Yükseköğretimde Otantik Liderlik ve Örgütsel İşe Gömülmüşlük

Bu çalışmanın amacı yüksek eğitimde otantik liderlik ve örgütsel işe gömülmüşlük arasındaki ilişkiyi ve bu ilişkide psikolojik sahiplik ve öz-uyum kavramlarının aracılık rollerini araştırmaktır. Bu çalışmanın örneklemini 2013-2014 ilkbahar döneminde İstanbul, Ankara, İzmir, Kayseri, Antalya, Bursa, Samsun ve Gaziantep'te rastlantısal yöntemle seçilen 13 üniversitedeki 1193 öğretim üyesi ve onların dekanları oluşturmaktadır. Öğretim üyelerinin psikolojik sahiplik, öz-uyum ve örgütsel işe gömülmüşlük düzeyleri sırasıyla Van Dyne ve Pierce (2004) tarafından geliştirilen Psikolojik Sahiplik Ölçeği, Sheldon ve Elliot (1999) tarafından geliştirilen Davranış Nedenselliğinin Odağı Ölçeği ve Mitchell, Holtom, Lee, Sablynski ve Erez (2001) tarafından geliştirilen Örgütsel İşe Gömülmüşlük Ölçeği kullanılarak ölçülmüştür. Fakülte dekanlarının otantik liderlik davranışlarını değerlendirmek için Avolio, Gardner ve Walumbwa'nın (2007) Otantik Liderlik Ölçeği kullanılmıştır. Sonuçlar otantik liderlik ile örgütsel işe gömülmüşlük arasında önemli ve olumlu bir ilişki ve bu ilişkide psikolojik sahiplik ve öz-uyum kavramlarında aracılık rolleri bulunduğunu göstermiştir

Authentic Leadership and Organizational Job Embeddedness in Higher Education

This study examines the relationship between authentic leadership and organizational job embeddedness and the mediating roles of psychological ownership and self-concordance on that relationship in higher education. The study sample encompasses 1193 faculty members along with their deans from randomly selected 13 universities in İstanbul, Ankara, İzmir, Kayseri, Antalya, Bursa, Samsun and Gaziantep during 2013-2014 spring semester. Faculty member’s perceptions of psychological ownership, self-concordance and organizational job embeddedness were measured using the Psychological Ownership Scale developed by Van Dyne and Pierce (2004), Perceived Locus of Causality Scale developed by Sheldon and Elliot (1999) and Organization Embeddedness Scale developed by Mitchell, Holtom, Lee, Sablynski, and Erez (2001) respectively. Avolio, Gardner, and Walumbwa’s (2007) Authentic Leadership Questionnaire was used to assess faculty dean’s authentic leadership behaviors. The results revealed a significant and positive relationship between authentic leadership and organizational job embeddedness and mediating roles of psychological ownership and self-concordance on that relationship

