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Otantik Liderlik ve İşten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Etkisi

Yıl 2021, Cilt: 20 Sayı: 3, 1297 - 1323, 29.07.2021
https://doi.org/10.21547/jss.876033

Öz

Küreselleşmenin beraberinde getirdiği uluslararası rekabet nedeni ile işletmeler kendilerine rekabet avantajı sağlayacak yeniliklere yönelmeye başlamıştır. Bu bağlamda değer yaratmak önem kazandığından çalışanlar stratejik değer yaratan bir unsur olarak görülmeye başlanmıştır. Bu sebeple işletmeler için, stratejik bir unsur haline gelen çalışanın işten ayrılma niyeti ciddi bir mesele oluşturmaktadır. Yüksek düzeyde özgünlük, konuşmada dürüstlük ve davranışta bütünlük, yüksek etik standartlar ve karar ve eylemlerde ahlaki değerlere bağlılık, çalışanın gelişimine ve çalışanların refahına önem verme ile karakterize edilen otantik liderlik ise algılanan örgütsel desteği ve çalışanların işten ayrılma niyetlerini etkileyebilmektedir.
Bu çalışmada, lojistik hizmet sağlayıcılarında otantik liderliğin işten ayrılma niyeti üzerindeki etkisi incelenerek bu ilişkide algılanan örgütsel desteğin aracılık etkisinin ölçülmesi amaçlanmıştır. Araştırmada Türkiye İhracat Meclisi’ nin ‘‘2018 Yılı Türkiye’nin İlk 500 Hizmet İhracatçısı Araştırması’’nda yer alan Yük Taşımacılığı ve Lojistik sektöründe faaliyet gösteren 26 firmanın alt ve orta kademedeki beyaz yakalı çalışanına anket formu gönderilmiştir. Yapısal eşitlik modeli kullanılarak, geri dönüş elde edilen 245 anketten toplanan veriler incelenmiştir. Araştırma bulgularına göre, otantik liderliğin işten ayrılma niyetinde negatif yönlü anlamlı bir etkiye sahip olduğu; algılanan örgütsel desteğin işten ayrılma niyeti üzerinde negatif yönlü anlamlı bir etkiye sahip olduğu; otantik liderliğin algılanan örgütsel desteği pozitif ve anlamlı bir şekilde etkilediği ve otantik liderlik ile işten ayrılma niyeti arasında algılanan örgütsel desteğin, kısmen aracılık etkisinin bulunduğu sonucuna varılmıştır.

Kaynakça

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The Relationship of Authentic Leadership and Turnover Intention: The Mediating Effect of Perceived Organizational Support

Yıl 2021, Cilt: 20 Sayı: 3, 1297 - 1323, 29.07.2021
https://doi.org/10.21547/jss.876033

Öz

Due to the international competition brought about by globalization, businesses have started to turn to innovations that will provide them with a competitive advantage. In this context, as creating value has become important, employees have begun to be seen as an element that creates strategic value. For this reason, the turnover intention of the employee, which has become a strategic element, is an important problem for businesses. Authentic leaders can be defined as people who can influence a high level of authenticity, honesty in speech and integrity in behavior, high ethical standards and adherence to moral values in decision and action, caring for the development and well-being of employees, perceived organizational support, and turnover intentions.
In this study, it was aimed to investigate the effect of authentic leadership on the intention to quit in logistics service providers and to measure the mediating effect of perceived organizational support in this relationship. A questionnaire form was sent to the white collar employees of 26 companies operating in the Freight Transport and logistics sector in the ‘2018 Turkey's top 500 service exporter survey " of the Turkish export Assembly. Data collected from 245 questionnaires were examined by the structural equation model. As a results, authentic leadership has a negative and significant effect on the turnover intention; perceived organizational support had a negative and significant effect on turnover intentions; and authentic leadership has a positive and significant effect on perceived organizational support, and perceived organizational support has a partial mediating effect on the relationship between authentic leadership and turnover intention

