Pınar FAYGANOĞLU, Rukiye CAN YALÇIN, Memduh BEGENİRBAŞ

Toksik Liderlik Örgütsel Esneklik Ve İş Biçimlendirmeyi Etkiler Mi? : Hizmet Sektörü Çalışanları Üzerinde Bir Araştırma

Bu çalışmanın amacı, karanlık liderlik özelliklerinden biri olarak tanımlanan toksik liderliğin, örgütsel kültür boyutlarından olan esneklik ve iş biçimlendirme davranışı üzerinde etkisinin olup olmadığının araştırılmasıdır. Çalışma, hizmet sektöründe çalışanların toksik liderlik algılarının onların örgütsel esneklik algılarına ile iş biçimlendirme davranışlarına etkilerini incelemektedir. Yerli ve yabancı yazında üç değişkenin tek bir model üzerinde ele alındığı bir çalışmaya ulaşılamamış olup, çalışmanın bu anlamda yazına değerli katkılar sunacağı değerlendirilmektedir. Araştırmanın örneklemini, Ankara İli’nde değişik sektörlerde (eğitim, finans, sağlık, güvenlik, vb.) faaliyet gösteren 396 hizmet çalışanı oluşturmaktadır. Çalışma kapsamında yapılan korelasyon ve hiyerarşik regresyon analizleri neticesinde toksik liderliğin, örgütsel esnekliği, iş biçimlendirme davranışını ve iş biçimlendirmenin alt boyutları olan görev, bilişsel ve ilişkisel biçimlendirmeyi negatif ve anlamlı olarak yordadığı tespit edilmiştir. Benzer şekilde çalışmada yapılan hiyerarşik regresyon neticesinde, örgütsel esneklik ve iş biçimlendirmenin ele alınan demografik değişkenler tarafından da anlamlı olarak yordandığı saptanmıştır. Bu çerçevede, çalışma kapsamında geliştirilen hipotezler kabul edilmiştir.

Anahtar Kelimeler:

Toksik Liderlik, Örgütsel Esneklik, İş Biçimlendirme

DOES TOXIC LEADERSHIP AFFECT ORGANIZATIONAL LOOSENESS AND JOB CRAFTING: A RESEARCH ON SERVICE SECTOR WORKERS

The main purpose of this research is to search the effect of toxic leadership, known as one of the dark leadership characteristics, on organizational looseness which is the dimension of organizational culture and job crafting. The study examines the effects of toxic leadership perceptions of service sector employees on their perceptions of organizational looseness and job crafting behaviors. A study in which three variables were handled on a single model could not be found in literature, and it is considered that the study will make valuable contributions to the literature in this sense. The sample of the research, consists of 396 service workers operating in different sectors (education, finance, health, security, etc.) in Ankara Province. As measurement tools, the toxic leadership scale which is developed by Schmid (1996) and adapted to Turkish by Fındıklı et al. (2019); organizational flexibility scale developed by Gelfand et al. (2006) and adopted to Turkish by Özeren (2011) and job crafting scale, which is developed by Slem and Vella-Brodrick (2013) and adapted to Turkish by Kerse (2017) was used. As a result of the analyzes conducted within the scope of the study, it was determined that toxic leadership negatively and significantly predicted organizational looseness and job crafting and also task, cognitive and relational crafting, which are sub-dimensions of job crafting. Similarly, as a result of the hierarchical regression conducted within the scope of the study, it was determined that organizational looseness and job crafting were significantly predicted by the demographic variables discussed. Also, the hypotheses which developed within the scope of the study were accepted.

Keywords:

