Araştırma Makalesi
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THE RELATIONSHIP BETWEEN INCLUSIVE LEADERSHIP AND CHANGE-ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE ROLE OF PSYCHOLOGICAL SAFETY AND LEADER’S BEHAVIORAL INTEGRITY

Yıl 2022, Cilt: 23 Sayı: 4, 123 - 147, 31.12.2022

Süleyman Cem Bozdoğan

https://doi.org/10.53443/anadoluibfd.1146867

Öz

This study investigates the impact of inclusive leadership on change-oriented organizational citizenship behavior as well as the mediator of psychological safety and the moderator role of leader’s behavioral integrity. Using a sample of 290 employees employed in the design department of carpet factories in Gaziantep, the relationships between the variables of inclusive leadership, change-oriented organizational citizenship behavior, psychological safety and the leader's behavioral integrity were investigated. Structural equation method (SEM) findings show that inclusive leadership has positive impact on change-oriented citizenship behavior and psychological safety. Psychological safety, on the other hand, has been found to have a positive impact on change-oriented citizenship behavior. With SPSS Process 4 and 5 macros, the mediating role of psychological safety and the moderating role of leader’s behavioral integrity was verified.

Anahtar Kelimeler

Inclusive Leadership Change Oriented Organizational Citizenship Behavior Psychological Safety Leader’s Behavioral Integrity

Kaynakça

  • Argyris, C., & Schön, D. (1978). Reading organizational learning: A theory of action approach. Massachusetts: Addison Wesley.
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  • Bartlett, J.E., Körtlik, J.W., & Higgins, C.C. (2001). Organizational research: Determining appropriate sample size ın survey research. Information Tecnology, Learning and Performance Journal, 19(1), 43-50.
  • Baş, M. (2022). Kamu çalışanlarının kapsayıcı liderlik algısı üzerine bir araştırma. Gümüşhane Üniversitesi Sosyal Bilimler Enstitüsü Elektronik Dergisi, 13(1), 343-354.
  • Bettencourt, L. A. (2004). Change-oriented organizational citizenship behaviors: The direct and moderating influence of goal orientation. Journal of Retailing, 80(3), 165-180, doi: 10.1016/j.jretai.2003.12.001
  • Bettencourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. Journal of applied psychology, 86(1), 29–41, doi: 10.1037/0021-9010.86.1.29
  • Blau, P. M. (2017). Exchange and power in social life. Abingdon: Routledge.
  • Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). Innovative work behaviour in knowledge-intensive public sector organizations: The case of supervisors in the Netherlands fire services. The International Journal of human resource management, 28(2), 379-398, doi: 10.1080/09585192.2016.1244894
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  • Brislin, R. W. (1976). Comparative research methodology: Cross-cultural studies. International Journal of Psychology, 11(3), 215-229, doi:10.1080/00207597608247359
  • Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly, 18(6), 606-632, doi: 10.1016/j.leaqua.2007.09.006
  • Carmeli, A., & Gittell, J. H. (2009). High‐quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729, doi: 10.1002/job.565
  • Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems research and behavioral science: The Official Journal of the International Federation for Systems Research, 26(1), 81-98, doi:10.1002/sres.932
  • Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260, doi:10.1080/10400419.2010.504654
  • Choi, J. N. (2007). Change‐oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes. Journal of Organizational Behavior, 28(4), 467-484, doi:10.1002/job.433
  • Clark, T. R. (2020). The 4 stages of psychological safety: Defining the path to inclusion and innovation. Oakland: Berrett-Koehler Publishers.
  • Craig, S. B., & Gustafson, S. B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. Leadership Quarterly, 9, 127–145, doi:10.1016/S1048-9843(98)90001-7
  • Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. The leadership quarterly, 13(5), 615-634, doi:10.1016/S1048-9843(02)00147-9
  • Davis, A. L., & Rothstein, H. R. (2006). The effects of the behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67, 407–419, doi:10.5465/ambpp.2004.13857454
  • Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of applied psychology, 91(3), 622, doi:10.1037/0021-9010.91.3.622
  • Dyne, L. v., L., C. L., & Judi, M. P. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity (a bridge over muddied waters). Research in Organizational Behavior, 17, 215-285.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383, doi:10.2307/2666999
  • Edmondson, A. C., Kramer, R. M., & Cook, K. S. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. R. M. Kramer ve K. S. Cook (Editörler), Trust and distrust in organizations: Dilemmas and approaches (s. 239-272) içinde. New York: Russell Sage Foundation.
  • Emre, G. (2021). Kapsayıcı liderlik ölçeğinin Türkçe uyarlaması ve kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi, 24(2), 323-339.
  • Erkutlu, H., & Chafra, J. (2016). Benevolent leadership and psychological well-being: The moderating effects of psychological safety and psychological contract breach. Leadership & Organization Development Journal, 37(3), 369-386.
  • Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133-187, doi:10.1016/S0191-3085(01)23005-6
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KAPSAYICI LİDERLİK İLE DEĞİŞİME ODAKLI ÖRGÜTSEL VATANDAŞLIK DAVRANIŞI ARASINDAKİ İLİŞKİ: PSİKOLOJİK GÜVENLİK VE LİDERİN DAVRANIŞSAL TUTARLILIĞININ ROLÜ

