Çalışanların Temel Değerleri, Dönüşümsel ve Etkileşimsel Liderlerin Çekiciliği

Bu araştırmada kültür-içi değer farklılıklarının dönüşümsel (transformational) ve etkileşimsel (transactional) liderlere ilişkin tercihlerle ilişkisi incelenmektedir. Farklı değer gruplarının birarda yaşadığı bir ülke olan Türkiye’de, bu araştırmaya 36 ayrı örgütte çalışan 564 eleman katılmıştır. Veriler, bireysel değerleri ölçmek için Schwartz’ın Değer Envanteri ve dönüşümsel ve etkileşimsel liderlik tarzlarını ölçmek için de Posner ve Kouzes’in Liderlik Uygulamaları envanteri kullanılarak toplanmıştır. Kanonik korelasyon analizleri, Schwartz’ın Özaşkınlık boyutundan yüksek puan alanların Etkileşimsel liderleri; Yeniliğe Açıklık boyutundan yüksek puan alanların da Dönüşümsel liderlik tarzını tercih edeceklerine ilişkin hipotezleri destekleyen sonuçlar vermiştir. Ancak, Muhafazacı yaklaşımdakilerin Etkileşimsel liderleri; Özgenişletim değerleri ağırlıkta olanların da Dönüşümsel liderleri tercih edeceklerine ilişkin hipotezler güçlü destek görmemiştir. Araştırmadan elde edilen sonuçlar, sosyal ve örgütsel değişimlere yol açtıkları için gelişmekte olan ülkelerde Dönüşümsel liderlere duyulan gereksinim çerçevesinde tartışılmıştır.

Subordinates' Basic Values and the Appeal of Transformational and Transactional Leares in Turkey

This paper examines whether intra-cultural differences in basic values affect followers’ preferences for transformational versus transactional leadership. It was conducted on a sample of 564 employees of 36 organizations in Turkey, a country with diverse sets of values due to its Westernization efforts. Data were collected by means of a questionnaire that included Schwartz’s Values Inventory and the Leadership Practices Inventory of Posner and Kouzes. Canonical correlation analysis results supported the hypotheses that employees who are high on Schwartz’s Self-transcendence dimension would prefer transactional leaders, while employees who scored high on Openness to Change dimension would prefer transformational leaders. Little support was found for the hypotheses predicting that those high on Conservation values will prefer transactional leaders and those high on Self-enhancement (i.e. power and achievement) values will prefer transformational leaders. Implications are discussed for the expectations that transformational leaders are particularly relevant for developing countries since they are instrumental in social and organizational change.

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