Dönüştürücü Liderliğin İş Becerikliliği Üzerindeki Etkisi: Akademisyenler Üzerinde Bir Uygulama

Year 2019, , 133 - 143, 18.10.2019

Gökhan Kerse , Mustafa Babadag

https://doi.org/10.18394/iid.504889

Cited By: 8

Abstract

Günümüzün
rekabet dünyasında örgütleri başarıya ulaştıracak faktörler arasında çalışanlar
önemli bir yere sahiptir. Özellikle çalışanların proaktif davranışlarının bu
konudaki katkısı yadsınamaz. Bu nedenle proaktif davranış olarak
değerlendirilen iş becerikliliği kavramı bu araştırmanın çalışma konusunu
oluşturmakta ve bu kapsamda da dönüştürücü liderliğin iş becerikliliği
üzerindeki etkisi değerlendirilmeye çalışılmaktadır. Bu değerlendirmeyi
yapabilmek için 138 akademik personelden anket yöntemi ile veri toplanmış ve
veriler istatistiki paket programları ile analiz edilmiştir. Analizler
sonucunda dönüştürücü liderliğin iş becerikliliğini pozitif yönde ve anlamlı
olarak etkilediği tespit edilmiştir. Ayrıca dönüştürücü liderliğin iş
becerikliliğinin alt boyutlarını da (görev becerikliliği, bilişsel beceriklilik
ve ilişkisel beceriklilik) pozitif yönlü ve anlamlı olarak etkilediği sonucuna
ulaşılmıştır.

Keywords

Dönüştürücü Liderlik, İş becerikliliği, Görev becerikliliği, Bilişsel beceriklilik, İlişkisel beceriklilik

The Effect of Transformational Leadership on Job Crafting: A Study on Academic Personnel

Abstract

In
today's competitive world, employees have an important place among the factors
that will lead organizations to success. In particular, the contribution of
proactive behaviors of employees cannot be denied. For this reason, the concept
of job crafting, which is considered to be proactive behavior, constitutes the
subject of this study. In this context, the effect of transformational
leadership on job crafting is tried to be evaluated. In order to carry out this
assessment, data were collected from 138 academic staff via questionnaire
method and the data were analyzed by statistical package programs. As a result
of the analyzes, it was determined that the transformational leadership has a
positive and significant effect on the job crafting. In addition, it has been
concluded that transformational leadership has a positive and significant
effect on the sub-dimensions of job crafting (task crafting, cognitive crafting
and relational crafting).

Keywords

Transformational Leadership, Job Crafting, Task Crafting, Cognitive Crafting, Relational crafting

