., Belschak F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. https://doi.org/10.1007/s10551-012- 1296-4
  • Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483.
  • Flynn, S., Reichard, M., Slane, S. (1987). Cheating as a Function of Task outcome and Machiavellianism. The Journal of Psychology, 121(5), 423-427.
  • Gable, M., Topol, M.T., Machiavellian Managers: Do They Perform Better? Journal of Business and Psychology, 5, 355-365.
  • Gonzalez, T. F., & Guillen, M. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment’. Journal of Business Ethics, 78, 401- 414.
  • Hegarty, W. H & Sims, H.P. (1979). Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64, 331-338.
  • Hom, P. W., Caranikas-Walker, F., Prussia, G. E., and Griffeth, R. W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77(6), 890-909.
  • Iaffaldano, M. T., & Muchinsky, P. M., (1985). Job Satisfaction and Job performance: A meta-analysis. Psychological Bulettin, 97(2), 251- 273.
  • Jermier, J. M. & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24, 1-23.
  • Jones, D. N., & Paulhus, D. L. (2009). Machiavellianism. In M. R. Leary & R. H. Hoyle (Eds.), Handbook of individual differences in social behavior (pp. 93–108). The Guilford Press.
  • Judge, T. A., Thoresen, C. J., Bono, J. E., Patton, G. K. (2001). The Job Satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
  • Kanungo, R. N. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences, 18, 257-265.
  • Kima, W. G. & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020-1026.
  • Koberg, C. S., Boss, R. W., Senjem, J. C. & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24, 71-91.
  • Koh, H. C. & Boo, E. H. Y. (2001). The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics, 29, 309-324.
  • Lu, H., While, A., Barriball, L. (2005). Job satisfaction among nurses: a literature review. International Journal of Nursing Studies, 42, 211– 227.
  • Lu, H., While, A., Barriball, L. (2007). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in Mainland China. International Journal of Nursing Studies, 44, 574-588.
  • Machievalli, N. (1532). The Prince. Nuans Yayinevi, 2011.
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.
  • Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes M., Salvador, R. (2009). How does ethical leadership flow? Test of a trickle-down model.
  • Organizational behavior and Human Decision Processes, 108, 1-13 Meyer, J. P., & Allen, N. J., (1984). Testing the “side-bet theory” of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372–378.
  • Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.
  • Meyer, J. P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., Becker, T. E., Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991-1007.
  • Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employeeorganization linkages. New York: Academic Press.
  • Mudrack, P. (1993). An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature. Journal of Business Ethics, 12, 517-524.
  • Mudrack, P., & Mason, E. S. (1995). More on the acceptability of workplace behaviors of a dubious ethical nature. Psychological Reports, 76, 639- 648.
  • Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., and Roberts J. A. (2008). Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior. Journal of Applied Psychology, 93, 1220–1233.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., and Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90,157-170.
  • O'Connor, W., & Morrison, T. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics, Journal of Psychology, 135, 301-312.
  • Odom, L., & Green, M.T. (2003). Law and the ethics of transformational leadership. Leadership & Organization Development Journal, 24, 62- 69
  • Organ, D. W. (1988). Organizational Citizenship Behavior-The Good Soldier Syndrome: (1st ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.
  • Penley, L. E., and Gould, S. (1988). Etzioni’s Model of Organizational Involvement: A Perspective for Understanding Commitment to Organizations, Journal of Organizational Behaviour, 9, 43–59.
  • Piccolo, R. F. and Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49, 327–340.
  • Piccolo, R.F., Greenbaum, R., Hartog, D.N., and Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of organizational behavior, 31, 259-278.
  • Potterfield, T. A. (1999). The business of employee empowerment. Westport, CT: Quorum Books.
  • Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A Current Look at the job satisfaction/life satisfaction relationship: review and future considerations. Human Relations, 44: 287-307.
  • Rhodes, S., & Steers, R. (1981). Conventional versus worker owned organizations. Human Relations, 34: 1013-1035 Spector, P.E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. SAGE Publications, USA
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38, 1442-1465.
  • Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483-504.
  • Spreitzer, G. M., Janasz. S. C. & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
  • Steers, R. M., & Rhodes, S. R. (1978). Major influences on employee attendance: A process model. Journal of Applied Psychology, 63, 391-407.
  • Stouten J., Baillien E., Van Den Broeck, A., Camps, J., Witte, H. D., Euwema, M. (2010). Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment. Journal of Business Ethics, 95, 17-27.
  • Thompson, K. J., Thach E. C. and Morelli M. (2010). Implementing Ethical Leadership: Current Challenges and Solutions. Insights to a Changing World Journal, 4, 107.
  • Toor, S. R. and Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.
  • Toor, S. R. and Ogulana, S. O. (2008). Leadership Skills and Competencies for Cross- Cultural Construction Projects. International Journal of Human Resources Development and Management, 8(3), 192-215.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2000). Moral Person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5- 37.
  • Zhu, W., May, D.R., and Avolio, B.J. (2004). The Impact of ethical leadership behavior on Employee Outcomes: The roles of psychological empowerment and authenticity, Journalof Leadership & Organizational Studies, 11(1),16-26.

