Cilt 8 Sayı 4 (2020): Business & Management Studies: An International Journal
Makaleler

ETİK LİDERLİĞE KARŞI ÖRGÜTSEL POLİTİKA ALGISI VE İHMALKARLIK: ZAMAN GECİKMELİ VE ÇOK DÜZEYLİ BİR ARAŞTIRMA

Ufuk BAŞAR
Öğr. Üyesi, İstanbul Ticaret Üniversitesi

Yayınlanmış 2020-12-10

Anahtar Kelimeler

  • Ethical Leadership,
  • Loyalty,
  • Neglect of Work,
  • Organizational Politics
  • Etik Liderlik,
  • Sadakat,
  • İhmalkarlık,
  • Örgütsel Politika

Nasıl Atıf Yapılır

BAŞAR, U. (2020). ETİK LİDERLİĞE KARŞI ÖRGÜTSEL POLİTİKA ALGISI VE İHMALKARLIK: ZAMAN GECİKMELİ VE ÇOK DÜZEYLİ BİR ARAŞTIRMA. Business & Management Studies: An International Journal, 8(4), 1081–1114. https://doi.org/10.15295/bmij.v8i4.1611

Özet

Bu araştırmanın amacı çalışanların örgütlerine olan sadakatları aracılığıyla etik liderliğin örgütsel politika algısının ve onun ihmalkarlık gibi arzu edilmeyen sonuçlarının önlenmesinde bir role sahip olup olmadığını ortaya çıkarmaktır. Araştırmanın verisi Antalya, Türkiye’de faaliyet gösteren dört farklı beş yıldızlı otelde çalışan 418 personelden ve bu çalışanların bağlı olduğu 52 yöneticiden anket tekniği ile üç farklı zaman diliminde toplanmıştır. Çalışanlar belirli bir yöneticiye bağlı olduklarından dolayı veri Hiyerarşik Doğrusal Modelleme tekniği ile analiz edilmiştir. Elde edilen bulgulara göre etik liderlik çalışanların sadakatini artırmaktadır ve örgütsel politika algısı çalışanların işlerini ihmal etmelerine yol açmaktadır. Etik liderlikle örgütsel politika algısı arasında ve etik liderlikle ihmalkarlık arasında ters yönlü ilişkiler vardır. Örgütsel politika algısı etik liderlikle ihmalkarlık arasındaki ilişkiye aracılık etmektedir. Ayrıca çalışanaların sadakati etik liderlikle örgütsel polika algısı arasındaki ilişkiye ve etik liderlikle ihmalkarlık arasındaki ilişkiye aracılık etmektedir.

İndirmeler

İndirme verileri henüz mevcut değil.