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  • Puni, A., Mohammed, I. & Asamoah, E. (2018). Transformational Leadership and Job Satisfaction: The Moderating Effect of Contingent Reward. Leadership & Organization Development Journal, 39 (4), 522-537.
  • Reçica, L. F. & Doğan, A. (2019). The correlation between job satisfaction, organizational trust and ıntention to leave the job: a comparative study between Kosovo and Turkey.Acta Universitatis Danubius. Œconomica,15(2), 173-189 RHOADES L., EISENBERGER R., 2002, “ Perceived organizational support: A review of the literature”, Journal of Applied Psychology, 87, 698-714.
  • Ribeiro, N., Duarte, P. & Fidalgo,J. (2020). Authentic Leadership’s Effect on Customer Orientation and Turnover Intention Among Portuguese Hospitality Employees: The Mediating Role of Affective Commitment. International Journal of Contemporary Hospitality Management, 32 (6), 2097-2116.
  • Rıggle R. J., Edmondson D. R., & Hansen J. D., (2009). A Meta-Analysis of The Relationship Between Perceived Organizational Support and Job Outcomes: 20 Years of Research. Journal of Business Research, 62(10), 1027-1030.
  • Rubenstein, A.L., Eberly, M.B., Lee, T.W. &Mitchell, T.R. (2018). Surveying The Forest: A Metaanalysis, Moderator İnvestigation, and Future-Oriented Discussion of The Antecedents of Voluntary Employee Turnover. Personnel Psychology, 71 (1), 23-65.
  • Saruhan, Ş.C. & Özdemirci, A. (2011). Bilim, Felsefe ve Metodoloji. Beta Yayınları. İstanbul
  • Schermelleh-Engel, K., Moosbrugger, H., & Müller, H. (2003). Evaluating the Fit of Structural Equation Models: Tests of Significance and Descriptive Goodness-of-Fit Measure’’s. Methods of Psychological Research Online, 8(2), 23–74
  • Seçilmiş,C., Düşmezkalender,E & Özhasar, Y. (2019). Kriz ve Meslekten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Rolü, Bartın Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 10,(20), 301-317.
  • Settoon, R.P., Bennett, N. & Liden, R.C. (1996). Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity. Journal of Applied Psychology, 81 (3), 219-27.
  • Shantz, A., Alfes, K., & Latham, G. P. (2014). The Buffering Effect of Perceived Organizational Support on the Relationship between Work Engagement and Behavioral Outcomes. Human Resource Management, DOI:10.1002/hrm.21653.
  • Shaw, J. D., Gupta, N., & Delery, J. E. (2005). Alternative Conceptualizations of The Relationship Between Voluntary Turnover and Organizational Performance. Academy of management Journal, 48(1), 50-68.
  • Shirey, M.R. (2006). Authentic Leaders Creating Healthy Work Environments for Nursing Practice. American Journal of Critical Care, 15 ( 3), 256-67.
  • Shore, L. M., & Wayne, S. J. (1993). Commitment and Employee Behavior: Comparison of Affective Commitment and Continuance Commitment with Perceived Organizational Support. Journal of applied psychology, 78(5): 774-780.
  • Shuck, B. & Reio, T. (2011). The Employee Engagement Landscape and HRD How Do We Link Theory and Scholarship to Current Practice? Advances in Developing Human Resources, 13 ( 4), 419-428.
  • Sias, P.M., Krone, K.K. & Jablin, F.M. (2002), “An ecological systems perspective on workplace relationships”, in Daly, J. and Knapp, M.L. (Eds), Handbook of Interpersonal Communication, 3rd ed., Sage, Newbury Park, CA, pp. 615-642.
  • Kathleen A.M & Fırth, L., (2006). Predicting intention to Quit in The Call Centre Industry: Does The Retail Model Fit? Journal of Managerial Psychology, 21, 231–243.
  • Srivastava, S. & Agrawal, S.(2020). Resistance to Change and Turnover Intention: A Moderated Mediation Model of Burnout and Perceived Organizational Support. Journal of Organizational Change Management, DOI 10.1108/JOCM-02-2020-0063.
  • Steel, R. & Ovalle, N. (1984). A Review and Meta-analysis of Research on The Relationship Between Behavioral Intentions and Employee Turnover. Journal of Applied Psychology, 69 (4), 673-686.