References

• Abelha, D. M., Carneiro, P. C. C. & Cavazotte, F. S. C. N. (2018). Transformational Leadership and Job Satisfaction: Assessing the Influence of Organizational Contextual Factors and Individual Characteristic’s. Review of Business Management, 20(4), 516-532.
• Abu Nasra, M. & Heilbrunn, S. (2016). Transformational Leadership and Organizational Citizenship Behavior in the Arab Educational System in Israel: The Impact of Trust and Job Satisfaction. Educational Management Administration & Leadership, 44(3), 380-396.
• Aryee, S., Walumbwa, F. O., Zhou, Q. & Hartnell, C. A. (2012). Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes. Human Performance, 25, 1-25.
• Babadağ, M. & İşcan, Ö. F. (2017). Dönüştürücü Liderlik ile İşe Yabancılaşma Arasındaki İlişkide Algılanan Etik İklimin Aracı Rolü. MANAS Sosyal Araştırmalar Dergisi, 6(4), 399-428.
• Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Collier Macmillan.
• Bass, B. M. & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Erlbaum.
• Bizzi, L. (2017). Network Characteristics: When an Individual’s Job Crafting Depends on the Jobs of Others. Human Relations, 70(4), 436–460.
• Burns, J. M. (1978). Leadership. New York: Harper & Row.
• Cavazotte, F., Moreno, V. & Bernardo, J. (2013). Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy. Brazilian Administration Review, 10(4), 490-512.
• Dierdorff, E. C. & Aguinis, H. (2018). Expanding Job Crafting Theory Beyond The Worker and The Job. Management Research: Journal of the Iberoamerican Academy of Management, 16(3), 225-247.
• Ding, X., Li, Q., Zhang, H., Sheng, Z. & Wang, Z. (2017). Linking transformational leadership and work outcomes in temporary organizations: A social identity approach. International Journal of Project Management, 35(4), 543–556.
• Eliophotou-Menon, M. & Ioannou, A. (2016). The Link Between Transformational Leadership and Teachers’ Job Satisfaction, Commitment, Motivation To Learn and Trust in The Leader. Academy of Educational Leadership Journal, 20(3), 12-22.
• ElKordy, M. (2013). Transformational Leadership and Organizational Culture as Predictors of Employees Attitudinal Outcomes. Business Management Dynamics, 3(5), 15-26.
• Getachew, D. S. & Zhou, E. (2018). The Influences of Transformational Leadership on Collective Efficacy: The Moderating Role of Perceived Organizational Support. The International Journal of Organizational Innovation, 10(4), 7-15.
• Grant, A.M. & Ashford, S.J. (2008). The Dynamics of Proactivity at Work. Research in Organizational Behavior, 28, 3-34.
• Hetland, J., Hetland, H. Bakker, A. B. & Demerouti, E. (2018). Daily Transformational Leadership and Employee Job Crafting: The Role of Promotion Focus. European Management Journal, 36, 746-756.
• Iqbal, Q. (2016). Organizational Politics, Transformational Leadership and Neglect in Banking Sector. International Journal of Management, Accounting and Economics, 3(10), 609-622.
• Kerse, G. (2017). İş Becerikliliği (Job Crafting) Ölçeğini Türkçe’ye Uyarlama ve Duygusal Tükenme İle İlişkisini Belirleme. Journal of Business Research, 9(4), 283-304.
• Kerse, G. (2018). The Impact of Job Crafting on Person-Job Fit: “I am Compatible With My Work Because I Can Make Changes in My Work. Atatürk Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 32(4), 941-958.
• Krishnan, V. R. (2012). Transformational Leadership and Personal Outcomes: Empowerment as Mediator. Leadership & Organization Development Journal, 33(6), 550-563.
• Ladan, S., Nordin, N. B. & Belal, H. M. (2017). Influence of Transformational Leadership on Knowledge Hiding: Mediating role of Organizational Psychological Ownership. International Journal of Business and Management Science, 7(2), 261-277.
• Mäkikangas, A. (2018). Job Crafting Profiles and Work Engagement: A Person-Centered Approach. Journal of Vocational Behavior, 106, 101-111.
• Miller, M.L. (2015). Relationships Between Job Design, Job Crafting, Idiosyncratic Deals, and Psychological Empowerment (Yayınlanmış Doktora Tezi) Walden University, College of Management and Technology: Minneapolis.
