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LİDERLİK TARZI VE DUYGUSAL EMEĞİN ALGILANAN YÖNETİCİ DESTEĞİ VE ALGILANAN ÖRGÜT DESTEĞİ ÜZERİNDEKİ ETKİSİ

Year 2023, Volume: 10 Issue: 22, 283 - 308, 30.08.2023

Nevra Baker

https://doi.org/10.58884/akademik-hassasiyetler.1285034

Abstract

Bu çalışmanın amacı, dönüşümcü liderlik, işlemsel liderlik ve serbest bırakıcı liderliğin ve yüzeysel rol yapma ve derin rol yapma biçimlerindeki duygusal emeğin, algılanan yönetici desteği ve algılanan örgütsel destek üzerindeki birleşik etkisini araştırmaktır. Araştırmanın hipotezlerini test etmek için altı hayali lider tipinin betimlendiği bir deney yapılmıştır. Lider tanımlarını okuduktan sonra, katılımcılara, betimlenen hayali liderle çalıştıkları varsayımıyla, kendi tahmin ettikleri algılanan yönetici desteği ve algılanan örgütsel destek düzeyleri hakkında bir anket verildi. Araştırmanın bulguları, dönüşümcü liderlerin, işlemsel ve serbest bırakıcı liderlere kıyasla daha yüksek düzeyde algılanan yönetici desteği ve algılanan örgütsel destek uyandırdığını göstermektedir. Bundan başka, derinden rol yapan işlemsel ve serbest bırakıcı liderler, yüzeysel davranan akranlarına kıyasla daha yüksek düzeyde algılanan yönetici desteği uyandırırlar. Son olarak, derin oyunculuk sergileyen serbest bırakıcı liderler, yüzeysel davranış sergileyen serbest bırakıcı liderlere kıyasla daha yüksek düzeyde algılanan örgütsel destek uyandıracaktır.

Keywords

Dönüşümcü Liderlik İşlemsel Liderlik Serbest Bırakıcı Liderlik Algılanan Yönetici Desteği Algılanan Örgütsel Destek

