LİDERLİK TARZI VE DUYGUSAL EMEĞİN ALGILANAN YÖNETİCİ DESTEĞİ VE ALGILANAN ÖRGÜT DESTEĞİ ÜZERİNDEKİ ETKİSİ

Bu çalışmanın amacı, dönüşümcü liderlik, işlemsel liderlik ve serbest bırakıcı liderliğin ve yüzeysel rol yapma ve derin rol yapma biçimlerindeki duygusal emeğin, algılanan yönetici desteği ve algılanan örgütsel destek üzerindeki birleşik etkisini araştırmaktır. Araştırmanın hipotezlerini test etmek için altı hayali lider tipinin betimlendiği bir deney yapılmıştır. Lider tanımlarını okuduktan sonra, katılımcılara, betimlenen hayali liderle çalıştıkları varsayımıyla, kendi tahmin ettikleri algılanan yönetici desteği ve algılanan örgütsel destek düzeyleri hakkında bir anket verildi. Araştırmanın bulguları, dönüşümcü liderlerin, işlemsel ve serbest bırakıcı liderlere kıyasla daha yüksek düzeyde algılanan yönetici desteği ve algılanan örgütsel destek uyandırdığını göstermektedir. Bundan başka, derinden rol yapan işlemsel ve serbest bırakıcı liderler, yüzeysel davranan akranlarına kıyasla daha yüksek düzeyde algılanan yönetici desteği uyandırırlar. Son olarak, derin oyunculuk sergileyen serbest bırakıcı liderler, yüzeysel davranış sergileyen serbest bırakıcı liderlere kıyasla daha yüksek düzeyde algılanan örgütsel destek uyandıracaktır.

Anahtar Kelimeler:

Dönüşümcü Liderlik, İşlemsel Liderlik, Serbest Bırakıcı Liderlik, Algılanan Yönetici Desteği, Algılanan Örgütsel Destek

THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT

The aim of this study is to investigate the combined effect of the transformational, transactional, and laissez-faire leadership styles and emotional labor in forms of surface acting and deep acting on perceived supervisor support and perceived organizational support. To test the hypotheses of the study, an experiment was designed where six fictional leader types were designated. Then, the respondents were asked to complete a questionnaire about their self-foreseen levels of perceived supervisor support and perceived organizational support, imagining that they were actually working with the designated fictional leader. The findings of the study reveal that transformational leaders arouse higher levels of perceived supervisor support and perceived organizational support compared to transactional and laissez-faire leaders. Moreover, transactional and laissez-faire leaders who display deep acting arouse higher levels of perceived supervisor support compared to their counterparts displaying surface acting. Lastly, laissez-faire leaders who display deep acting will arouse higher levels of perceived organizational support as compared to laissez-faire leaders who display surface acting.

Keywords:

Transformational Leadership, Transactional Leadership, Laissez-Faire Leadership, Perceived Supervisor Support, Perceived Organizational Support,

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