The Impact of Multiple Leadership Styles Perceived by Employees on Extra Effort, Effectiveness and Satisfaction

Year 2018, Issue: 58, 185 - 196, 19.10.2018

Bülent Akkaya , Yeşim Koçyiğit , Akif Tabak

Abstract

The purpose of this study is to investigate the impact of transformational leadership, transactional
leadership and laissez-free leadership styles on leadership outcome
(effectiveness, satisfaction and extra effort) in 46 techno-entrepreneur firms
operating in Dokuz Eylül Technology Development Zone (DEPARK). In March 2017,
136 companies were operating in DEPARK. Of the 136 companies operating, 66 were
techno- entrepreneur firms. 46 of these companies were reached and data were
gathered from the employees of these 46 companies by questionnaire and then the
data were analyzed. Multiple regression analyzes and T-tests were conducted to
reach the results. By analyzing the
findings obtained from the analyses, it was seen that employees'
transformational leader perception affects extra effort, effectiveness and
satisfaction significantly, while employees' transactional leader perception
just affects extra effort significantly. However employees' laissez-free leader
perception affects extra effort, effectiveness and satisfaction
insignificantly. Moreover it was found that the means of extra effort,
effectiveness and satisfaction of the employees with the highest perception of
transformational leadership and transactional leadership were higher than the
employees with the lowest perception of transformational leadership and
transactional leadership.

Keywords

Multiple Leadership Styles, Extra Effort, Effectiveness, Satisfaction

ÇALIŞANLAR TARAFINDAN ALGILANAN ÇOKLU LİDERLİK TARZLARININ EKSTRA ÇABA, ETKİLİLİK VE DOYUM ÜZERİNE ETKİSİ: TEKNOGİRİŞİM FİRMALARI ÜZERİNE BİR ARAŞTIRMA

Abstract

Bu çalışmanın amacı çalışanların
dönüştürücü lider, etkileşimci lider ve serbest bırakan lider algılarının
ekstra çaba, etkililik ve doyum üzerindeki açıklama gücünü tespit etmektir.
DEPARK’ta Mart 2017 itibariyle 136 firma faaliyet göstermektedir. Faaliyet
gösteren 136 firmadan 66’sı teknogirişim firmasıdır.  Bu 66 firmadan 46’sına ulaşılabilmiş, bu
firmaların çalışanlarından anket yöntemiyle veriler toplanmış ve analizi
gerçekleştirilmiştir. Sonuçlara ulaşabilmek için çoklu regresyon analizleri ve
T-testi yapılmıştır. Analizler sonucu elde edilen bulguların incelenmesiyle;
çalışanların dönüştürücü lider algısının ekstra çaba, etkililik ve doyumu
önemli derecede ve anlamlı olarak etkilediği, etkileşimci liderlik algısının
sadece ekstra çaba üzerinde etkisinin olduğu, serbest bırakan lider algısının
ekstra çaba, etkililik ve doyum üzerinde anlamlı bir etkisinin olmadığı
sonucuna ulaşılmıştır. Ayrıca dönüştürücü ve etkileşimci lider algısı en yüksek
olan çalışanların ekstra çaba, etkililik ve doyum ortalamalarının, dönüştürücü
ve etkileşimci lider algısı en düşük olan çalışanlardan daha fazla olduğu
tespit edilmiştir.

