Akif TABAK, Bülent AKKAYA, Yeşim KOÇYİĞİT

ÇALIŞANLAR TARAFINDAN ALGILANAN ÇOKLU LİDERLİK TARZLARININ EKSTRA ÇABA, ETKİLİLİK VE DOYUM ÜZERİNE ETKİSİ: TEKNOGİRİŞİM İŞLETMELERİ ÜZERİNE BİR ARAŞTIRMA

Bu çalışmanın amacı çalışanların dönüştürücü lider, etkileşimci lider ve serbest bırakan lider algılarının ekstra çaba,etkililik ve doyum üzerindeki açıklama gücünü tespit etmektir. (Dokuz Eylül Teknoloji Geliştirme Bölgesi)DEPARK’ta Mart 2017 itibariyle 136 işletme faaliyet göstermektedir. Faaliyet gösteren 136 işletmeden 66’s ıteknogirişim işletmesidir. Bu 66 işletmeden 46’sına ulaşılabilmiş, bu işletmelerin çalışanlarından anket yöntemiyleveriler toplanmış ve analizi gerçekleştirilmiştir. Sonuçlara ulaşabilmek için çoklu regresyon analizleri ve T -testiyapılmıştır. Analizler sonucu elde edilen bulguların incelenmesiyle; çalışanların dönüştürücü lider algısının ekstraçaba, etkililik ve doyumu önemli derecede ve anlamlı olarak etkilediği, etkileşimci liderlik algısının sadece ekstraçaba üzerinde etkisinin olduğu, serbest bırakan lider algısının ekstra çaba, etkililik ve doyum üzerinde anlamlı biretkisinin olmadığı sonucuna ulaşılmıştır. Ayrıca dönüştürüc ü ve etkileşimci lider algısı en yüksek olan çalışanlarınekstra çaba, etkililik ve doyum ortalamalarının, dönüştürücü ve etkileşimci lider algısı en düşük olan çalışanlardandaha fazla olduğu tespit edilmiştir.

THE IMPACT OF MULTIPLE LEADERSHIP STYLES PERCEIVED BY EMPLOYEES ON EXTRA EFFORT, EFFECTIVENESS AND SATISFACTION

The purpose of this study is to investigate the impact of transformational leadership, transactional leadership and laissez-free leadership styles on leadership outcome (effectiveness, satisfaction and extra effort) in 46 techno - entrepreneur firms operating in Dokuz Eylül Technology Development Zone (DEPARK). In March 2017, 136 companies were operating in DEPARK. Of the 136 companies operating, 66 were techno- entrepreneur firms. 46 of these companies were reached and data were gathered from the employees of these 46 companies by questionnaire and then the data were analyzed. Multiple regression analyzes and T-tests were conducted to reach the results. By analyzing the findings obtained from the analyses, it was seen that employees' transformational leader perception affects extra effort, effectiveness and satisfaction significantly, while employees' transactional leader perception just affects extra effort significantly. However employees' laissez-free leader perception affects extra effort, effectiveness and satisfaction insignificantly. Moreover it was found that the means of extra effort, effectiveness and satisfaction of the employees with the highest perception of transformational leadership and transactional leadership were higher than the employees with the lowest perception of transformational leadership and transactional leadersh ip.

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