Referanslar

  1. Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed). Experimental social psychology (pp. 267–299). New York, NY: Academic Press.
  2. Akdoğan, A., & Demirtaş, Ö. (2014). Etik liderlik davranışlarının etik iklim üzerindeki etkisi: Örgütsel politik algılamaların aracılık rolü. Journal of Economics and Administrative Sciences, 16(1), 103–120.
  3. Alam, S. (2019). The relationship between ethical leadership and organisational politics: Constructive and destructive politics (Unpublished master's thesis). COMSATS University, Islamabad.
  4. Allen, R. W., Madison, D. L., Porter, L. W., Renwick, P. A., & Mayes, B.T. (1979). Organisational politics: Tactics and characteristics of its actors. California Management Review, 12(1), 77–83.
  5. Atinga, R. A., Domfeh, K. A., Kayi, E., Abuosi, A., & Dzansi, G. (2014). Effects of perceived workplace politics in hospitals on nurses' behavioural intentions in Ghana. Journal of Nursing Management, 22, 159–169.
  6. Babalola, M. T., Stouten, J., & Euwema, M. (2016). Frequent change and turnover intention: The moderating role of ethical leadership. Journal of Business Ethics, 134(2), 311-322.
  7. Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.
  8. Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice Hall.
  9. Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
  10. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.
  11. Bass, B. M., & Avolio, B. J. (2000). Multifactor leadership questionnaire. Redwood City, CA: Mindgarden.
  12. Başar, U., & Filizoz, B. (2015). Can ethical leaders heal the wounds? An empirical research. Eurasian Journal of Business and Economics, 8(15), 199-218.
  13. Başar, U., Alan, H., Topcu, M. K., & Aksoy, S. (2015, November). Örgütsel politika algisinin ardillari üzerine görgül bir araştirma. Proceeding presented at the 3rd Organizational Behavior Congress, Tokat, Turkey.
  14. Başar, U., & Basim, N. (2016). A cross-sectional survey on consequences of nurses' burnout: Moderating role of organisational politics. Journal of Advanced Nursing, 72(8), 1838–1850.
  15. Başar, U., & Varoglu, A. K. (2016). Örgütsel politika algısının ihmalkârlık üzerindeki etkisinde işten ayrılma niyetinin aracı rolu. Yönetim ve Ekonomi, 23(3), 753-767.
  16. Başar, U., Sigri, U., & Basim, N. (2018). Ethics lead the way despite organisational politics. Asian Journal of Business Ethics, 7, 81-101.
  17. Blau, P. (1964). Exchange and power in social life. New York: John Wiley.
  18. Bliese, P. D. (1998). Group size, ICC values, and group size correlations: A simulation. Organizational Research Methods, 1, 355–373.
  19. Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organisations: Foundations, extensions, and new directions (pp. 349–381). San Francisco, CA: Jossey-Bass.
  20. Bliese, P. D., Halverson, R., & Schriesheim, C. (2002). Benchmarking multilevel methods in leadership: The articles, the model, the data set. Leadership Quarterly, 13, 3–14.
  21. Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organisational Behavior and Human Decision Processes, 97, 117–134.
  22. Brown, M. E., & Trevino, L. K. (2006a). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.
  23. Brown, M. E., & Trevino, L. K. (2006b). Socialised charismatic leadership, values congruence, and deviance in work groups. Journal of Applied Psychology, 91, 954-962.
  24. Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for euture research. Business Ethics Quarterly, 20(4), 583-616.
  25. Burns, J. M. (1978). Leadership. New York, NY: Harper and Row.
  26. Celik, S., Dedeoglu, B. B., & Inanir, A. (2015). Relationship between ethical leadership, organisational commitment and job satisfaction at hotel organisations. Ege Academic Review, 15(1), 53–63.
  27. Cetinoz, B. C., & Akdag, G. (2015). Otel çalışanlarının sahip oldukları kişilik özellikleri ve iş performansı ilişkileri: Antalya’da faaliyet gösteren beş yıldızlı otellerde bir uygulama. Turizm Akademik Dergisi, 2(1), 1-13.
  28. Chang, C., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organisational politics and employee attitudes, strain, and behavior: A meta analytic examination. Academy of Management Journal, 52(4), 779–801.
  29. Chinomona, R., & Chinomona, E. (2013). The influence of employees' perceptions of organisational politics on turnover intentions in Zimbabwe's SME sector. South African Journal of Business Management, 44(2), 57-66.
  30. Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128, 653–663.
  31. Costen, W. M., & Salazar, J. (2011). The impact of training and development on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism, 10, 273–284.
  32. Cropanzano, R., Howes, J. C., Grandey, A. A., & Toth, P. (1997). The relationship of organisational politics and support to work behaviors, attitudes, and stress. Journal of Organizational Behavior, 18, 159–180.
  33. Dailey, R. C., & Kirk, D. J. (1992). Distributive and procedural justice as antacedents of job dissatisfaction and intention to turnover. Human Relations, 45(3), 305-317.
  34. DeConinck, J. B. (2015). Outcomes of ethical leadership among salespeople. Journal of Business Research, 68, 1086–1093.
  35. De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. Leadership Quarterly, 19, 297–311.
  36. Den Hartog, D. N., House, R. J., Hanges, P. J., & Ruiz-Quintanilla, S. A. (1999). Culture specific and cross culturally generalisable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?. Leadership Quarterly, 10(2), 219–256.
