Halkla İlişkilerde Şeffaf İç İletişim ve Dönüşümcü Liderliğin Kurumsal Değişim ve Kurumsal Güven İnşasındaki Rolü

Year 2021, , 63 - 85, 29.01.2021

Gonca Yıldırım

https://doi.org/10.17680/erciyesiletisim.797439

Abstract

Özellikle değişim, kriz gibi durumlarda halkla ilişkiler ve iletişimin rolü yadsınamaz bir gerçektir. Ancak buna karşın kurumsal değişim esnasında halkla ilişkiler ve iletişim yaklaşımının gerekliliği birçok kurum tarafından da göz ardı edilmektedir. Bu durumdan yola çıkıldığında; çoğunlukla işletme, yönetim-organizasyon alanında ele alınan değişim yönetimi ve dönüşümcü liderlik bu çalışmada halkla ilişkiler ve şeffaf iletişim açısından ele alınmaktadır. Ayrıca dönüşümcü liderlik ve şeffaf iletişimin, kurumsal değişimin yönetilmesinde ve kurumsal güvenin sağlanmasındaki rolü de bu çalışma kapsamında ilk kez birlikte incelenmektedir. Bu araştırmanın amacı şeffaf iletişim ile kurumsal değişim yönetimi ve kurumsal güven oluşturma arasındaki ilişkiyi ortaya koymaktır. Dönüşümcü liderler ile çalışanların kurumsal değişime açıklığı ve kurumsal güven yaratma arasındaki ilişkiyi test etmek de çalışmanın bir diğer amacıdır. Çalışmanın araştırma kısmı basit tesadüfi örnekleme yöntemi ile ulaşılan 423 kişi ile yapılan anketin verilerine dayanmaktadır. Bulgular, şeffaf iletişimin ve dönüşümcü liderliğin ve çalışanların kurumsal güveni ile olumlu bir şekilde ilişkili olduğunu ve bunun da çalışanın değişime açıklığını olumlu yönde etkilediğini göstermiştir.

Keywords

Halkla ilişkiler, şeffaf iletişim, dönüşümcü liderlik, kurumsal güven, kurumsal değişim

The Role of Transparent Internal Communication and Transformational Leadership in Public Relations in Corporate Change and Corporate Trust Building

Abstract

The role of public relations and communication is an undeniable reality – especially under the condition of change and crisis. However, after all, the necessity of the approaches of public relations and communication during the institutional change is ignored by various institutions. In this sense, change management and transformational leadership mostly discussed under the sphere of business and management-organization will be discussed in terms of public relations and transparent communication in this study. The role of transformational leadership and transparent communication in the management of institutional change and providing institutional trust, collectively examined for the first time within the scope of this study. The purpose of this research is to introduce the relationship between creating institutional trust and management of institutional change and transparent communication. Another purpose of the study is to test the relationship between transformational leaders and employees’ openness to corporate change and creating corporate trust. The research base of the study is based on survey data among 423 people were obtained through the simple random sample method. Results indicate that transparent communication and transformational leadership is related to the institutional trust of employees positively so that this affected positively the openness of employee for the change.

Keywords

Public Relations, Transparent Communication, Transformational Leadership, Corporate Change, Corporate Trust