Yıl 2022, Cilt: 2 Sayı: 3, 211 - 238, 29.12.2022

Deniz Zaptçıoğlu Çelikdemir Gonca Günay Alev Katrinli

Öz

Anahtar Kelimeler

makyavelist yönelim

Kaynakça

  • Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18, 244-256.
  • Aziz, A. (2004). Machiavellianism Scores and Self-Rated Performance of Automobile Salespersons. Psychological Reports, 94(2), 464–466.
  • Becker, J. A. H., & O’Hair, D. (2007). Machiavellians’ motives in organizational citizenship behavior. Journal of Applied Communication Research, 35(3), 246–267.
  • Bello, S. M. (2012). Impact of Ethical Leadership on Employee Job Performance. International Journal of Business and Social Science, 3(11), 228-236.
  • Beu, D. S., Buckley, M. R., Harvey, M. G. (2003). Ethical decision-making: a multidimensional construct. Business Ethics: A European Review, 12(1), 88-107.
  • Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160.
  • Brayfield, A.H., & Rothe, H.F. (1951). An Index of Job Satisfaction. Journal of Applied Psychology, 35, 307-311.
  • Brown, M. E., & Trevino L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly, 17, 595–616.
  • Brown, M.E., Trevino, L., & Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97, 117- 134.
  • Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further Assesments of bass’s (1985) conceptualization of transacational and transformational leadership. Journal of Applied Psychology, 80, 468-478.
  • Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
  • Christie, R.& Geis, F.L., (1970) Studies in Machiavellianism. New York: Academic Press.
  • Ciulla, J. B. (1995). Leadership Ethics: mapping the territory. Business Ethics Quarterly, 5, 5-24.
  • Ciulla, J. B. (2004). Ethics, the heart of Leadership. Praeger Publishers, USA
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.
  • Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482.
  • Cooper, S.,& Peterson, C. (1980). Machiavellianism and spontaneous cheating in competition. Journal of Research in Personality, 14, 70- 75.
  • Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antecedents of job dissatisfaction and intent to turnover. Human Relations, 45(3), 305-317.
  • DeCotiis, T.A., & Summers, T. P. (1987). A Path Analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • Den Hartog D. N., Belschak F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47. https://doi.org/10.1007/s10551-012- 1296-4
  • Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72, 463-483.
  • Flynn, S., Reichard, M., Slane, S. (1987). Cheating as a Function of Task outcome and Machiavellianism. The Journal of Psychology, 121(5), 423-427.
  • Gable, M., Topol, M.T., Machiavellian Managers: Do They Perform Better? Journal of Business and Psychology, 5, 355-365.
  • Gonzalez, T. F., & Guillen, M. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment’. Journal of Business Ethics, 78, 401- 414.
  • Hegarty, W. H & Sims, H.P. (1979). Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64, 331-338.
  • Hom, P. W., Caranikas-Walker, F., Prussia, G. E., and Griffeth, R. W. (1992). A Meta-Analytical Structural Equations Analysis of a Model of Employee Turnover. Journal of Applied Psychology, 77(6), 890-909.
  • Iaffaldano, M. T., & Muchinsky, P. M., (1985). Job Satisfaction and Job performance: A meta-analysis. Psychological Bulettin, 97(2), 251- 273.
  • Jermier, J. M. & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24, 1-23.
  • Jones, D. N., & Paulhus, D. L. (2009). Machiavellianism. In M. R. Leary & R. H. Hoyle (Eds.), Handbook of individual differences in social behavior (pp. 93–108). The Guilford Press.
  • Judge, T. A., Thoresen, C. J., Bono, J. E., Patton, G. K. (2001). The Job Satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
  • Kanungo, R. N. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences, 18, 257-265.
  • Kima, W. G. & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020-1026.
  • Koberg, C. S., Boss, R. W., Senjem, J. C. & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24, 71-91.
  • Koh, H. C. & Boo, E. H. Y. (2001). The Link between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics, 29, 309-324.
  • Lu, H., While, A., Barriball, L. (2005). Job satisfaction among nurses: a literature review. International Journal of Nursing Studies, 42, 211– 227.
  • Lu, H., While, A., Barriball, L. (2007). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in Mainland China. International Journal of Nursing Studies, 44, 574-588.
  • Machievalli, N. (1532). The Prince. Nuans Yayinevi, 2011.
  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194.
  • Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes M., Salvador, R. (2009). How does ethical leadership flow? Test of a trickle-down model.