Toxic Leadership, Organizational Looseness, Job Crafting,

PDF

___

Afacan Fındıklı, M., Okan, G. ve Sığrı, Ü. (2019). Karanlık Liderlik Ölçeği: Çalışanların Algısı Üzerine Bir Ölçeklendirme Çalışması, Nitel Sosyal Bilimler, 1(1), 89-115.
Akça, M. (2017). The impact of toxic leadership on intention to leave of employees. International Journal of Economics, Business and Management Research, 1(4), 285-298.
Aktaş, M., Gelfand, M. J., & Hanges, P. J. (2016). Cultural tightness–looseness and perceptions of effective leadership. Journal of Cross-Cultural Psychology, 47(2), 294-309.
Alvesson, M., ve Billing, Y. D. (1992). Gender and organization: Towards a differentiated understanding. Organization Studies, 13(1), 073-103.
Appelbaum, S. H., ve Roy‐Girard, D. (2007). Toxins in the workplace: Affect on organizations and employees. Corporate Governance: The international journal of business in society.
Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
Aubrey, D. W. (2012). The effect of toxic leadership. Pennsylavia: United States Army War College.
Bahrami, H. (1992). The emerging flexible organization: Perspectives from Silicon Valley. California management review, 34(4), 33-52.
Balkundi, P., & Kilduff, M. (2005). The ties that lead: A social network approach to leadership. Leadership Quarterly, 16(6), 941–961.
Baron, R.M., Kenny, D.A. (1986). The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations, Journal of Personality and Social Psychology, 51, 1173-1182.
Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and citizenship behaviors: A cross-level investigation. Cornell Hospitality Quarterly, 58(4), 364-373.
Baytok, A. (2006). Hizmet işletmelerinde örgüt kültürünün oluşturulmasında liderin rolü.
Behery, M., Al-Nasser, A. D., Jabeen, F., ve El Rawas, A. S. (2018). Toxıc Leadership And Organizational Citizenship Behavior: A Mediatıon Effect Of Followers'trust And Commitment In The Mıddle East. International journal of Business and Society, 19(3), 793-815.
Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work.
Berg, J. M., Grant, A. M., & Johnson, V. (2010). When callings are calling: Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21, 973-994
Bertocci, D. I. (2009). Leadership in organizations: There is a difference between leaders and managers. University Press of America.
Blau, P. M. (1964). Social exchange theory. Retrieved September, 3(2007), 62.
Boddy, C. R., ve Croft, R. (2016). Marketing in a time of toxic leadership. Qualitative Market Research: An International Journal.
Breevaart, K., Bakker, A. B., Hetland, J., ve Hetland, H. (2014). The influence of constructive and destructive leadership behaviors on follower burnout. Burnout at work: A psychological perspective, 102-121.
Büyüköztürk, Ş., Çakmak, E. K., Akgün, Ö. E., Karadeniz, Ş. ve Demirel, F. (2008). Bilimsel Araştırma Yöntemleri (Geliştirilmiş 2. baskı), Ankara, Pegem Akademi ve Yayıncılık.
Büyüköztürk, Ş. (2007). Sosyal Bilimler İçin Veri Analizi El Kitabı, Ankara, Pegem Akademi ve Yayıncılık.
Chan, D. K., Gelfand, M. J., Triandis, H. C. ve Tzeng, O. (1996). Tightness Looseness Revisited: Some Preliminary Analyses in Japan and the United States. International Journal of Psychology. 31(1): 1-12.
Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36, 459–484.
Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55.
Conger, J.A. (1999). Charismatic and transformataional leadership in organizations: An insider’s perspective on these developing streams of research. The leadership quarterly, 10(2), 145-179.
Çelebi, N., Güner, H. ve Yıldız, V. (2015). Toksik Liderlik Ölçeğinin Geliştirilmesi. Bartın Üniversitesi Eğitim Fakültesi Dergisi, 4(1), 249-268, Doi: 10.14686/BUEFAD.2015111056
Eraslan, L. (2011). Liderlikte post-modern bir paradigma: dönüşümcü liderlik. Journal of Human Sciences, 8(1).
Esteves, T., & Pereira Lopes, M. (2017). Leading to crafting: The relation between leadership perception and nurses’ job crafting. Western Journal of Nursing Research, 39(6), 763-783.
Fiedler, F. E. (1972). The effectiveness of leadership training and experience: A contingency model interpretation. Administrative Science Quarterly, 17(4), 455–463.
Fitzgibbons, K. A. (2018). The relation between toxic leadership and organizational climate: An investigation into the existence of toxic leadership within an organization and the effects those toxic elements have on organizational climate (Doctoral dissertation, Indiana Institute of Technology).