  37. Dirik, D. & Yeloğlu, H. O. (2020). Algılanan örgütsel politikanın ardılları üzerine ulusal yazın bağlamında bir meta-analiz çalışması. Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 15(2), 475-492.
  38. Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628.
  39. Eisenbeiss, S. A., Van Knippenberg, D., & Fahrbach, C. M. (2015). Doing well by doing good? Analysing the relationship between CEO ethical leadership and firm performance. Journal of Business Ethics, 128, 635–651.
  40. Farrell, D. (1983). Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A multidimensional scaling study. Academy of Management Journal, 26(4), 596–607.
  41. Farrell, D., & Rusbult, C. E. (1992). Exploring the exit, voice, loyalty, and neglect typology: The influence of job satisfaction, quality of alternatives, and investment size. Employee Responsibilities and Rights Journal, 5(3), 201-218.
  42. Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organisations. In R. A. Giacalone & P. Rosenfeld (Eds). Impression management in the organisation (pp. 143-170). Hillside, NJ: Erlbaum.
  43. Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organisational politics. Journal of Management, 18(1), 93–116.
  44. Filizöz, B. (2011). Etik ve etiğe ilişkin temel kavramlar. In Z. Sabuncuoğlu (Ed). İşletme etiği (pp. 1-38). İstanbul: Beta.
  45. Ghanbari, S. & Abdolmaleki, J. (2020). The role of ethical leadership in organisational loyalty with the mediation of work engagement. Strategic Rssearch on Social Problems in Iran, 8(4), 5-10.
  46. Hochwarter, W. A., Perrewe, P. L., Ferris, G. R., & Guercio, R. (1999). Commitment as an antidote to the tension and turnover consequences of organisational politics. Journal of Vocational Behavior, 55, 277–297.
  47. Hochwarter, W. A., Kacmar, C., Perrewe, P. L., & Johnson, D. (2003). Perceived organisational support as a mediator of the relationship between politics perceptions and work outcomes. Journal of Vocational Behavior, 63, 438–456.
  48. Hofstede, G. (1980). Cultures Consequences. Beverly Hills, CA: Sage.
  49. Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597–606.
  50. Huang, I., Chuang, C. J., & Lin, H. (2003). The role of burnout in the relationship between perceptions of organisational politics and turnover intentions. Public Personnel Management, 32(4), 519–531.
  51. Iscan, Ö. F. (2005). Siyasal arena metaforu olarak örgütler ve örgütsel siyasetin örgütsel adalet algısına etkisi. Ankara Üniversitesi SBF Dergisi, 60(1), 149–171.
  52. James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98.
  53. Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple sample investigation. Journal of Management, 23(5), 627–658.
  54. Kacmar, K. M., Bozeman, D. P., Carlson, D. S., & Anthony, W. P. (1999). An examination of the perceptions of organisational politics model: Replication and extension. Human Relations, 52(3), 383–416.
  55. Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organisational politics. Journal of Applied Psychology, 96(3), 633–642.
  56. Kacmar, K. M., Andrews, M. C., Harris K. J., & Tepper, B. J. (2013). Ethical leadership and subordinate outcomes: The mediating role of organisational politics and the moderating role of political skill. Journal of Business Ethics, 115, 33–44.
  57. Karacaoğlu, K., & Arat, H. (2019). Otel işletmelerinde çalişanlarin örgütsel politika algilari ile işe yabancilaşmalari arasindaki ilişkide iş stresinin düzenleyici rolü: Nevşehir ili örneği. Uluslararasıİktisadi ve İdari İncelemeler Dergisi, 25, 253-266.
  58. Karatepe, O. M., Babakus, E., & Yavas, U. (2012). Affectivity and organisational politics as antecedents of burnout among frontline hotel employees. International Journal of Hospitality Management, 31, 66–75.
  59. Kenny, D. A., Kashy, D. A., & Bolger, N. (1998). Data analysis in social psychology. In D. Gilbert, S. Fiske, & G. Lindzey (Eds.). The handbook of social psychology (pp. 233–265). Boston: McGraw-Hill.
  60. Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter?. Academy of Management Executive, 5, 48-60.
  61. Ma, Y., Cheng, W., Ribbens, B. A., & Zhou, J. (2013). Ethical leadership and employee creativity: Knowledge sharing and self-efficacy as mediators. Social Behavior and Personality, 41(9), 109–1420.
  62. Maheshwari, S. K., & Ganesh, M. P. (2006). Ethics in organisations: The case of Tata Steel. Vikalpa, 31(2), 75–87.
  63. Martensen, A., & Gronholdt, L. (2006). Internal marketing: A study of employee loyalty, its determinants and consequences. Innovative Marketing, 2(4), 92-116.
  64. Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organisational Behavior and Human Decision Processes, 108, 1–13.
  65. Mayes, B. T., & Allen, R. W. (1977). Toward a definition of organisational politics. Academy of Management Review, 2(4), 672–678.
  66. Mellahi, K., Budhwar, P. S., & Li, B. (2010). A study of the relationship between exit, voice, loyalty and neglect and commitment in India. Human Relations, 63(3) 349–369.
  67. Mendonca, M. (2001). Preparing for ethical leadership in organisations. Canadian Journal of Administrative Sciences, 18(4), 266–276.
  68. Miller, B. K., & Nicols, K. M. (2008). Politics and justice: A mediated moderation model. Journal of Managerial Issues, 20(2), 214–237.
  69. Miller, B. K., Rutherford, M. A., & Kolodinsky, R. W. (2008). Perceptions of organisational politics: A meta-analysis of outcomes. Journal of Business Psychology, 22, 209–222.