___

  • Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Journal of Applied Behavioral Science, 44, 48-70.
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338.
  • Avolio, B. J., Gardner, W. L., & Walumbwa, F. O. (2007). Authentic Leadership Questionnaire [Çevrim-içi: http://www.mindgarden.com], Erişim tarihi: 26 Ağustos 2014.
  • Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801–823.
  • Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173– 1182.
  • Bass, B. M., & Avolio, B. J. (1994). Shatter the glass ceiling: Women may make better managers. Human Resource Management, 33, 549-560.
  • Bauer, T. N., & Green, S. G. (1996). Development of the leader–member exchange: A longitudinal test. Academy of Management Journal, 39, 1538–1567.
  • Belk, R. W. (1988). Possessions and the extended self. Journal of Consumer Research, 15, 139-168.
  • Birsel, M., Boru, D., Islamoglu, G., & Yurtkoru, E. S. (2012). Job embeddedness in relation with different socio demographic characteristics. Öneri, 51, 51-61.
  • Blau, P. M. (1964). Exchange and power in social life. New York: Academic Press.
  • Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46, 554–571.
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.
  • Carmeli, A., Brueller, D., & Dutton, J. (2009). Learning behaviors in the workplace: The role of high quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26, 81–98.
  • Cassar, V., & Buttigieg, S. (2013). An Examination of the Relationship between Authentic Leadership and Psychological Well-Being and the Mediating Role of Meaningfulness at Work. International Journal of Humanities and Social Science, 3(5), 171-183.
  • Davidson, T., & De Stobbeleir, K. E. M. (2011). Shaping environments conducive to creativity: The role of feedback, autonomy and self-concordance. Paper presented at the Academy of Management Proceeding San Antonio.
  • Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618-634.
  • Erdogan, B., Kraimer, M. L., & Liden, R. C. (2004). Work value congruence and intrinsic career success: The compensatory roles of leader–member exchange and perceived organizational support. Personnel Psychology, 57, 305−332.
  • Fairhurst, G. T. (1993). The leader-member exchange patterns of women leaders in industry: A discourse analysis. Communication Monographs, 60, 321-351.
  • Felps, W., Mitchell, T., Herman, D., Lee, T., Holtom, B., & Harman, W. (2009). Turnover contagion: How coworkers' job embeddedness and job search behaviors influence quitting. Academy of Management Journal, 52, 545-561.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A selfbased model of authentic leader and follower development. The Leadership Quarterly, 16, 343-372.
  • Gardner, W. L., & Schermerhorn, J. R. (2004). Unleashing individual potential: Performance gains through positive organizational behavior and authentic leadership. Organizational Dynamics, 33, 270–281.
  • Giosan, C., Holtom, B. C., & Watson, M. R. (2005). Antecedents to job embeddedness: The role of individual, organizational and market factors. Journal of Organizational Psychology, 5, 31–44.
  • Gorgievski, M. J., & Hobfoll, S. E. (2008). Work can burn us out or fire us up: Conservation of resources in burnout and engagement. In J. R. B. Halbesleben (Ed.), Handbook of stress and burnout in healthcare (pp. 7-22). Hauppauge, NY: Nova Science Publishers.
  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior (Vol. 9, pp. 175-208). Greenwich, CT: JAI Press.
  • Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2011). The mediating role of organizational job embeddedness in the LMX-outcomes relationships. The Leadership Quarterly, 22, 271-281.
  • Hofmann, D. A., Morgeson, F. P., & Gerras, S. J. (2003). Climate as a moderator of the relationship between leadermember exchange and context specific citizenship: Safety climate as an exemplar. Journal of Applied Psychology, 88, 170-178.
  • Holtom, B. C., Mitchell, T. R., & Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational Dynamics, 35(4), 316–331.
  • Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. (2008). Turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future. Academy of Management Annals, 2, 231–274.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16, 373–394.
  • Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21, 949–964.
  • Konovsky, M., & Pugh, D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656–669.
  • Liden, R. C., Sparrow, R. T., & Wayne, S. J. (1997). Leader-member Exchange Theory: the Past and Potential Empowerment on the Relations between the Job, Interpersonal Relationships, and Work Outcomes. Journal of Applied Psychology, 85(3), 407-416.
  • MacKinnon, D. P. (2000). Multivariate applications in substance use research: New methods for new questions. In J. S. Rose, L. Chassin, C. C. Presson & S. J. Sherman (Eds.), Contrasts in multiple mediator models (pp. 141– 160). Mahwah, NJ: Erlbaum.
  • McIntyre, N., Srivastava, A., & Fuller, J. A. (2009). The Relationship of Locus of Control and Motives with Psychological Ownership in Organizations. Journal of Managerial Issues, 21(3), 383-401.
  • Meyer, J. P., & Gagné, M. (2008). Employee engagement from a self-determination theory perspective. Industrial and Organizational Perspectives, 1, 60-62.
  • Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102–1121.
  • Pierce, J. L., Kostova, T., & Dirks, K. T. (2001). Towards a theory of psychological ownership in organizations. Academy of Management Review, 26(2), 298-310.
  • Pierce, J. L., Kostova, T., & Dirks, K. T. (2003). The state of psychological ownership: Integrating and extending a century of research. Review of General Psychology, 7(1), 84-107.
  • Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68–78.
  • Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224–252.
  • Sheldon, K. M., & Elliot, A. J. (1999). Goal striving, need satisfaction, and longitudinal well-being: The selfconcordance model. Journal of Personality and Social Psychology, 76, 482-497.
  • Shirey, M. R. (2006). Authentic leaders creating healthy work environments for nursing practice. American Journal of Critical Care, 15(3), 256–267.
  • Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: defining ourselves through work relationships. Academy of Management Review, 32, 9-32.
  • Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader–member exchange and social network perspectives. Administrative Science Quarterly, 50, 505−535.
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace-Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442–1465.
  • The Council of Higher Education. (2014). Universities. [Çevrim-içi: http://www.yok.gov.tr/web/guest/universitelerimiz;jsessionid=3588723D3E805FB95177C9DBE73CEDB8], Erişim tarihi: 27 Ağustos 2014.
  • Van Dyne, L., & Pierce, J. L. (2004). Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behaviors. Journal of Organizational Behavior, 25, 439- 459.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: development and validation of a theory-based measure. Journal of Management, 34, 89–126.
  • 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 organizational identification. Organizational Behavior and Human Decision Processes, 115, 204–213.
  • Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21, 901–914.
  • Wherry, H. M. S. (2012). Authentic Leadership, Leader-Member Exchange, and Organizational Citizenship Behavior: A Multilevel Analysis. (Doctorate Degree), University of Nebraska.
  • Wong, C. A., & Cummings, G. G. (2009). Authentic leadership: a new theory for nursing or back to basics? Journal of Health Organization and Management, 23(5), 522–538.
  • Yao, X., Lee, T., Mitchell, T., Burton, J., & Sablynski, C. (2004). Job embeddedness: Current research and future directions. Greenwich, CT: Information Age.
Hacettepe Üniversitesi Eğitim Fakültesi Dergisi-Cover
  • Başlangıç: 1986
  • Yayıncı: Hacettepe Üniversitesi Eğitim Fakültesi Dekanlığı