References

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  • Ashforth, B. E. & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18, 88-115. https://doi.org/10.5465/amr.1993.3997508
  • Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I's of transformational leadership. Journal of European Industrial Training, 15, 9-16. https://doi.org/10.1108/03090599110143366
  • Baker, N. (2019a). The moderating effect of leader anger on the relationship between leader-member exchange and follower job outcomes. Business and Management Studies: An International Journal, 7(2), 781-794. https://doi.org/10.15295/bmij.v7i2.1099
  • Baker, N. (2019b). The combined effect of leader-member exchange and leader optimism on follower job outcomes. Business and Management Studies: An International Journal, 7(5), 2525-2555. https://doi.org/10.15295/bmij.v7i5.1262
  • Baker, N. (2020). Authentic leadership, leader anger and follower job outcomes: A comparison of angry vs. non-angry leaders. Beykoz Akademi Dergisi, 8(2), 106-126. https://doi.org/10.14514/byk.m.26515393.2020.8/2.106-126
  • Bass, B. M. (1999). Two decades of research and development intransformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. https://doi.org/10.1080/135943299398410
  • Bass, B. M. & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21-27. https://doi.org/10.1108/03090599010135122
  • Bass, B. M. & Avolio, B. J. (1992). Multifactor Leadership Questionnaire - Short Form 6S. Binghamton, NY: Center for Leadership Studies.
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  • Bezrukova, K, Spell, C. & Perry, J. (2010). Violent splits or healthy divides? Coping with injustice through faultlines. Personnel Psychology, 63, 719-751. https://doi.org/10.1111/j.1744-6570.2010.01185.x
  • Bhave, D. P., & Glomb, T. M. (2016). The role of occupational emotional labor requirements on the surface acting-job satisfaction relationship. Journal of Management, 42(3), 722-741. https://doi.org/10.1177/0149206313498900
  • Blau, P. M. (1964). Exchange and Power in Social Life. New York, NY: Wiley.
  • Brotheridge, C., & Lee, R. T. (1998, August). On the dimensionality of emotional labour: Development and validation of the Emotional Labour Scale. Paper presented at the First Conference on Emotions in Organizational Life, San Diego.
  • Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
  • Chaudhry, A. Q., & Javed, H. (2012). Impact of transactional and laissez faire leadership style on motivation. International Journal of Business and Social Science, 3(7). https://doi.org/10.30845/ijbss
  • Chen, T. J. & Wu, C. M. (2020). Can newcomers perform better at hotels? Examining the roles of transformational leadership, supervisor-triggered positive affect, and perceived supervisor support. Tourism Management Perspectives, 33, 100587. https://doi.org/10.1016/j.tmp.2019.100587
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  • Eisenberger, R., Hungtington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. https://psycnet.apa.org/doi/10.1037/0021-9010.71.3.500
  • Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565-73. https://psycnet.apa.org/doi/10.1037/0021-9010.87.3.565
  • Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. https://doi.org/10.1016/j.leaqua.2018.07.004
  • Görgens-Ekermans, G. & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate: (How) does emotional intelligence matter to effective leadership?. SA Journal of Human Resource Management, 19, 1279. https://doi.org/10.4102/sajhrm.v19i0.1279
  • George, J., Reed, T., Ballard, K., Colin, J., & Fielding, J. (1993). Contact with AIDS patients as a source of work-related distress: Effects of organizational and social support. Academy of Management Journal, 36, 157-171. https://doi.org/10.5465/256516
  • Glomb, T. M. & Tews, M. J. (2004). Emotional labor: A conceptualization and scale development. Journal of Vocational Behavior, 64, 1-23. https://doi.org/10.1016/S0001-8791(03)00038-1
  • Goussinsky, R. & Livne, Y. (2016). Coping with interpersonal mistreatment: the role of emotion regulation strategies and supervisor support. Journal of Nursing Management, 24(8), 1109-1118. https://doi.org/10.1111/jonm.12415
  • Grandey, A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95-110. https://psycnet.apa.org/doi/10.1037/1076-8998.5.1.95
