Serap KALFAOĞLU, Melis ATTAR, Mohammed Saber JAMI

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Kültürel Zekânın Etkileşimci ve Dönüşümcü Liderlik Stilleri Üzerine Etkisi: Erbil'de Yardım Kuruluşları Üzerine Bir Araştırma

Küreselleşme ve onun bir diğer yüzü olan uluslararası / çok uluslu örgütler, farklı kültürlerin hem sosyal hem de örgütsel ortamlarda birbiriyle kesişmesine olanak tanırlar. Farkılaştırılmış kültürlerin etkileşimi, farklı yerleşik kültürel değer ve koşullara göre davranmayı gerektirir. Bu noktada, Kültürel Zekâ (KZ), toplumla ya da farklı kültürel kökenden gelen herhangi bir toplulukla bağlantılı ve önemli bir kavram olarak ortaya çıkmaktadır. Örgütlerde, birbirinden farklı kültürlerden gelen bireylerin yönetilmesi işletmenin devamlılığı için kritik bir öneme sahiptir. Dolayısıyla, kültürel zekânın farklı liderlik stillerinin uygulama sürecinde bir rolü olması beklenmektedir. Bu çalışmanın amacı, kültürel zekânın, etkileşimci ve dönüşümcü liderlik stilleri üzerinde bir etkisinin olup olmadığını incelemektir. Irak'ın Erbil şehrinde bulunan dört yardım kuruluşu evren olarak seçilmiş olup bu kuruluşlardaki toplam 200 çalışanın 116’sı çalışmanın örneklemini oluşturmuştur. Kültürel zekayı ölçmek için, Ang ve Dyne (1996) tarafından geliştirilen bir ölçek kullanılmıştır. Ölçeğin maddeleri Ang ve diğerlerinden (2007) alınmıştır. Liderlik stillerini ölçmek için ise, Bernard M. Bass ve Bruce J. Avolio tarafından geliştirilen, Mind Garden, Inc. tarafından yayınlanan (Çok Yönlü Liderlik Anketi Lider Formu (MLQ 5x-Short) bir ölçek kullanılmıştır. Bu ölçek 45 maddeden oluşmaktadır fakat bu araştırma için 32 ölçek ifadesi kullanılmıştır (12 soru Etkileşimci Liderlik ve 20 soru Dönüşümcü Liderlik olmak üzere). Anket yöntemi ile toplanan veriler, frekans analizi, korelasyon analizi, regresyon analizi ve ortalama karşılaştırma analizi kullanılarak SPSS 23 programı ile analiz edilmiştir. Sonuçlar, kültürel zekâ ile her iki liderlik stili – etkileşimci ve dönüşümcü liderlik stili - arasında pozitif bir ilişki olduğunu göstermektedir. Ayrıca, kültürel zekânın her bir boyutu ile hem etkileşimci liderlik hem de dönüşümcü liderlik arasında pozitif bir ilişki vardır. Bu sonuç itibariyle, bir başka deyişle, kültürel zeka seviyeleri arttığında, liderler de çok iyi performans göstermektedir. Regresyon analizi sonuçlarına göre ise, kültürel zekanın etkileşimci liderlik üzerinde etkisi vardır (R= %24.8, Düzeltilmiş R= %24.2). Ayrıca, sonuçlar kültürel zekanın dönüşümcü liderlik üzerinde de etkili olduğunu göstermiştir (R= %25.7, Düzeltilmiş R= %25.0). Kültürel zeka ile ilgili olan etkileşimci liderlik ve dönüşümcü liderlik de dahil olmak üzere diğer araştırma örneklerinde tartışıldığı gibi, araştırmamız da söz konusu değişkenler arasındaki ilişkileri doğrulamıştır. Bazı farklılıklar olsa bile, bunun nedeni farklı kültürlerin, coğrafyanın ve zamanın işlenmesidir.

Effect of Cultural Intelligence on Transactional and Transformational Leadership Styles: A Research in Charity Organizations in Erbil

Globalization and its counterpart – international/multinational organizations enable different cultures coincide with oneanother in both social and organizational settings. Interaction of diversified cultures necessitates behaving accordingly to differentsettled cultural values and conditions. At this point, Cultural Intelligence (CI) comes into scene as a crucial asset while being inrelation with society or any community from different cultural backgrounds. In organizations, leading heterogeneous individualscoherently is of critical importance for the continuity of the organization itself. Thus, it is anticipated that cultural intelligence shallhave a part in leadership styles in terms of its implementation process. The aim of this study is to examine whether culturalintelligence has an impact on leadership styles – transactional and transformational leadership styles. Four charity organizationslocated in Erbil, Iraq are chosen as the population and the sample of the investigation consists of 116 employees out of 200employees working for them. To measure cultural intelligence, a scale developed by Ang and Dyne (1996) is used. The items ofthe scale are taken from Ang et al (2007). To measure leadership styles, a scale developed by Bernard M. Bass and Bruce J.Avolio, has been used (Multifactor Leadership Questionnaire Leader Form (MLQ 5x-Short) published by Mind Garden, Inc. Thisscale is composed of 45 items but 32 questions are used (12 questions Transactional Leadership and 20 questionsTransformational Leadership) for this research. The data collected by survey method is analysed by SPSS 23 program usingfrequency analysis, correlation analysis, regression analysis and mean comparison analyses. The results indicate that there is apositive significant relationship between cultural intelligence and both leadership styles – transactional and transformationalleadership. Also there is a positive significant relationship between each dimension of cultural intelligence with both transactionalleadership and transformational leadership. As a result of this, in other words, when cultural intelligence levels rise at work, theleaders are also performing very well. According to the results of the regression analysis, the cultural intelligence has an impact onthe transactional leadership (R=24.8%, Adjusted R=24.2%). Also the results showed that cultural intelligence has an impact onthe transformational leadership (R=25.7, Adjusted R 25.0%). As discussed in other research examples including transactionalleadership and transformational leadership, which is related to the cultural intelligence, our research has confirmed therelationships between each other, too. Even if there are some differences, this is due to handling of different culture, geographyand time.
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Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi-Cover
  • ISSN: 1302-1796
  • Yayın Aralığı: Yılda 3 Sayı
  • Başlangıç: 1992
  • Yayıncı: Melikşah Aydın
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Kültürel Zekânın Etkileşimci ve Dönüşümcü Liderlik Stilleri Üzerine Etkisi: Erbil'de Yardım Kuruluşları Üzerine Bir Araştırma

Serap KALFAOĞLU, Melis ATTAR, Mohammed Saber JAMI