References

• Abdul Rashid, Z., Sambasivan, M., & Abdul Rahman, A. (2004). The influence of organizational culture on attitudes toward organizational change. Leadership & Organization Development Journal, 25(2), s. 161-179. doi:https://doi.org/10.1108/01437730410521831.
• Aksaraylı, M. (2015). Dönüştürücü liderlik ve değişimde dönüştürücü liderlik paradigması. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 6(12), s. 108-124. https://dergipark.org.tr/tr/pub/vizyoner/issue/23004/246021 adresinden alındı
• Al-Qura’an, A. (2016). The ımpact of transformational leadership on organizational change management: case study at jordan ahli bank. IOSR Journal of Business and Management (IOSR-JBM), 17(12), s. 1-7. doi:10.9790/487X-171210107
• Alvesson, M., & Sveningsson, S. (2016). Changing organizational culture: cultural change work in progress. Newyork: USA: Routledge.
• American Management Association. (2019). What’s changed in change management. Newyork: American Management Association.
• Appelbaum, S., Degbe, M., MacDonald, O., & Nguyen-Quang, T. (2015). Organizational outcomes of leadership style and resistance to change. Industrial and Commercial Training, 47(3), s. 135-144. doi:https://doi.org/10.1108/ICT-07-2013-0045
• Augustsson, H., Richter, A., Hasson, H., & von Thiele Schwarz, U. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), s. 349-368. DOI: https://doi.org/10.1177/0021886317691930.
• Avolio, B., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), s. 951–968.
• Bartlett, C., & Ghoshal, S. (1995, Fall). Rebuilding behavioral context: turn process reengineering into people rejuvenation. Sloan Management Review, s. 11-23.
• Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.
• Bass, B. (1995). Theory of transformational leadershıp redux. Leadership Quarterly, 6(4), s. 463-478. doi:https://doi.org/10.1016/1048-9843(95)90021-7.
• Bass, B., & Avolio, B. (2004). Multifactor Leadership Questionnaire Manual (3 b.). Menlo Park CA: Mind Garden Inc.
• Baykal, E. (2019). A human factor in change management: an example from Turkish banking sector. Balkan Sosyal Bilimler Dergisi, 8(16), s. 187-198.
• Beck, N., Brüderl, J., & Woywode, M. (2008). Momentum or deceleration? theoretical and methodological reflections on the analysis of organizational change. Academy of Management Journal, 51(3), s. 413-435. DOI: https://doi.org/10.5465/AMJ.2008.32625943.
• Bouckenooghe, D., Devos, G., & Van Den Broeck, H. (2009). Organizational change questionnaire—Climate of change, processes and readiness: Development of a new instrument. The Journal of Psychology, 143(6), s. 559-599.
• Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multi level mediation model of trust. The Leadership Quarterly, 24(1), s. 270-283. doi:https://doi.org/10.1016/j.leaqua.2012.11.006
• Brown, S., & Eisenhardt, K. (1997, March). The art of continuous change: linking complexity theory and time paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), s. 1-34.
• Burns, J. (1978). Leadership. New York: USA: Harper & Row.
• Cai, W., Loon, M., & Wong, P. (2018). Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau. Journal of Organizational Change Management, 31(5), s. 1054-1070. DOI: https://doi.org/10.1108/JOCM-10-2016-0215
• Cook, K., Yamagishi, T., Cheshire, C., & Mashima, R. (2005, June). Trust building via risk taking: a cross-societal experiment. Social Psychology Quarterly, 68(2), s. 121-142. doi:https://doi.org/10.1177/019027250506800202
• Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. The Journal of Social Psychology, 147(6), s. 607-630.
• Drucker, P. (2000). 21. yy için yönetim tartışmaları . (İ. Bahçıvangil, & G. Gorbon , Çev.) İstanbul: Turkey: Epsilon.
• Eisenbach, R., Watson, K., & Pillai, R. (1999). Transformational leadership ın the context of organizational change. Journal of Organizational Change Management, 12(2), s. 80-88. doi:dx.doi.org/10.1108/09534819910263631.
• Erdoğan, Z., & Hepkul, A. (2017). Genel işletme. Eskişehir: Turkey: Anadolu Üniversitesi Yayınları.
• Erkorkmaz, Ü., Etikan, İ., Demir, O., & Özdamar, K. (2013). Confirmatory factor analysis and fit indices: Review. Turkiye Klinikleri J Med Sci, 33(1), s. 210-223.
• Grunig, J. (2005). Halkla ilişkiler ve iletişim yönetiminde mükemmellik. İstanbul: Turkey: Rota Yayınları.
• Herold, D., Fedor, D., & Caldwell, S. (2007). Beyond change management: A multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92(4), s. 942 951.
• House, R., Spangler, W., & Woycke, J. (1991). Personality and charisma in the US presidency: a psychological theory of leadership effectiveness. Administrative Science Quarterly, 36(3), s. 364-395.
