ETKİLEŞİMCİ LİDERLİĞİN BİLGİ UÇURMA İLE İLİŞKİSİ VE CİNSİYET İLE MESLEKİ TECRÜBENİN ILIMLAŞTIRICI ETKİLERİ
Author :
Abstract
Örgütlerde liderlerin sergilediği liderlik tarzları çalışanları çeşitli yönlerden etkileyebilmektedir. Çalışanlar liderlik tarzlarına bağlı olarak tutum ve davranışlar geliştirilmektedir. Bu bağlamda çalışanların gördükleri yasa dışı veya etik dışı eylemleri liderlerinin tarzlarına göre örgüt içi veya örgüt dışında bu yanlışları düzeltebileceğine inandığı kişilere bildirebilmektedir. Buradan hareketle bu çalışmada etkileşimci liderlik tarzının bilgi uçurma davranışı üzerindeki etkileri ile cinsiyet ve mesleki tecrübenin ılımlaştırıcı (Moderatör) rolü irdelenmiştir. Araştırma kapsamında İstanbul ilinde devlet meslek liselerinde görevli 456 kadrolu öğretmenin katılımıyla anket yöntemi kullanılarak veriler elde edilmiş ve hiyerarşik regresyon analizi vasıtasıyla veriler analiz edilmiştir. Analizde elde edilen bulgulara göre, beklentiyle yönetim (Aktif) liderlik tarzının içsel bilgi uçurma davranışını pozitif yönde; beklentiyle yönetim (Pasif) liderlik tarzının dışsal bilgi uçurma davranışını pozitif yönde etkilediğini göstermektedir. Ayrıca mesleki tecrübe; beklentiyle yönetim (Pasif) liderlik tarzı ile dışsal bilgi uçurma davranışı arasında ılımlaştırıcı role sahiptir.
Keywords
Abstract
Leadership styles exhibited by leaders in organizations can affect employees in various ways. Attitudes and behaviors of employees can be developed depending on the leadership styles of the managers. In this context, according to the styles of their leaders, employees can report illegal or unethical actions they see to people they believe can correct these mistakes within or outside the organization. Hence, in this study, the effects of the interactive leadership style on whistleblowing behavior and the moderator role of gender and professional experience were examined. Within the scope of the research, the data were obtained by using a questionnaire method with the participation of 456 teachers working in the state vocational high schools in Istanbul and the data were analyzed through hierarchical regression analysis. According to the findings obtained in the analysis, management-by-exception (active) leadership style positively affects the internal whistleblowing behavior; and management-by-exception (passive) leadership style positively affects external whistleblowing. Also it is found that professional experience has a moderating role between management-by-exception (passive) leadership style and external whistleblowing behavior.
Keywords
- Aktan, C.C. (2006). Organizasyonlarda yanlış uygulamalara karşı bir sivil erdem, ahlaki tepki ve vicdani red davranışı: Whistleblowing. Mercek Dergisi, 1(13), 1-13.
- Anderson, J. C. & Gerbing D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach, Psychological Bulletin 103, 411–423.
- Avolio, B. J., Bass, B. M. & Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441-462.
- Bass, B. M. (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 18(3), 19-31.
- Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
- Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), pp. 130-139.
- Bass, B. M., & Avolio, B. J. (1996). Multifactor leadership questionnaire. Western Journal of Nursing Research.
- Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
- Bass, B. M., Avolio, B. J., Jung, D. I. & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.
- Burns, J. M. (1978). Leadership. New York, NY: HarperCollins.
- Caillier, J. G., & Sa, Y. (2017). Do transformational-oriented leadership and transactional- oriented leadership have an impact on whistle-blowing attitudes? A longitudinal examination conducted in US federal agencies. Public Management Review, 19(4), 406
- Callahan, E. S., & Dworkin, T. M. (1992). Do good and get rich: Financial incentives for whistleblowing and the False Claims Act. Vill. L. Rev., 37, 273.
- Callahan, E. S., Dworkin, T. M., Forte, T. L., & Schipani, C. A. (2002). Integrating trends in whistle-blowing and corporate governance: Promoting organizational effectiveness, societal responsibility and employee empowerment. American Business Law Journal, 40, 177-196.
- Chung, J., Monroe, G., & Thorne, L. (2004). An examination of factors affecting external and internal whistle-blowing by auditors. Paper presented at research seminar, session 1, University of NSW School of Accounting, Australia.