Yıl 2022, Cilt: 23 Sayı: 4, 123 - 147, 31.12.2022

Süleyman Cem Bozdoğan

https://doi.org/10.53443/anadoluibfd.1146867

Öz

Bu çalışma kapsayıcı liderliğin değişime odaklı örgütsel vatandaşlık davranışına etkisinin yanında psikolojik güvenliğin aracı, liderin davranışsal tutarlılığının düzenleyici rolünü araştırmaktadır. Gaziantep ili halı fabrikaları tasarım bölümünde istihdam edilen 290 çalışandan oluşan bir örneklem kullanılarak, kapsayıcı liderlik, değişime odaklı örgütsel vatandaşlık davranışı, psikolojik güvenlik ve liderin davranışsal tutarlılığı değişkenleri arasındaki ilişkiler araştırılmıştır. Yapısal eşitlik metodu (YEM) bulguları kapsayıcı liderliğin değişime odaklı vatandaşlık davranış ve psikolojik güvenlik üzerinde pozitif etkisi olduğunu göstermektedir. Psikolojik güvenliğin ise değişim odaklı örgütsel vatandaşlık davranışı üzerinde pozitif etkisi olduğu tespit edilmiştir. SPSS Process 4 ve 5 makroları ile de psikolojik güvenliğin aracılık etkisi ve liderin davranışsal tutarlılığının düzenleyici rolleri doğrulanmıştır.

Anahtar Kelimeler

Kapsayıcı Liderlik Değişime Odaklı Örgütsel Vatandaşlık Davranışı Psikolojik Güvenlik Liderin Davranışsal Tutarlılığı Inclusive Leadership Change Oriented Organizational Citizenship Behavior Psychological Safety Leader’s Behavioral Integrity