  • Strachota, E., Normandin, P., O’Brien, N., Clary, M. & Krukow, B. (2003). Reasons Registered Nurses Leave or Change Employment Status. Jona: The Journal of Nursing Administration, 33 (2), 111-117.
  • Tabachnick, B.G. & Fidell. L.S. (2013). Using Multivariate Statistics (sixth ed.) Pearson, Boston.
  • Tabak,A. Polat, M. Coşar, S. & Türköz, T. (2012). Otantik Liderlik Ölçeği: Güvenirlik ve Geçerlik Çalışması. "İş, Güç" Endüstri İlişkileri ve İnsan Kaynakları Dergisi,.14(4),89-106.
  • Tiplic, D., C. Brandmo & E. Elstad. (2015). Antecedents of Norwegian Beginning Teachers’ Turnover Intentions. Cambridge Journal of Education, 45(4), 451-474
  • Tourangeau, A.E. & Cranley, L.A. (2006). Nurse Intention to Remain Employed: Understanding and Strengthening Determinants. Journal of Advanced Nursing, 55 (4), 497-509.
  • Tumwesigye, G. (2010). The Relationship between Perceived Organisational Support and Turnover Intentions in a Developing Country: The Mediating Role of Organisational Commitment. African Journal of Business Management, 4(6), 942-452.
  • Turunç, Ö., & Çelik, M. (2010). Algılanan Örgütsel Desteğin Çalışanların İş-Aile, Aile-İş Çatışması, Örgütsel Özdeşleşme ve İşten Ayrılma Niyetine Etkisi: Savunma Sektöründe Bir Araştırma. Atatürk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 14(1): 209-232.
  • Tuzun, I.K. ve Kalemci, A.R. (2012). Organizational and Supervisory Support in Relation to Employee Turnover Intentions. Journal of Managerial Psychology, 27 (5) 518 – 534.
  • Van Knippenberg, D. (2006). Organizational Identification Versus Organizational Commitment:Self-Definition, Social Exchange, and Job Attitudes. Journal of Organizational Behavior, 27 ( 5), 571-84.
  • Wałachowska, K. & Laguna, M. (2018). Factorial Structure and Validity of the Short Version of the Authentic Leadership Questionnaire in Polish Samples. Roczniki Psychologiczne, 21 (2), 163-184.
  • 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 (1), 89-126.
  • Wong, C. & Cummings, G. (2009). Authentic Leadership: A New Theory for Nursing or Back to Basics?. Journal of Health Organization and Management, 23 ( 5), 522-538.
  • Woolley, L., Caza, A., & Levy, L. (2010). Authentic Leadership and Follower Development: Psychological Capital, Positive Work Climate, and Gender. Journal of Leadership & Organizational Studies, 18(4), 438-448.
  • Yaşlıoğlu, M. M. (2017). Sosyal Bilimlerde Faktör Analizi ve Geçerlilik: Keşfedici ve Doğrulayıcı Faktör Analizlerinin Kullanılması, İstanbul Üniversitesi İşletme Fakültesi Dergisi, 46, Özel Sayı, 74-85
  • Yılmaz, H. (2019). Otantik Liderlik Davranışının Örgütsel Etik İklim Üzerine Yansımaları: Kantitatif Bir Çalışma. Ömer Halisdemir Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 12(2), 160-182.
  • Zbierowska, M.J. (2019). Relatıonshıp Between Leaders’ and Followers’ Psychologıcal Capıtal and The Medıatıng Role of POS and Authentıc Leadershıp. Journal of Positive Management, 9(2), 89–104.
  • Zeffane, R. ve Melhem, S.J.B. (2017). Trust, Job Satisfaction, Perceived Organizational Performance and Turnover Intention: A Public-Private Sector Comparison in The United Arab Emirates. Employee Relations, 39 (7),1148-1167,
  • Zhao, X., Lynch, J.G.,& Chen, Q.(2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. J. Consum. Res. 37, 197–206.
Toplam 129 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Finans
Bölüm İşletme Finans
Yazarlar

Cenk Tufan 0000-0002-2809-3996

Yayımlanma Tarihi 29 Temmuz 2021
Gönderilme Tarihi 7 Şubat 2021
Kabul Tarihi 13 Mayıs 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 20 Sayı: 3

Kaynak Göster

APA Tufan, C. (2021). Otantik Liderlik ve İşten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Etkisi. Gaziantep University Journal of Social Sciences, 20(3), 1297-1323. https://doi.org/10.21547/jss.876033