Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributes to the existing research by taking the effects of bullying behaviour into consideration. The aim of this study is to explore the effects of bullying behaviour upon the relationship between ethical climate types and organizational commitment. It will be noted that work-related bullying behaviour significantly mediated the relationship between instrumentality climate and two of the dimensions of organizational commitment. Significant relationships between ethical climate dimensions and organizational commitment can also be detected. By emphasizing a required ethical climate dimension for organizations this study therefore presents in outline a partial strategy to reduce bullying behaviour and to increase organizational commitment.

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values, managerial values, organization, Turkey, cultural values, proper values, improper values,

The purpose of the study is determining the effect of both leader-member relations (LMX) and job satisfaction on organizational commitment; taking job satisfaction as mediating factor. According to the analysis it was found that high quality LMX positively affect job satisfaction. Additionally, the three stage of regression analysis between organizational commitment and LMX resulted with LMX affecting loyalty and necessity commitment. As main purpose of the study, the mediating affect of job satisfaction on relation between LMX and organizational commitment was measured, and it was found that job satisfaction mediates (by 60%) the relationship between loyalty commitment and LMX. Moreover, when gender differences in job satisfaction were measured, it was found that female employees have higher job satisfaction level than their male workmates. Implication of the present study is that leaders should be aware of the important linkages between job satisfaction, organizational commitment, and performance. Supervisors need to be aware of how to maximize high LMX relationships among their subordinates. Keywords: LMX, Satisfaction, Commitment INTRODUCTIONLeadership is one of the core topics which frequently discussed and studied in organizational behavior literature. It has begun to be defined in the 1840s, by emphasizing a good leader; "a man, born not made". Later, questions such as; "Who are good leaders?" and "How do good leaders behave?" were investigated with the Ohio State and Michigan State University studies respectively. With the pursue to explain leadership, several theories and approaches were set forth; leaders were attributed with numerous personality traits, defined with several leadership skills, and their behaviors were associated with certain contexts (Northouse, 2013). Nonetheless, as focusing on the leader alone would yield insufficient knowledge on the matter, so researchers focused on the dyadic relationship between the leader and subordinates, whereby proposed the Leader-Member Exchange (LMX) theory. LMX theory, which was initially proposed as Vertical Dyadic Linkage theory, at first focused on the nature of the relations leaders formed with their followers, where later addressed how leader-member relationship (LMX) was related to organizational effectiveness. Among the widely researched topics are the quality of leader-member relationship and its effects on job attitudes; and it was found that, the quality of LMX in the workplace can often affect the entire structure and success of the organization (Mardanov et al. 2008-b). Another widely researched subject is the relationship between employee and manager, which can be crucial for different job attitudes. Burns & Otte's study on LMX theory (1999), claim that the quality of a leader-member dyadic relationship predicts more positive organizational outcomes than the traits or behaviors of supervisors (Mardanov et al. 2008-b). Moreover, LMX is found to be positively related to important organizational behaviors (Harris et al. 2009); in the se...