Kaynakça

  • Argyris, C., & Schön, D. (1978). Reading organizational learning: A theory of action approach. Massachusetts: Addison Wesley.
  • Aslan, H. (2019). İşe adanmışlığın yenilikçi iş davranışı üzerindeki etkisinde kapsayıcı liderliğin aracılık rolü. OPUS International Journal of Society Researches, 14(20), 1055-1069.
  • Bartlett, J.E., Körtlik, J.W., & Higgins, C.C. (2001). Organizational research: Determining appropriate sample size ın survey research. Information Tecnology, Learning and Performance Journal, 19(1), 43-50.
  • Baş, M. (2022). Kamu çalışanlarının kapsayıcı liderlik algısı üzerine bir araştırma. Gümüşhane Üniversitesi Sosyal Bilimler Enstitüsü Elektronik Dergisi, 13(1), 343-354.
  • Bettencourt, L. A. (2004). Change-oriented organizational citizenship behaviors: The direct and moderating influence of goal orientation. Journal of Retailing, 80(3), 165-180, doi: 10.1016/j.jretai.2003.12.001
  • Bettencourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. Journal of applied psychology, 86(1), 29–41, doi: 10.1037/0021-9010.86.1.29
  • Blau, P. M. (2017). Exchange and power in social life. Abingdon: Routledge.
  • Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). Innovative work behaviour in knowledge-intensive public sector organizations: The case of supervisors in the Netherlands fire services. The International Journal of human resource management, 28(2), 379-398, doi: 10.1080/09585192.2016.1244894
  • Brewer, M. B. (1991). The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475–482, doi:10.1177/0146167291175001
  • Brislin, R. W. (1976). Comparative research methodology: Cross-cultural studies. International Journal of Psychology, 11(3), 215-229, doi:10.1080/00207597608247359
  • Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly, 18(6), 606-632, doi: 10.1016/j.leaqua.2007.09.006
  • Carmeli, A., & Gittell, J. H. (2009). High‐quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729, doi: 10.1002/job.565
  • Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems research and behavioral science: The Official Journal of the International Federation for Systems Research, 26(1), 81-98, doi:10.1002/sres.932
  • Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260, doi:10.1080/10400419.2010.504654
  • Choi, J. N. (2007). Change‐oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes. Journal of Organizational Behavior, 28(4), 467-484, doi:10.1002/job.433
  • Clark, T. R. (2020). The 4 stages of psychological safety: Defining the path to inclusion and innovation. Oakland: Berrett-Koehler Publishers.
  • Craig, S. B., & Gustafson, S. B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. Leadership Quarterly, 9, 127–145, doi:10.1016/S1048-9843(98)90001-7
  • Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. The leadership quarterly, 13(5), 615-634, doi:10.1016/S1048-9843(02)00147-9
  • Davis, A. L., & Rothstein, H. R. (2006). The effects of the behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67, 407–419, doi:10.5465/ambpp.2004.13857454
  • Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of applied psychology, 91(3), 622, doi:10.1037/0021-9010.91.3.622
  • Dyne, L. v., L., C. L., & Judi, M. P. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity (a bridge over muddied waters). Research in Organizational Behavior, 17, 215-285.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383, doi:10.2307/2666999
  • Edmondson, A. C., Kramer, R. M., & Cook, K. S. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. R. M. Kramer ve K. S. Cook (Editörler), Trust and distrust in organizations: Dilemmas and approaches (s. 239-272) içinde. New York: Russell Sage Foundation.
  • Emre, G. (2021). Kapsayıcı liderlik ölçeğinin Türkçe uyarlaması ve kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi, 24(2), 323-339.
  • Erkutlu, H., & Chafra, J. (2016). Benevolent leadership and psychological well-being: The moderating effects of psychological safety and psychological contract breach. Leadership & Organization Development Journal, 37(3), 369-386.
  • Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133-187, doi:10.1016/S0191-3085(01)23005-6
  • Gatling, A., Shum, C., Book, L., & Bai, B. (2017). The influence of hospitality leaders’ relational transparency on followers’ trust and deviance behaviors: Mediating role of behavioral integrity. International Journal of Hospitality Management, 62, 11-20, doi: 10.1016/j.ijhm.2016.11.010
  • Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347, doi:10.5465/amj.2007.24634438
  • Hair, J.F., Hult, G.T.M., Ringle, C.M. and Sarstedt, M. (2014). A primer on partial least squares structural equation modelling. Thousand Oaks: Sage.
  • Harman, H. H. (1976). Modern factor analysis. Chicago: University of Chicago Press.
  • Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: Guilford Press.
  • Hayes, A. F. (2018). Partial, conditional, and moderated mediation: Quantification, inference, and interpretation. Communication monographs, 85(1), 4-40.
  • Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87-126, doi:10.5465/amj.2007.24634438
  • Hollander, E. (2012). Inclusive leadership: The essential leader-follower relationship. Hoboken: Routledge.
  • Iqbal, Z., Ghazanfar, F., Hameed, F., Mujtaba, G., & Swati, M. A. (2022). Ambidextrous leadership and change‐oriented organizational citizenship behavior: Mediating role of psychological safety. Journal of Public Affairs, 22(1), 1-10, doi:10.1002/pa.2279
  • Javed, B., Khan, A. K., & Quratulain, S. (2018). Inclusive leadership and innovative work behavior: Examination of LMX perspective in small, capitalized textile firms. The Journal of Psychology, 152(8), 594-612, doi:10.1080/00223980.2018.1489767
  • Javed, B., Naqvi, S. M. M. R., Khan, A. K., Arjoon, S., & Tayyeb, H. H. (2019). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 25(1), 117-136, doi:10.1017/jmo.2017.3
  • Hair, J. F., Black., W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate data analysis (7th edition) Harlow: Pearson.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management journal, 33(4), 692-724, doi:10.5465/256287
  • Kelley, H. H. (1973). The processes of causal attribution. American Psychologist, 28(2), 107–128, doi:10.1037/h0034225.
  • Lauser, B. (2010). Post-merger integration and change processes from a complexity perspective. Baltic Journal of Management, 5(1), 6–27, doi:10.1108/17465261011016531
  • Le, P. B. and Lei, H. (2019). Determinants of innovation capability: The roles of transformational leadership, knowledge sharing and perceived organizational support. Journal of Knowledge Management, 23(3), 527-547, doi:10.1108/JKM-09-2018-0568
  • Lee, S. E., & Dahinten, V. S. (2021). Psychological safety as a mediator of the relationship between inclusive leadership and nurse voice behaviors and error reporting. Journal of Nursing Scholarship, 53(6), 737-745, doi:10.1108/JKM-09-2018-0568
  • Mishra, R., & Shukla, A. (2012). Impact of creativity on role stressors, job satisfaction and organizational commitment. Journal of Organisation & Human Behaviour, 1(3), p18-26.
  • Moorman, R. H., Blakely, G. L., & Darnold, T. C. (2018). Understanding how perceived leader integrity affects follower trust: Lessons from the use of multidimensional measures of integrity and trust. Journal of Leadership & Organizational Studies, 25(3), 277-289, doi:10.1177/1548051817750544
  • Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373-412, doi:10.5465/19416520.2011.574506
  • Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extra role efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419, doi:10.5465/257011
  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966, doi:10.1002/job.413
  • Okçu, V., & Deviren, İ. (2020). Kapsayıcı liderlik ölçeğinin eğitim örgütleri için Türkçeye uyarlanması: Geçerlik ve güvenirlik çalışması. Muğla Sıtkı Koçman Üniversitesi Eğitim Fakültesi Dergisi, 7(2), 180-192. doi: 10.21666/muefd.770115
  • Palanski, M. E., & Yammarino, F. J. (2009). Integrity and leadership: A multi-level conceptual framework. Leadership Quarterly, 20, 405–420, doi: 10.1016/j.leaqua.2009.03.008
  • Prottas, D. J. (2008). Perceived behavioral integrity: Relationships with employee attitudes, well-being, and absenteeism. Journal of Business Ethics, 81(2), 313-322, doi:10.1007/s10551-007-9496-z
  • Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85(4), 612-624, doi:10.1037/0021-9010.85.4.612
  • Qi, L., Liu, B., Wei, X., & Hu, Y. (2019). Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator. PloS One, 14(2), 1-14, doi: 10.1371/journal.pone.0212091
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203, doi: 10.1016/j.hrmr.2017.07.002