  70. Naus, F., Van Iterson, A., & Roe, R. (2007). Organisational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace. Human Relations, 60(5), 683–718.
  71. Okan, T., & Akyuz, A. M. (2015). Exploring the relationship between ethical leadership and job satisfaction with the mediating role of the level of loyalty to supervisor. Business and Economics Research Journal, 6(4), 155-177.
  72. Parker, C. P., Dipboye, R. L., & Jackson, S. L. (1995). Perceptions of organisational politics: An investigation of antecedents and consequences. Journal of Management, 21(5), 891–912.
  73. Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.
  74. Posner, B. Z., & Schmidt, W. H. (1992). Values and the American manager: An update updated. California Management Review, 34(3), 80–94.
  75. Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organisational politics and organisational support as predictors of work attitudes, job performance, and organisational citizenship behavior. Journal of Organizational Behavior, 20, 159–174.
  76. Raudenbush, S. W., & Bryk, A. S. (2002). Hierarchical linear models: Applications and data analysis methods. Thousand Oaks, CA: Sage.
  77. Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. Leadership Quarterly, 16, 655-687.
  78. Reichheld, F. F. (2001). Lead for loyalty. Harward Business Review, July – August, 76-84.
  79. Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K., & Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics, 101, 435–457.
  80. Ruiz, P., Ruiz, C., & Martinez, R. (2010). Improving the "leader–follower" relationship: Top manager or supervisor? the ethical leadership trickle-down effect on follower job response. Journal of Business Ethics, 99, 587–608.
  81. Rusbult, C. E., Farrell, D., Rogers, G., & Mainous III, A.G. (1988). Impact of exchange variables on exit, voice, loyalty and neglect: An integrative model of responses to declining job satisfaction. Academy of Management Journal, 31(3), 599–627.
  82. Sigri, U., & Başar, U. (2015, May). Etik liderliğin iyileştirici etkisi üzerine görgül bir araştırma. Proceeding presented at the 23rd National Management and Organization Congress, Muğla, Turkey.
  83. Si, S. X., Wei, F., & Li, Y. (2008). The effect of organisational psychological contract violation on managers' exit, voice, loyalty and neglect in the Chinese context. International Journal of Human Resource Management, 9(5), 932-944.
  84. Si, S., & Li, Y. (2012). Human resource management practices on exit, voice, loyalty, and neglect: Organisational commitment as a mediator. International Journal of Human Resource Management, 23(8), 1705-1716.
  85. Tansky, J. W., Gallagher, D. G., & Wetzel, K. W. (1997). The effect of demographics, work status, and relative equity on organisational commitment: Looking among part‐time workers. Canadian Journal of Administrative Sciences, 14(3), 315-326.
  86. Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142.
  87. 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(1), 5–37.
  88. Tuna, M., Bircan, H., & Yesiltas, M. (2012). Etik liderlik ölçeginin geçerlilik ve güvenilirlik çalısması: Antalya örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2), 143–155.
  89. Turnley, W. H., & Feldman, D. C. (1999). The impact of psychological contract violations on exit, voice, loyalty, and neglect. Human Relations, 52(7), 895-922.
  90. Van Knippenberg, D., & Sleebos, E. (2006). Organisational identification versus organisational commitment: Self-definition, social exchange, and job attitudes. Organisational Behavior, 27, 571 – 584.
  91. Vigoda, E. (2000). Organisational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of Vocational Behavior, 57, 326–347.
  92. Vigoda, E. (2001). Reactions to organisational politics: A cross-cultural examination in Israel and Britain. Human Relations, 54(11), 1483–1511.
  93. Vigoda, E., & Cohen, A. (2002). Influence tactics and perceptions of organisational politics: A longitudinal study. Journal of Business Research, 55, 311–324.
  94. Vigoda-Gadot, E., & Talmud, I. (2010). Organisational politics and job outcomes: The moderating effect of trust and social support. Journal of Applied Social Psychology, 40(11), 2829–2861.
  95. Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286.
  96. Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organisational identification. Organisational Behavior and Human Decision Processes, 115, 204-213.
  97. Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34(4), 521-539.
  98. Witt, L. A., Patti, A. L., & Farmer, W. L. (2002). Organisational politics and work identity as predictors of organisational commitment. Journal of Applied Social Psychology, 32(3), 486-499.
  99. Yamin, M. A. Y. & Mahasneh, M. S. (2018). The impact of values-based leadership on ethical loyalty in saudi arabian health organisations. International Review of Management and Marketing, 8(3), 6-13.
  100. Yang, J., Treadway, D. C., & Stepina, L. P. (2013). Justice and politics: Mechanisms for the underlying relationships of role demands to employees' satisfaction and turnover intentions. Journal of Applied Social Psychology, 43, 1624–1635.
  101. Yasin, F. (2013). İş doyumsuzluğuna verilen tepkiler ölçeği. Nesne Psikoloji Dergisi, 1(2), 1–20.
  102. Zhu, W., May, D. R., & Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11(1), 16-26.