Keywords

Çoklu Liderlik Tarzları, Ekstra Çaba, Etkililik, Doyum

References

• Akkaya, B. (2018). Teknogirişim Firmalarındaki Liderlik Tiplerin Firmaların Örgütsel Çevikliğine Etkisi: Teknopark Firmaları Üzerine Bir Araştırma. İzmir Katip Çelebi Üniversitesi S.B.E., Doktora Tezi, İzmir.
• Alloubani, A. M., Abdelhafiz, I. M., Abughalyun, Y., Edris, E. E. M. & Almukhtar, M. M. (2015). Impact of Leadership Styles on Leadershıp Outcome (Effectıveness, Satisfaction and Extra Effort) in the Private Healthcare Sector in Jordan. European Scientific Journal, Cilt: 2, 286-298.
• Asrar-Ul-Haq, M. & Kuchinke, K. P. (2016). Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from pakistani banks. Future Business Journal, 2(1), 54-64.
• Avolio, B. J. & Bass, B. M. (Eds.) (2001). Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership, PsychologyPress.
• Avolio, B. J., Yammarino, F. J. & Bass, B. M. (1991). Identifying Common Methods Variance With Data Collected From A Single Source: An Unresolved Sticky Issue. Journal of Management, 17(3), 571-587.
• Bacha, E. & Walker, S. (2013). The Relationship Between Transformational Leadership and Followers' Perceptions of Fairness. Journal of Business Ethics, Cilt: 116, No: 3, 667-680. doi:10.1007/s10551-012-1507-z
• Bass, B. M. (1995). The Meaning of Leadership. İçinde J.Thomas WREN (Ed.), The Leader’s Companion: Insights on Leadership Through The Ages (ss. 37-38). New York: The Free Press.
• Bass, B. M. & Riggio, R. E. (2006). Transformational Leadership, 2. Baskı, New Jersey: Lawrence Erlbaum Associates.
• Bogler, R., Caspi, A. & Roccas, S. (2013). Transformational and Passive Leadership: An Initial Investigation of University Instructors as Leaders in a Virtual Learning Environment. Educational Management Administration & Leadership, 41(3), 372–392.
• Burns, J. M. (1978). Leadership, New York: Harper & Row.
• Caillier, J. G. (2014). Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance: A Preliminary Study. Public Personnel Management, Cilt: 43(2), 218-239.
• Castillo, J. X & Cano, J. (2004). Factors Explaining Job Satisfaction Among Faculty. Journal of Agricultural Education, 45(3), 65-74.
• Cemaloğlu, N. (2007). Okul Yöneticilerinin Liderlik Stillerinin Farklı Değişkenler Açısından İncelenmesi. Türk Eğitim Bilimleri Dergisi, Kış 2007, 5(1), 73-112.
• Diker, O. (2014). Algılanan Liderlik Tarzları, Örgüt Kültürü ve Örgütsel Bağlılık İlişkisinin Turizm Endüstrisinde İncelenmesi, Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Enstitüsü Doktora Tezi, Eskişehir.
• DuBrin, A. J. (2016). Leadership: Research Findings, Practice, and Skills, Boston: MA: Cengage Learning.
• Fernandez, S. (2008). Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction. Public Performance & Management Review, Cilt: 32, No:2, 175-205. doi:10.2753/PMR1530-9576320201
• Gellis, Z. D. (2001). Social Work Perceptions of Transformational and Transactional Leadership in Healthcare. Social Work Research, Cilt: 25, No: 1, 17-25.
• Hargis, M. B., Watt, J. D. & Piotrowski, C. (2011). Developing Leaders: Examining the Role of Transactional and Transformational Leadership across Business Contexts. Organization Development Journal, Cilt: 29, No: 3, 51-66.
• Hater, J. J. & Bass, B. M. (1988). Superiors' Evaluations and Subordinates' Perceptions of Transformational and Transactional Leadership. Journal of Applied Psychology, Cilt: 73(4), 695-702.
• Ha-Vikström, T. & Takala, J. (2018). Do cultures, genders, education, working experience or financial status influence the effectiveness of transformational leaders?. Theoretical Issues in Ergonomics Science, Cilt: 19(1), 21-41. http://eujournal.org/index.php/esj/article/view/5774/5569
• Karip, Emin (1998). Dönüşümcü Liderlik. Kuram ve Uygulamada Eğitim Yönetimi Dergisi, Sayı: 16, 443-465.
• Keller, Robert T. (1992). Transformational Leadership and The Performance of Research and Development Project Groups. Journal of Management, Cilt: 18, Sayı: 3, 489-501.
• Kent, T. W., Crotts, J. C. & Azziz, A. (2001). Four Factors of Transformational Leadership Behavior. Leadership ve Organization Development Journal, Cilt: 22, Sayı: 5, 221-229.
• Kuhnert, K. W. & Lewıs, P. (1987). Transactional and Transformational Leadership: A Constructive/Developmental Analysis. Academy of Management Review, Cilt: 12, No:4, 648-657.
• Luthans, F. (1995). Organizational Behavior. 7th Ed., New York: McGrawHill.
• Northouse, P. G. (2007). Leadership: Theory and Practice, 4. Baskı, London: Sage.
• Owusu-Bempah, J. (2014). How Can We Best Interpret Effective Leadership? The Case For Q Method. Journal of Business Studies Quarterly, Cilt: 5, No: 3, 47-58.
• Peachy, J. W. & Burton, L. (2011). Male or Female Athletic Director? Exploring Perceptions of Leader Effectiveness and a (Potential) Female Leadership Advantage with Intercollegiate Athletic Directors. SexRoles, Cilt: 64, Sayı: 5-6, 416-425.
• Pereira, D.F. (1986). Factors Associated with Transformational Leadership in an Indian Engineering Firm. Presented at the 21st International Congress of Applied Psychology, Jerusalem, Israel.
• Pradeep, D. D. & Prabhu, N. R. V. (2011). The relationship between effective leadership and employee performance. International Conference on Advancements in Information Technology, Cilt: 20 IACSIT Press, 198-207, Singapore.
• Seltzer, J. & Bass, B. M. (1990). Transformational Leadership: Beyond Initiation and Consideration. Journal of Management, Cilt: 16, Sayı:4, 693-703.
• Tabak, A., Sığrı, Ü., Eroğlu, A. & Hazır, K. (2009). Örgütlerde Yöneticilerin Dönüştürücü Liderlik Algılamalarının Problem Çözme Becerilerine Etkisi: Kamu Sektöründe Bir Uygulama. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, Cilt: 18, Sayı: 2, 387-397.
• Ülgen, H. & Mirze, S. K. (2004). İşletmelerde Stratejik Yönetim. 3.Baskı, İstanbul: Literatür.
• Weissman, N. L. (2008). The Relationship Between Leadership Styles of Directors of Accredited Higher Education Respiratory Care Programs and Faculty Satisfaction, Willingness to Exert Extra Effort, Perceived Director Effectiveness, and Program Outcomes (Doctoraldissertation). Florida Atlantic University.
• 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. Clarkand M.B. Clark (eds.) Measures of leadership, 151-169, West Orange, NY: Leadership Library of America.
• Yukl, G. (1999). An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories. Leadership Quarterly, Cilt: 10, No: 2, 285– 305.