  • Rujirawanich, P., Addison, R. and Smallman, C. (2011). The effects of cultural factors on innovation in a Thai SME. Management Research Review, 34(12), 1264-1279, doi: 10.1108/01409171111186397
  • Schein, E. H., & Bennis, W. G. (1965). Personal and organizational change through group methods: The laboratory approach. New York: Wiley.
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  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289, doi: 10.1177/0149206310385943
  • Simons, T. (2002). Behavioral integrity: The perceived alignment between managers' words and deeds as a research focus. Organization Science, 13(1), 18-35 doi: 18-35, 10.1287/orsc.13.1.18.543
  • Simons, T. L. (1999). Behavioral integrity as a critical ingredient for transformational leadership. Journal of organizational change management. 12(2), 89-104, doi: 10.1108/09534819910263640
  • Sims, R. R., & Brinkman, J. (2003). Enron ethics (Or: Culture matters more than codes). Journal of Business Ethics, 45, 243–256, doi: 10.1023/A:1024194519384
  • Sürücü, L., & Maslakçı, A. (2021). Kapsayıcı liderlik ölçeğinin Türkçeye uyarlanması: Geçerlik ve güvenirlik çalışması. Doğuş Üniversitesi Dergisi, 22(2), 201-215, doi: 10.31671/doujournal.973009
  • The Random House college dictionary. (1975). New York: Random House. Tian, M., Deng, P., Zhang, Y. and Salmador, M.P. (2018). How does culture influence innovation? A systematic literature review. Management Decision, 56(5), 1088-1107, doi: 10.1108/MD-05-2017-0462
  • Tomlinson, E. C., & Mryer, R. C. (2009). The role of causal attribution dimensions in trust repair. Academy of Management Review, 34(1), 85-104, doi: 10.5465/amr.2009.35713291
  • Van de Ven, A. H. (1986). Central problems in the management of innovation. Management Science, 32(5), 590-607, doi: 10.1287/mnsc.32.5.590
  • Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management journal, 41(1), 108-119, doi: 10.5465/256902
  • Vigoda-Gadot, E., & Beeri, I. (2012). Change-oriented organizational citizenship behavior in public administration: The power of leadership and the cost of organizational politics. Journal of Public Administration Research and Theory, 22(3), 573-596, doi: 10.1093/jopart/mur036
  • Wan, F., Williamson, P. J., & Yin, E. (2015). Antecedents and implications of disruptive innovation: Evidence from China. Technovation, 39, 94-104, doi: 10.1016/j.technovation.2014.05.012
  • Weiner, B. (1986). Attribution, emotion, and action. R. M. Sorrentino & E. T. Higgins (Editörler), Handbook of motivation and cognition: Foundations of social behavior (s. 281–312) içinde. New York: Guilford Press.
  • Weiner, B. (2010). The development of an attribution-based theory of motivation: A history of ideas. Educational Psychologist, 45(1), 28-36, doi: 10.1080/00461520903433596
  • Yang, Z., Nguyen, V.T. and Le, P.B. (2018). Knowledge sharing serves as a mediator between collaborative culture and innovation capability: An empirical research. Journal of Business & Industrial Marketing, 33(7), 958-969, doi: 10.1108/JBIM-10-2017-0245
  • Younas, A., Wang, D., Javed, B., & Konte, A. G. (2020). Inclusive leadership and change-oriented organizational citizenship behavior: Role of psychological safety. Proceedings of the 2020 4th International Conference on Management Engineering, Software Engineering and Service Sciences (169-173), doi: 10.1145/3380625.3380652
  • Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682-696, doi: 10.5465/3069410
  • Zhu, W., May, D. R., & Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11, 16–26, doi: 10.1177/107179190401100104
Toplam 74 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Psikolojide Davranış-Kişilik Değerlendirmesi
Bölüm Araştırma Makalesi
Yazarlar

Süleyman Cem Bozdoğan 0000-0001-7844-9973

Yayımlanma Tarihi 31 Aralık 2022
Gönderilme Tarihi 22 Temmuz 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 23 Sayı: 4

Kaynak Göster

APA Bozdoğan, S. C. (2022). KAPSAYICI LİDERLİK İLE DEĞİŞİME ODAKLI ÖRGÜTSEL VATANDAŞLIK DAVRANIŞI ARASINDAKİ İLİŞKİ: PSİKOLOJİK GÜVENLİK VE LİDERİN DAVRANIŞSAL TUTARLILIĞININ ROLÜ. Anadolu Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi, 23(4), 123-147. https://doi.org/10.53443/anadoluibfd.1146867
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