Flynn, G. (1999). Stop toxic managers before they stop you! Workforce, 78 (8), 40-44.
Gelfand, M. J., Nishii, L. H., ve Raver, J. L. (2006). On the nature and importance of cultural tightness-looseness. Journal of applied psychology, 91(6), 1225.
Ghitulescu, B. E. (2007). Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting (Doctoral dissertation, University of Pittsburgh).
Gibson, J.L., Ivancevich, J.M. ve Donnelly Jr. J.H. (2000). Organizations: Behavior, Structure, Processes, 10th ed. (Boston: Irwin McGraw Hill.)
Gilbert, J. A., Carr-Ruffino, N., Ivancevich, J. M., ve Konopaske, R. (2012). Toxic versus cooperative behaviors at work: the role of organizational culture and leadership in creating community-centered organizations. International Journal of Leadership Studies, 7(1), 29-47.
Grant, A. M., ve Ashford, S. J. (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.
Green, J. E. (2014). Toxic Leadership in Educational Organizations. Education Leadership Review, 15(1), 18-33.
Hampden-Turner, C., ve Trompenaars, F. (1996). A world turned upside down: doing business in Asia. Managing across cultures: Issues and perspectives, 275-308.
Harju, L. K., Schaufeli, W. B., & Hakanen, J. J. (2018). A multilevel study on servant leadership, job boredom and job crafting. Journal of Managerial Psychology.
Harms, P. D., Credé, M., Tynan, M., Leon, M., ve Jeung, W. (2017). Leadership and stress: A meta-analytic review. The leadership quarterly, 28(1), 178-194.ISO 690.
Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M., & Doyle Corner, P. (2016). Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. Journal of Applied Psychology, 101, 846–861, https://doi.org/10.1037/apl0000083.
Hemphill, J. K., & Coons, A. E. (1957). Development of the leader behavior description questionnaire. In R. M. Stogdill & A. E. Coons (Eds.), Leader behavior: Its description and measurement (pp. 6–38). Columbus, OH: Bureau of Business Research, Ohio State University.
Hitchcock, M. J. (2015, August). The Relationship Between Toxic Leadership, Organisational Citizenship, and Turnover Behaviour Among San Diego Nonprofit Paid Staff. Dissertations, 1-153.
Hofstede, G. (1980). Motivation, leadership, and organization: do American theories apply abroad?. Organizational dynamics, 9(1), 42-63.
Hofstede, G., Neuijen, B., Ohayv, D. D., ve Sanders, G. (1990). Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative science quarterly, 286-316.
Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9(1–2), 40–51
İskit, B. (2019). Liderliğin Karanlık Yüzüne Bir Bakış: Toksik Liderlik Kavramı ve Toksik Liderliğin İşgören Motivasyonu ve Tutumları Üzerindeki Etkileri. T.C. Kocaeli Üniversitesi Sosyal Bilimler Enstitüsü İşletme Anabilim Dalı Yüksek Lisans Tezi.
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.
Kellerman, B. 2004. Bad leadership: What it is, how it happens, why it matters. Boston: Harvard Business School Press.
Kerse, G. (2017). İş becerikliliği (job crafting) ölçeğini Türkçe’ye uyarlama ve duygusal tükenme ile ilişkisini belirleme. İşletme Araştırmaları Dergisi, 9(4), 283-304.
Kilmann, R. H., Saxton, M. J., Serpa, R., & University of Pittsburgh. Program in Corporate Culture. (1985). Gaining control of the corporate culture (pp. 351-369). San Francisco: Jossey-Bass.
Kluckhohn, F. R., ve Strodtbeck, F. L. (1961). Variations in value orientations.
Kotter, J. P. (2000). What leaders really do. The Bottom Line.
Lipman-Blumen, J. (2005). Toxic leadership: When grand illusions masquerade as noble visions. Leader to Leader, 2005(36), 29-36.
Lipman-Blumen, J. (2006). The allure of toxic leadership: Why we follow destructive bosses and corrupt politicians—and how we can survive them. New York: Oxford University Press.
Lubit, R. (2004). The tyranny of toxic managers: Applying emotional intelligence to deal with difficult personalities. Ivey Business Journal, 68(4), 1-7.
Mehta, S., ve Maheshwari, G. C. (2013). Consequence of Toxic leadership on Employee Job Satisfaction and Organizational Commitment. Journal of Contemporary Management Research, 8(2).
Mehta, S. & G.C.Maheshwari. (2014, October). Toxic leadership: Tracing the destructive trail. International Journal of Management, 5(10), 18-24.
Meydan, C.H., Şeşen, H. (2011). Yapısal Eşitlik Modellemesi AMOS Uygulamaları, Detay Yayıncılık, Ankara.
Miller, M. (2015). Relationships Between Job Design, Job Crafting, Idiosyncratic Deals, and Psychological Empowerment.
Namie, G., & Namie, R. 2000. The bully at work: What you can do to stop the hurt and reclaim your dignity on the job. Naperville, IL: Sourcebooks.
