Lider-Üye Etkileşimi ve Yenilikçi Davranış İlişkisinde Personel Güçlendirmenin Aracılık Etkisi

Amaç – Lider-üye etkileşimi (LÜE), yenilikçi davranış ve personel güçlendirme kavramlarını üçlü bir ilişkide ele alan bu çalışmanın temel amacı; personel güçlendirmenin çalışanların yenilikçi davranışları üzerindeki etkilerini dikkate alarak, lider-üye etkileşimi ve yenilikçi davranış arasındaki ilişkide istatistiksel olarak anlamlı bir aracı değişken olup olmadığını incelemektir. Tasarım/Yöntem/Yaklaşım – Nicel araştırma modeli ve ilişkisel araştırma tasarımı kapsamında yürütülen bu çalışmada kolayda örnekleme yöntemi ve anket tekniği kullanılmıştır. Değişkenler arasındaki ilişkiler, demir-çelik ve finans sektörlerinde çalışan 257 katılımcıdan elde edilen verilerin korelasyon ve bootstrap regresyon analizleri yapılarak test edilmeye çalışılmıştır. Bulgular – Korelasyon analizi sonuçları, LÜE’nin tüm alt boyutlarının yenilikçi davranışlar ve personel güçlendirme ile istatistiksel olarak pozitif ve anlamlı ilişkilere sahip olduğunu ortaya koymuştur. Personel güçlendirme ve yenilikçi davranışlar arasında da pozitif bir ilişki tespit edilmiştir. Çalışmanın amacına yönelik en önemli bulgu; personel güçlendirmenin müdahil edilmesiyle oluşan üçlü ilişkide, LÜE’nin yenilikçi davranışlar üzerindeki etkisinin azalmasıdır. Bulgular, LÜE düzeyleri ile personel güçlendirme arasındaki ilişki düzeyinin, LÜE’nin çalışanların yenilikçi davranışları üzerindeki etkisini zayıflattığını göstermiştir. Tartışma – Yöneticileri ile aralarındaki ilişkilere bağlı olarak oluşan etkileşimin düzeyi ve kalitesi motivasyonu yüksek, işinden tatmin ve mutlu çalışanlar yaratabilecektir. Yüksek kalite düzeyindeki LÜE’nin, çalışanların yenilikçi davranışlarında olumlu etkiler yaratacağı beklenilen bir sonuçtur. Fakat, araştırmanında sonuçlarının da desteklediği şekilde, etkin personel güçlendirme politikalarının uygulandığı organizasyonlarda; özgüveni yüksek, inisiyatif kullanabilen ve karar alabilen çalışanların yüksek kalite düzeyli LÜE’lerine rağmen daha fazla yenilikçi davrandıkları da dikkate alınması gereken bir gerçekliktir.

The Mediating Effect of Employee Empowerment on The Relationship Between Leader-Member Exchange and Innovative Behavior

Purpose – The main purpose of this study which deals with the concepts of leader-member exchange (LMX), innovative behavior and empowerment in a triple relationship; to examine whether there is a statistically significant mediating variable in the relationship between LMX and innovative behavior, considering the effects of empowerment on employees' innovative behaviors. Design/methodology/approach – Conducted within the scope of quantitative research model and relational research design, simple sampling method and questionnaire technique were used in this study. Relationships between variables were tried to be tested by performing correlation and bootstrap regression analysis of the data procured from 257 contributors working in the iron-steel and finance industries. Findings – Correlation analysis results revealed that all sub-dimensions of LMX have statistically positive and significant relationships with innovative behaviors and empowerment. A positive correlation was also observed between empowerment and innovative behaviors. The most important finding for the purpose of the study is the effect of LMX on innovative behaviors decreases in the triple relationship formed by the involvement of empowerment. The findings show that the relationship between LMX and empowerment weakens the impact of LMX on employees' innovative behaviors. Discussion – The level and quality of the interaction that occurs depending on the relationships with the managers will be able to create highly motivated, satisfied and happy employees. It is an expected result that LMX at high quality level will create positive effects on the innovative behaviors of the employees. However, as supported by the results of this research, it is a fact that it should be taken into consideration that employees with high self-confidence, who can take initiative and make decisions behave more innovative despite their high quality level LMXs in organizations where effective empowerment policies are implemented.

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