• Johansson, C., & Heide, M. (2008). Speaking of change: Three communication approaches in studies of organizational change. Corporate Communications: An International Journal, 13(3), s. 288-305. doi:https://doi.org/10.1108/13563280810893661.
• Koçel, T. (2011). İşletme yöneticiliği. İstanbul: Turkey: Beta Yayınları.
• Kouzes, J., & Posner, B. (1993). The leadership challenge: how to make extraordinary things happen in organizations. San Francisco: USA: Jossey-Bass.
• Manning, T. (2012). Managing change in hard times. Industrial and Commercial Training, 44(5), 259-267. (tarih yok). DOI: 10.1108/00197851211244997.
• Manning, T. (2012). Managing change in hard times. Industrial and Commercial Training, 44(5), s. 259-267. doi:10.1108/00197851211244997
• Men, L., & Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4).
• Men, R., & Bowen, S. (2017). Excellence in internal relations management. New York: USA: Business Expert Press.
• Men, R., & Yue, C. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public Relations Review, 45(3), s. 1-12. doi:10.1016/j.pubrev.2019.03.001
• Miller, F. (1998, Summer). Strategic culture change: the door to achieving high performance and ınclusion. Public Personnel Management, 27(2). DOI: https://doi.org/10.1177/009102609802700203.
• Moorehead, G., & Griffin, R. (2010). Organizational behavior (9 b.). Texas: USA: A&M University.
• Nadler, D. (1983). Concepts for the management of organizational change. J. Hackman, E. Lawler, & L. Porter içinde, Perspectives on Behavior in Organizations. NewYork: USA: McGraw Hill.
• Özdamar, K. (2004). Paket programlar ile istatistiksel veri analizi. Eskişehir: Turkey: Kaan Kitabevi.
• Özkalp, E., & Kırel, Ç. (2010). Örgütsel davranış. Bursa: Turkey: Ekin Yayınevi.
• Parry, K. (1998, Spring). Grounded theory and social process: a new direction for leadership research. Leadership Quarterly, 9(1), s. 85-105. doi:https://doi.org/10.1016/S1048-9843(98)90043-1
• Paşa, M. (2002). Yaşam kalitesini yükselten temel unsur olarak işin insancıllaştırılması. İş, Güç, Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 4(1). http://www.isguc.org/?p=article&id=280&cilt=4&sayi=1&yil=2002. adresinden alındı
• Pawar, B., & Eastman, K. (1997). The nature and implications of contextual influences on transformational leadership: a conceptual examination. Academy of Management Review, 1(22), s. 80-109. doi:10.2307/259225.
• Pitt, L., Murgolo-Poore, M., & Dix, S. (2001). Changing change management: the intranet as catalyst. Journal of Change Management, 2(2), s. 106-114. doi:10.1080/714042496
• Rawlins, B. (2008). Measuring the relationship between organizational transparency and employee trust. Public Relations Journal, 2(2), s. 1-21.
• Robbins, S., Millett, B., & Waters-Marsh, T. (2008). Organizational behavior. Australia: Pearson Education.
• Saylı, H., & Tüfekçi, A. (2008, Ocak-Haziran). Başarılı bir örgütsel değişimin gerçekleştirilmesinde dönüştürücü liderliğin rolü . Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi(30), s. 193-210.
• Seitel, F. (2016). Halkla ilişkiler uygulaması. (S. Çakar Mengü, Dü.) Ankara: Turkey: Nobel Akademik
• Selvi, S. (2007). Her değişim gelişim değildir: Öğrenen örgütlerin gelişim sürecinde psikolojinin yeri . Y. Ertürk (Dü.) içinde, Halkla İlişkiler Alanına Örgütsel Davranış Yansımaları . Ankara: Turkey: Nobel Yayın Dağıtım.
• Simons, T. (1999). Behavioral integrity as a critical ingredient for transformational leadership. Journal of Organizational Change Management, 12(2), s. 89-104. DOI: https://doi.org/10.1108/09534819910263640
• Thomas, K., & Velthouse, B. (1990). Cognitive elements of empowerment: an ‘interpretive’ model of intrinsic task motivation. (666-681, Dü.) Academy of Management Review, 15. doi:10.2307/258687
• Van Knippenberg, D., & van Leeuwen, E. (2001). Organizational identity after a merger: Sense on continuity as a key to postmerger identification. M. Hogg, & D. Terry içinde, Social identity processes in organizational contexts (s. 249-264). Philadelphia: USA: Psychology Press.
• Verčič, A., & Vokić, N. (2017). Engaging employees through internal communication. Public Relations Review, 43(5), s. 885-993. doi:https://doi.org/10.1016/j.pubrev.2017.04.005
• Wang, G., Oh, S., Courtright, S., & Colbert, A. (2011). Transformational leadership and performance across criteria and levels: Ameta-analytic review of 25 years of research. Group & Organization Management, 36(2), s. 223 270. DOI: https://doi. org/10.1177/105
• Wong, C., & Cummings, G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2), s. 6-23. DOI: https://doi.org/10.1002/jls.20104.
• Yue, C., Men, L., & Ferguson, M. (2019, September). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public Relations Review, 45(3), s. 1-13. doi:https://doi.org/10.1016/j.pub
• Yukl, G. (2018). Örgütlerde Liderlik. Ankara: Turkey: Nobel Akademik Yayıncılık.