  • Organizational behavior and Human Decision Processes, 108, 1-13 Meyer, J. P., & Allen, N. J., (1984). Testing the “side-bet theory” of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372–378.
  • Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710–720.
  • Meyer, J. P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
  • Meyer, J. P., Becker, T. E., Vandenberghe, C. (2004). Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6), 991-1007.
  • Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employeeorganization linkages. New York: Academic Press.
  • Mudrack, P. (1993). An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature. Journal of Business Ethics, 12, 517-524.
  • Mudrack, P., & Mason, E. S. (1995). More on the acceptability of workplace behaviors of a dubious ethical nature. Psychological Reports, 76, 639- 648.
  • Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., and Roberts J. A. (2008). Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior. Journal of Applied Psychology, 93, 1220–1233.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., and Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90,157-170.
  • O'Connor, W., & Morrison, T. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics, Journal of Psychology, 135, 301-312.
  • Odom, L., & Green, M.T. (2003). Law and the ethics of transformational leadership. Leadership & Organization Development Journal, 24, 62- 69
  • Organ, D. W. (1988). Organizational Citizenship Behavior-The Good Soldier Syndrome: (1st ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.
  • Penley, L. E., and Gould, S. (1988). Etzioni’s Model of Organizational Involvement: A Perspective for Understanding Commitment to Organizations, Journal of Organizational Behaviour, 9, 43–59.
  • Piccolo, R. F. and Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49, 327–340.
  • Piccolo, R.F., Greenbaum, R., Hartog, D.N., and Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of organizational behavior, 31, 259-278.
  • Potterfield, T. A. (1999). The business of employee empowerment. Westport, CT: Quorum Books.
  • Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A Current Look at the job satisfaction/life satisfaction relationship: review and future considerations. Human Relations, 44: 287-307.
  • Rhodes, S., & Steers, R. (1981). Conventional versus worker owned organizations. Human Relations, 34: 1013-1035 Spector, P.E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. SAGE Publications, USA
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38, 1442-1465.
  • Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39, 483-504.
  • Spreitzer, G. M., Janasz. S. C. & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
  • Steers, R. M., & Rhodes, S. R. (1978). Major influences on employee attendance: A process model. Journal of Applied Psychology, 63, 391-407.
  • Stouten J., Baillien E., Van Den Broeck, A., Camps, J., Witte, H. D., Euwema, M. (2010). Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment. Journal of Business Ethics, 95, 17-27.
  • Thompson, K. J., Thach E. C. and Morelli M. (2010). Implementing Ethical Leadership: Current Challenges and Solutions. Insights to a Changing World Journal, 4, 107.
  • Toor, S. R. and Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.
  • Toor, S. R. and Ogulana, S. O. (2008). Leadership Skills and Competencies for Cross- Cultural Construction Projects. International Journal of Human Resources Development and Management, 8(3), 192-215.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2000). Moral Person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128-142.
  • Trevino L. K., & Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5- 37.
  • Zhu, W., May, D.R., and Avolio, B.J. (2004). The Impact of ethical leadership behavior on Employee Outcomes: The roles of psychological empowerment and authenticity, Journalof Leadership & Organizational Studies, 11(1),16-26.
Toplam 69 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Araştırma ve İnceleme Makaleleri
Yazarlar

Deniz Zaptçıoğlu Çelikdemir 0000-0002-5511-9661

Gonca Günay Bu kişi benim 0000-0002-7039-213X

Alev Katrinli Bu kişi benim 0000-0002-7997-1293

Erken Görünüm Tarihi 29 Aralık 2022
Yayımlanma Tarihi 29 Aralık 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 2 Sayı: 3

Kaynak Göster

Chicago Zaptçıoğlu Çelikdemir, Deniz, Gonca Günay, ve Alev Katrinli. “THE MODERATING ROLE OF MACHIAVELLIAN ORIENTATION IN THE REACTIONS TO ETHICAL LEADERSHIP”. TÜRKAV Kamu Yönetimi Enstitüsü Sosyal Bilimler Dergisi 2, sy. 3 (Aralık 2022): 211-38.
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