• Morgan, G. A., Leech, N. L., Gloeckner, G. W. & Barrett, K. C. (2004). SPSS for Introductory Statistics: Use and İnterpretation. New Jersey: Lawrence Erlbaum Associates Publishers.
• Muchiri, M.K., McMurray, A.J., Nkhoma, M. & Pham, H.C. (2019). How Transformational and Empowering Leader Behaviors Enhance Workplace Safety: A Review and Research Agenda. The Journal of Developing Areas, 53(1), 257-265.
• Nazim, F. & Mahmood, A. (2016). Principals’ Transformational and Transactional Leadership Style and Job Satisfaction of College Teachers. Journal of Education and Practice, 7(34), 18-22.
• Reuvers, M., Van Engen, M. L., Vinkenburg, C. J. & Wilson-Evered, E. (2008). Transformational Leadership and Innovative Work Behaviour: Exploring the Relevance of Gender Differences. Creativity and Innovation Management, 17(3), 227-244.
• Rita, M., Payangan, O. R., Rante, Y., Tuhumena, R. & Erari, A. (2018). Moderating Effect of Organizational Citizenship Behavior on The Effect of Organizational Commitment, Transformational Leadership and Work Motivation on Employee Performance. International Journal of Law and Management, 60(4), 953-964.
• Salem, I. E.-B. (2015). Transformational Leadership: Relationship to Job Stress and Job Burnout in Five-Star Hotels. Tourism and Hospitality Research, 15, 240-253.
• Schmitt, A., Den Hartog, D. N. & Belschak, F. D. (2016). Transformational Leadership and Proactive Work Behaviour: A Moderated Mediation Model Including Work Engagement and Job Strain. Journal of Occupational and Organizational Psychology, 89, 588-610.
• Slemp, G. R. (2016). Job Crafting. İçinde L.G. Oades, M.F. Steger, A.D. Faveand J. Passmore (Eds.), The Wiley Blackwell Handbook of the Psychology of Positivity and Strengths-Based Approaches at Work (pp. 351-365).UK: John Wiley & Sons.
• Slemp, G. R. & Vella-Brodrick, D. A. (2013). The Job Crafting Questionnaire: A New Scale To Measure The Extent To Which Employees Engage in Job Crafting. International Journal of Wellbeing, 3(2), 126-146.
• Soo Young, J. (2017). Mediating Effect of Social Capital between Transformational Leadership Behavior and Organizational Citizenship Behavior in Hospital Nurses. Journal of Korean Academy of Nursing Administration, 23(5), 558-566.
• Tabassi, A. A., Roufechaei, K. M., Bakar, A. H. A. & Yusof, N. (2017). Linking Team Condition and Team Performance: A Transformational Leadership Approach. Project Management Journal, 48(2), 22-38.
• Tims, M., Bakker, A. B. & Derks, D. (2015). Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well-Being of Colleagues?, Applied Psychology: An International Review, 64(4), 727-753.
• Travaglianti, F., Babic, A. & Hansez, I. (2016). The Role of Work-Related Needs in The Relationship Between Job Crafting, Burnout and Engagement. SA Journal of Industrial Psychology, 42(1), 1-13.
• Van Wingerden, J., Derks, D. & Bakker, A. B. (2017). The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance. Human Resource Management, 56(1), 51-67.
• Wang, H., Wang, X. & Li, J. (2018). Is New Generation Employees’ Job Crafting Beneficial or Detrimental to Organizations in China? Participative Decision-Making as a Moderator. Asia Pacific Business Review, 24(4), 543-560.
• Wang, H.-J., Demerouti, E. & Le Blanc, P. (2017). Transformational Leadership, Adaptability, and Job Crafting: The Moderating Role of Organizational Identification. Journal of Vocational Behavior, 100, 185-195.
• Wang, Y., Zheng, Y. & Zhu, Y. (2018). How Transformational Leadership Influences Employee Voice Behavior: The Roles of Psychological Capital and Organizational Identification. Social Behavior and Personality, 46(2), 313-322.
• Wrzesniewski, A. & Dutton, J. E. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review, 26(2), 179-201.
• Wrzesniewski, A., LoBuglio, N., Dutton, J. E. & Berg, J.M. (2013). Job Crafting and Cultivating Positive Meaning and Identity in Work. Advances in Positive Organizational Psychology, 1, 281-302.
• Yukl, G. A. (1994). Leadership in Organizations. Prentice-Hall, Englewood Cliffs, NJ.
• Zhang, F. & Parker, S. K. (2019). Reorienting Job Crafting Research: A Hierarchical Structure of Job Crafting Concepts and Integrative Review. Journal of Organizational Behavior, 40, 126-146.