- Dasgupta, S., & Kesharwani, A. (2010). Whistleblowing: a survey of literature. The IUP Journal of Corporate Governance, 9(4), 57-70.
- Donkin, M., Smith, R., & Brown, A. J. (2008). How do officials report? Internal and external whistleblowing. In J. A. Brown (Eds.), Whistleblowing in the Australian public sector: Enhancing the theory and practice of internal witness management in public sector organizations (pp. 83-108). Canberra: ANUE Press
- Eren, E. (2014). Örgütsel davranış ve yönetim psikolojisi. Beta Basım Yayım Dağıtım.
- Ertürk, A., & Dönmez, E. (2016). Relationship between Leadership Styles of School Principals and Whistleblowing Behaviors of Teachers. Universal Journal of Educational Research, 4(n12A), 55-62.
- Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2010). Multivariate Data Analysis (7th ed.). New Jersey: Pearson Education.
- Hartog, D.N.D., Muijen, J.J.V., & Koopman, P L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70, 19-34.
- Hater, J. J. & Bass, B. M. (1988). Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695
- Kalaycı, Ş. (2010). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri. Ankara: Asil yayın Dağıtım.
- Kaplan, S. E., & Schultz, J. J. (2007). Intentions to report questionable acts: An examination of the influence of anonymous reporting channel, internal audit quality and setting. Journal of Business Ethics, 71, 109-124.
- Kellerman, B. (1984) Leadership: Multidisciplinary perspectives. Englewood Cliffs, NJ: Prentice-Hall.
- Mandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of business and psychology, 17(3), 387-404.
- Miceli, M. P & Near, J.P. (1995). Effective whistle-blowing. The Academy of Management Review, 20 (3), 679-708.
- Near J. P & Miceli M. P (1985), Organizational Dissidence: The Case of Whistleblowing, Journal of Business Ethics, 4 (1), 1-16.
- Near J.P., Dworkin T.M. and Miceli M.P. (1993), Explaining the Whistleblowing Process: Suggestions from Power Theory and Justice Theory, Organizational Science, 4 (3), 393
- Near J.P & Miceli M.P (1996), Whistleblowing: Myth and Reality, Journal of Management, 22 (3), 507-526.
- Northouse, P. G. 2016. Leadership: Theory and Practice. Thousand Oaks: Sage.
- Park, H., & Blenkinsopp, J. (2009). Whistleblowing as planned behavior–A survey of South Korean police officers. Journal of business ethics, 85(4), 545-556.
- Park, H., Blenkinsopp, J., & Park, M. (2014). The Influence of an observer’s value orientation and personality type on attitudes toward whistleblowing. Journal of Business Ethics, 120, 121-129.
- Park, H., Blenkinsopp, J., Oktem, M. K., & Omurgonulsen, U. (2008). Cultural orientation and attitudes toward different forms of whistleblowing: A comparison of South Korea, Turkey, and the U.K. Journal of Business Ethics, 82, 929-939.
- Robinson, S. N., Robertson, J. C., & Curtis, M. B. (2012). The effects of contextual and wrongdoing attributes on organizational employees’ whistleblowing intentions following fraud. Journal of Business Ethics, 106, 213-227.
- Rocha E. & Kleiner B. H (2005), To Blow or Not to Blow the Whistle? That is the Question, Management Research News, 28 (11/12), 80-87.
- Sadeghi, A., & Pihie, Z. A. L. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3(7), 186- 197.
- Sipahi, B., Yurtkoru, E., & Çin, M. (2010). Sosyal Bilimlerde SPSS'le Veri Analizi (1. b.). İstanbul: Beta Basım Yayım Dağıtım.
- Ünlüönen, K., & Çatır, O. (2016). Dönüşümcü ve etkileşimci liderliğin örgütsel sessizlik üzerine etkisi: otel işletmelerinde bir araştırma. Seyahat ve Otel İşletmeciliği Dergisi,
- Vandekerckhove, W. (2010). Whistleblowing. Perennial issues and ethical risks. In G. Aras & D. Crowther (Eds.), Handbook of corporate governance and social responsibility. Farnham: Gower
- Yammarino, F. J. & Bass, B. M. (1990). Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clark & M. B. Clark (Eds), Measures of Leadership. West Orange, NJ: Leadership Library of America