Oprea, B. T., Barzin, L., Vîrgă, D., Iliescu, D., & Rusu, A. (2019). Effectiveness of job crafting interventions: A meta-analysis and utility analysis. European Journal of Work and Organizational Psychology, 28, 723–741.
Oprea, B., Miulescu, A., & Iliescu, D. (2020). Followers’ job crafting: relationships with full-range leadership model. Current Psychology, 1-12.
Ostroff, C., Kinicki, A. J., & Muhammad, R. S. (2013). Organizational culture and climate. In N. W. Schmitt & S. Highhouse (Eds.), Handbook of psychology: Vol. 12. Industrial and organizational psychology (2nd ed., pp. 643–676). New York, NY: Wiley.
Pelto, P. J. (1968). The differences between “tight” and “loose” societies. Trans-action, 5(5), 37-40.
Petrou, P., Demerouti, E., ve Schaufeli, W. B. (2015). Job crafting in changing organizations: Antecedents and implications for exhaustion and performance. Journal of occupational health psychology, 20(4), 470.
Quinn, R. E., ve Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management science, 29(1), 33-51.
Reed, G. E. (2004). Toxic leadership. Military review, 84(4), 67-71.
Ross, D. B., Matteson, R., & Exposito, J. (2014). Servant leadership to toxic leadership: Power of influence over power of control.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). New York, NY: Jossey Bass.
Schmidt, A. A. (2014). An examination of toxic leadership, job outcomes, and the impact of military deployment (Doctoral dissertation).
Schmidt, A.A. (2008). Development and Validation of the Toxic Leadership Scale. Unpublished Master Thesis, University of Maryland.
Slemp, G. R., & Vella-Brodrick, D. A. (2013). The Job Crafting Questionnaire: A new scale to measure the extent to which employees engage in job crafting. International Journal of Wellbeing, 3(2).
Tepper, B. J. (2000).Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.
Tepper B J (2007). Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda, Journal of Management, Vol. 54, pp. 279-294.
Thomas, C. D., Cameron, A., Green, R. E., Bakkenes, M., Beaumont, L. J., Collingham, Y. C., ... ve Williams, S. E. (2004). Extinction risk from climate change. Nature, 427(6970), 145-148.
Tims, M., ve Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1-9.
Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80, 173-186.
Tims, M., Bakker, A. B., ve Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of occupational health psychology, 18(2), 230. Triandis, H. C. (1989). The self and social behavior in differing cultural contexts. Psychological review, 96(3), 506.
Triandis, H. C., ve Suh, E. M. (2002). Cultural influences on personality. Annual review of psychology, 53(1), 133-160.
Uysal, H. T. (2019). The mediation role of toxic leadership in the effect of job stress on job satisfaction. International Journal of Business, 24(1), 55-73.
Uz, I. (2015). The index of cultural tightness and looseness among 68 countries. Journal of Cross-Cultural Psychology, 46(3), 319-335.
Üstün, F. (2015). Örgütlerde sıkılık-esneklik boyutunun örgütsel güven, kurumsal girişimcilik ve firma performansına etkisi: Türkiye’nin öncü sanayi işletmeleri üzerine bir araştırma. Unpublished doctoral dissertation, Çukurova University, Adana, Turkey.
Vroom, V. H., & Jago, A. G. (1988). The new leadership. Managing participation in organizations. Englewood Cliffs, NJ: Prentice Hall.
Wasti, A. S., ve Fiş, A. M. (2010). Örgüt kültüründe sıkılık-esneklik boyutu ve kurumsal girişimciliğe etkisi. Yönetim Araştırmaları Dergisi.
Weaver, S. G., ve Yancey, G. B. (2010). The impact of dark leadership on organizational commitment and turnover. Leadership Review, 10, 104-124.
Wang, H. J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185-195.
Whicker, M. L. (1996). Toxic leaders: When organizations go bad. Westport, VA: Quorum Books.
Williams, D. F. (2005). Toxic leadership in the US Army. Army War Coll Carlısle Barracks Pa.
Wilson-Starks, K. Y. (2003). Toxic leadership. Transleadership, Inc, 1, 2016.
Karen Y. Wilson-Starks. (2003). Toxic leadership. Transleadership, 1-4.
Wrzesniewski, A., ve Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of management review, 26(2), 179-201.
Wrzesniewski, A., LoBuglio, N., Dutton, J. E., ve Berg, J. M. (2013). Job crafting and cultivating positive meaning and identity in work. In Advances in positive organizational psychology. Emerald Group Publishing Limited.
Zheng, W., Yang, B., ve McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.