Paternalist Liderlik Davranışının Örgütsel Özdeşleşme Üzerindeki Etkisinde Çalışanların İşe Tutkunluk Düzeylerinin Aracılık Rolü - The Mediating Role of Employee s Work Engagement in the Effect on Organizational Identification of Paternalistic Leadership Behaviour

Abstract

Bu çalışmada, algılanan paternalist liderlik davranışının yardımsever, ahlâki ve otoriter liderlik alt boyutları ile çalışanların örgütsel özdeşleşme düzeyleri arasındaki etki ve bu etkide çalışanların işe tutkunluk düzeylerinin aracılık rolü incelenmektedir. Bu kapsamda; öncelikle paternalist liderlik, örgütsel özdeşleşme ve işe tutkunluk konusunda oluşturulan kavramsal çerçeve sunulmaktadır. Ardından, araştırma kapsamında gerçekleştirilen anket uygulamasına ilişkin bulgu ve sonuçlara yer verilmektedir. Araştırmanın örneklemi, yüz yüze anket yöntemi ile ulaşılan, Kırşehir ilinde faaliyet gösteren kamu kurumları ve özel sektör kuruluşları bünyesinde çalışan toplam 1032 çalışandan oluşmaktadır. Anket formunda likert tipi ölçek kullanılmış, araştırma modeli olarak ise yapısal eşitlik modeli (YEM) tercih edilmiştir. Verilerin analizi için SPSS 22.0 paket programı ve AMOS 24 YEM programı birlikte kullanılmıştır. Araştırmadan elde edilen bulgu sonuçlarına göre, paternalist liderliğin otoriter liderlik alt boyutunun örgütsel özdeşleşme üzerinde anlamlı bir etkisinin bulunmadığı ve dolayısıyla işe tutkunluğun aracılık rolünün incelenemeyeceği, bunun yanı sıra paternalist liderliğin yardımsever liderlik alt boyutunun örgütsel özdeşleşme

The effect of paternalist leadership style of principals on the professional burnout of special education teachers

“…This idea coincides with the idea that "helpful and moral leadership increases the motivation of employees and reduces professional burnout" belonging to Niu et al (2009). Because benevolence will increase the sense of gratitude in the employees (Çetin et al, 2017) and cause passion for work (Gökdeniz et al, 2018). Another finding reached in this context is that teachers should develop themselves more personally.…”

“…This situation raises that teachers' professional burnout levels may be related to the leadership style they are subject to. Previous researches show that paternalist leadership positively affects employees' attitudes and behaviours (Köksal, 2011), increases the job satisfaction of employees (Uçar, 2019), helps employees show voluntary behaviours (Gökdeniz et al, 2018) and reduces negative situations such as organizational exclusion (Akgün et al, 2019). All this data points to the existence of a negative relationship between the leader's paternalist characteristics and the professional burnout of the employees.…”

“…Various researches have revealed that the burnout status of the teachers decreases as they receive support from their principals (Yellice Yüksel et al, 2011), that the paternalist leadership positively affects the attitudes and behaviours of the employees (Köksal, 2011) and increases the job satisfaction of the employees (Uçar, 2019;Koç & Koç, 2020). Similarly, it has been shown that it helps employees to show voluntary behaviours (Gökdeniz et al, 2018) and reduces negative situations such as organizational exclusion (Akgün et al, 2019). All these data point to the existence of a negative relationship between the leader's paternalist characteristics and the professional burnout of the employees.…”

“…leaders to achieve their goals today is that they have to care about their followers, ensure their satisfaction (Koç & Alpullu, 2019) and have to consider their psychological well-being (Çetin et al, 2017). A school principal with this feature, which is explained with the concept of paternalists leadership, protects the teachers they work with in order to create a family atmosphere in the school, cares about their professional development (Koç & Bastas, 2019), shares their troubles and happiness with them and tries to solve their problems other than work (Gökdeniz et al, 2018). This research was applied to determine the burnout levels of teachers working in special education and the paternalist leadership perceptions of their principals and the level of the relationship between these two.…”

Effects of gender and marital status on the perception of paternalistic leadership: A meta-analysis study

“…Moreover, the literature includes significant research on the antecedents and consequences of paternalistic leadership. For instance, national and international literature covers various research carried out in several organisations on the relation of paternalistic leadership with organisational variables such as organisational citizenship (Göncü et al, 2014;Chu & Hung, 2009;Mete & Serin, 2015), organisational identification (Cheng et al, 2004;Korkmaz et al, 2018), organisational commitment (Pellegrini et al, 2010;Shi et al, 2020), organisational justice (Köksal, 2011), job satisfaction (Chamundeswari, 2013;Ekmen & Okçu, 2021;Sun & Wang, 2009), mobbing (Durmaz, 2019;Soylu, 2011), organisational creativity and organisational dissent (Ağladay & Dağlı, 2021), organisational happiness (Özgenel & Canulansı, 2021), job performance (Liang et al, 2007;Mert & Özgenel, 2020;Nigama et al, 2018), emotional labour (Zheng et al, 2020) and participation in decision making (Cansoy et al, 2020). Therefore, it appears that several variables can be associated with paternalistic leadership.…”