  • Grandey, A. A. (2003). When "the show must go on": Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. The Academy of Management Journal, 46(1), 86-96. https://doi.org/10.5465/30040678
  • Hinkin, T. R. & Schriesheim, C. A. (2008). An examination of “nonleadership”: From laissez-faire leadership to leader reward omission and punishment omission. Journal of Applied Psychology, 93(6), 1234-1248. https://psycnet.apa.org/doi/10.1037/a0012875
  • Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. Berkeley: University of California Press.
  • Huang, J. L., Chiaburu, D. S., Zhang, X. A., Li, N., & Grandey, A. A. (2015). Rising to the challenge: Deep acting is more beneficial when tasks are appraised as challenging. Journal of Applied Psychology, 100(5), 1398-1408. https://psycnet.apa.org/doi/10.1037/a0038976
  • Jacobsen, C. B., Andersen, L. B., Bøllingtoft, A., & Eriksen, T. L. M. (2022). Can leadership training improve organizational effectiveness? Evidence from a randomized field experiment on transformational and transactional leadership. Public Administration Review, 82(1), 117-131. https://doi.org/10.1111/puar.13356
  • Liaw, Y. J., Chi, N. W., & Chuang, A. (2010). Examining the mechanisms linking transformational leadership, employee customer orientation, and service performance: The mediating roles of perceived supervisor and coworker support. Journal of Business and Psychology, 25, 477-492. https://doi.org/10.1007/s10869-009-9145-x
  • Lin, P. Y., MacLennan, S., Hunt, N., & Cox, T. (2015). The influences of nursing transformational leadership style on the quality of nurses’ working lives in Taiwan: a cross-sectional quantitative study. BMC Nursing, 14(1), 1-9. https://doi.org/10.1186/s12912-015-0082-x
  • Mesmer-Magnus, J. R., DeChurch, L. A., & Wax, A. (2011). Moving emotional labor beyond surface and deep acting: A discordance–congruence perspective. Organizational Psychology Review, 2(1), 6-53. https://doi.org/10.1177/2041386611417746
  • Nesher Shoshan, H., & Venz, L. (2022). Daily deep acting toward coworkers: An examination of day‐specific antecedents and consequences. Journal of Organizational Behavior, 43(1), 112-124. https://doi.org/10.1002/job.2555
  • Newman, A., Thanacoody, R., & Hui, W. (2012). The effects of perceived organizational support, perceived supervisor support and intra‐organizational network resources on turnover intentions: A study of Chinese employees in multinational enterprises. Personnel Review, 41(1), 56-72. https://doi.org/10.1108/00483481211189947
  • Ozcelik, H. (2013). An empirical analysis of surface acting in intra‐organizational relationships. Journal of Organizational Behavior, 34(3), 291-309. https://doi.org/10.1002/job.1798
  • Papper, E. (1983). Individual and organizational effects of perceived workload [Unpublished doctoral dissertation]. Bowling Green State University.
  • Puah, L. N., Ong, L. D., & Chong, W. Y. (2016). The effects of perceived organizational support, perceived supervisor support and perceived co-worker support on safety and health compliance. International Journal of Occupational Safety and Ergonomics, 22(3), 333-339. https://doi.org/10.1080/10803548.2016.1159390
  • Purwanto, A. (2022). The role of transformational leadership and organizational citizenship behavior on SMEs employee performance. Journal of Industrial Engineering & Management Research, 3(5), 39-45. https://doi.org/10.7777/jiemar
  • Purwanto, A., Purba, J. T., Bernarto, I., & Sijabat, R. (2021). Effect of transformational leadership, job satisfaction, and organizational commitments on organizational citizenship behavior. Inovbiz: Jurnal Inovasi Bisnis, 9(1), 61-69. https://doi.org/10.35314/inovbiz.v9i1.1801
  • Rafaeli, A. & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of Management Review, 12, 23-37. https://doi.org/10.5465/amr.1987.4306444
  • Rhoades, L. & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. https://psycnet.apa.org/doi/10.1037/0021-9010.87.4.698
  • Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689-695. https://psycnet.apa.org/doi/10.1037/0021-9010.91.3.689
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THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT

Year 2023, Volume: 10 Issue: 22, 283 - 308, 30.08.2023

Nevra Baker

https://doi.org/10.58884/akademik-hassasiyetler.1285034

Abstract

The aim of this study is to investigate the combined effect of the transformational, transactional, and laissez-faire leadership styles and emotional labor in forms of surface acting and deep acting on perceived supervisor support and perceived organizational support. To test the hypotheses of the study, an experiment was designed where six fictional leader types were designated. Then, the respondents were asked to complete a questionnaire about their self-foreseen levels of perceived supervisor support and perceived organizational support, imagining that they were actually working with the designated fictional leader. The findings of the study reveal that transformational leaders arouse higher levels of perceived supervisor support and perceived organizational support compared to transactional and laissez-faire leaders. Moreover, transactional and laissez-faire leaders who display deep acting arouse higher levels of perceived supervisor support compared to their counterparts displaying surface acting. Lastly, laissez-faire leaders who display deep acting will arouse higher levels of perceived organizational support as compared to laissez-faire leaders who display surface acting.

Keywords

Transformational Leadership Transactional Leadership Laissez-Faire Leadership Perceived Supervisor Support Perceived Organizational Support

References

  • Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Leader support. Leadership Quarterly, 15, 5-32.. https://doi.org/10.1016/j.leaqua.2003.12.003
  • Ashforth, B. E. & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18, 88-115. https://doi.org/10.5465/amr.1993.3997508
  • Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I's of transformational leadership. Journal of European Industrial Training, 15, 9-16. https://doi.org/10.1108/03090599110143366
  • Baker, N. (2019a). The moderating effect of leader anger on the relationship between leader-member exchange and follower job outcomes. Business and Management Studies: An International Journal, 7(2), 781-794. https://doi.org/10.15295/bmij.v7i2.1099
  • Baker, N. (2019b). The combined effect of leader-member exchange and leader optimism on follower job outcomes. Business and Management Studies: An International Journal, 7(5), 2525-2555. https://doi.org/10.15295/bmij.v7i5.1262
  • Baker, N. (2020). Authentic leadership, leader anger and follower job outcomes: A comparison of angry vs. non-angry leaders. Beykoz Akademi Dergisi, 8(2), 106-126. https://doi.org/10.14514/byk.m.26515393.2020.8/2.106-126
  • Bass, B. M. (1999). Two decades of research and development intransformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. https://doi.org/10.1080/135943299398410
  • Bass, B. M. & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21-27. https://doi.org/10.1108/03090599010135122
  • Bass, B. M. & Avolio, B. J. (1992). Multifactor Leadership Questionnaire - Short Form 6S. Binghamton, NY: Center for Leadership Studies.
  • Bass, B. M. & Avolio, B. J. (1993). Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
  • Bezrukova, K, Spell, C. & Perry, J. (2010). Violent splits or healthy divides? Coping with injustice through faultlines. Personnel Psychology, 63, 719-751. https://doi.org/10.1111/j.1744-6570.2010.01185.x
  • Bhave, D. P., & Glomb, T. M. (2016). The role of occupational emotional labor requirements on the surface acting-job satisfaction relationship. Journal of Management, 42(3), 722-741. https://doi.org/10.1177/0149206313498900
  • Blau, P. M. (1964). Exchange and Power in Social Life. New York, NY: Wiley.
  • Brotheridge, C., & Lee, R. T. (1998, August). On the dimensionality of emotional labour: Development and validation of the Emotional Labour Scale. Paper presented at the First Conference on Emotions in Organizational Life, San Diego.
  • Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
  • Chaudhry, A. Q., & Javed, H. (2012). Impact of transactional and laissez faire leadership style on motivation. International Journal of Business and Social Science, 3(7). https://doi.org/10.30845/ijbss
  • Chen, T. J. & Wu, C. M. (2020). Can newcomers perform better at hotels? Examining the roles of transformational leadership, supervisor-triggered positive affect, and perceived supervisor support. Tourism Management Perspectives, 33, 100587. https://doi.org/10.1016/j.tmp.2019.100587
  • Cheung, M. F. Y. & Wong, C. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656-672. https://doi.org/10.1108/01437731111169988
  • Dawley, D. D., Andrews, M. C., & Bucklew, N. S. (2008). Mentoring, supervisor support, and perceived organizational support: What matters most? Leadership & Organization Development Journal, 29(3), 235-247. https://doi.org/10.1108/01437730810861290
  • Dinc, M. S., Zaim, H., Hassanin, M., & Alzoubi, Y. I. (2022). The effects of transformational leadership on perceived organizational support and organizational identity. Human Systems Management, 41(6), 699-716. https://doi.org/10.3233/HSM-211563
  • Eisenberger, R., Hungtington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. https://psycnet.apa.org/doi/10.1037/0021-9010.71.3.500
  • Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565-73. https://psycnet.apa.org/doi/10.1037/0021-9010.87.3.565
  • Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. https://doi.org/10.1016/j.leaqua.2018.07.004
  • Görgens-Ekermans, G. & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate: (How) does emotional intelligence matter to effective leadership?. SA Journal of Human Resource Management, 19, 1279. https://doi.org/10.4102/sajhrm.v19i0.1279
  • George, J., Reed, T., Ballard, K., Colin, J., & Fielding, J. (1993). Contact with AIDS patients as a source of work-related distress: Effects of organizational and social support. Academy of Management Journal, 36, 157-171. https://doi.org/10.5465/256516
  • Glomb, T. M. & Tews, M. J. (2004). Emotional labor: A conceptualization and scale development. Journal of Vocational Behavior, 64, 1-23. https://doi.org/10.1016/S0001-8791(03)00038-1
  • Goussinsky, R. & Livne, Y. (2016). Coping with interpersonal mistreatment: the role of emotion regulation strategies and supervisor support. Journal of Nursing Management, 24(8), 1109-1118. https://doi.org/10.1111/jonm.12415
  • Grandey, A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95-110. https://psycnet.apa.org/doi/10.1037/1076-8998.5.1.95
  • Grandey, A. A. (2003). When "the show must go on": Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. The Academy of Management Journal, 46(1), 86-96. https://doi.org/10.5465/30040678
  • Hinkin, T. R. & Schriesheim, C. A. (2008). An examination of “nonleadership”: From laissez-faire leadership to leader reward omission and punishment omission. Journal of Applied Psychology, 93(6), 1234-1248. https://psycnet.apa.org/doi/10.1037/a0012875
  • Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. Berkeley: University of California Press.
  • Huang, J. L., Chiaburu, D. S., Zhang, X. A., Li, N., & Grandey, A. A. (2015). Rising to the challenge: Deep acting is more beneficial when tasks are appraised as challenging. Journal of Applied Psychology, 100(5), 1398-1408. https://psycnet.apa.org/doi/10.1037/a0038976
  • Jacobsen, C. B., Andersen, L. B., Bøllingtoft, A., & Eriksen, T. L. M. (2022). Can leadership training improve organizational effectiveness? Evidence from a randomized field experiment on transformational and transactional leadership. Public Administration Review, 82(1), 117-131. https://doi.org/10.1111/puar.13356
  • Liaw, Y. J., Chi, N. W., & Chuang, A. (2010). Examining the mechanisms linking transformational leadership, employee customer orientation, and service performance: The mediating roles of perceived supervisor and coworker support. Journal of Business and Psychology, 25, 477-492. https://doi.org/10.1007/s10869-009-9145-x
  • Lin, P. Y., MacLennan, S., Hunt, N., & Cox, T. (2015). The influences of nursing transformational leadership style on the quality of nurses’ working lives in Taiwan: a cross-sectional quantitative study. BMC Nursing, 14(1), 1-9. https://doi.org/10.1186/s12912-015-0082-x
  • Mesmer-Magnus, J. R., DeChurch, L. A., & Wax, A. (2011). Moving emotional labor beyond surface and deep acting: A discordance–congruence perspective. Organizational Psychology Review, 2(1), 6-53. https://doi.org/10.1177/2041386611417746
  • Nesher Shoshan, H., & Venz, L. (2022). Daily deep acting toward coworkers: An examination of day‐specific antecedents and consequences. Journal of Organizational Behavior, 43(1), 112-124. https://doi.org/10.1002/job.2555
  • Newman, A., Thanacoody, R., & Hui, W. (2012). The effects of perceived organizational support, perceived supervisor support and intra‐organizational network resources on turnover intentions: A study of Chinese employees in multinational enterprises. Personnel Review, 41(1), 56-72. https://doi.org/10.1108/00483481211189947
  • Ozcelik, H. (2013). An empirical analysis of surface acting in intra‐organizational relationships. Journal of Organizational Behavior, 34(3), 291-309. https://doi.org/10.1002/job.1798
  • Papper, E. (1983). Individual and organizational effects of perceived workload [Unpublished doctoral dissertation]. Bowling Green State University.
  • Puah, L. N., Ong, L. D., & Chong, W. Y. (2016). The effects of perceived organizational support, perceived supervisor support and perceived co-worker support on safety and health compliance. International Journal of Occupational Safety and Ergonomics, 22(3), 333-339. https://doi.org/10.1080/10803548.2016.1159390
  • Purwanto, A. (2022). The role of transformational leadership and organizational citizenship behavior on SMEs employee performance. Journal of Industrial Engineering & Management Research, 3(5), 39-45. https://doi.org/10.7777/jiemar
  • Purwanto, A., Purba, J. T., Bernarto, I., & Sijabat, R. (2021). Effect of transformational leadership, job satisfaction, and organizational commitments on organizational citizenship behavior. Inovbiz: Jurnal Inovasi Bisnis, 9(1), 61-69. https://doi.org/10.35314/inovbiz.v9i1.1801
  • Rafaeli, A. & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of Management Review, 12, 23-37. https://doi.org/10.5465/amr.1987.4306444
  • Rhoades, L. & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. https://psycnet.apa.org/doi/10.1037/0021-9010.87.4.698
  • Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689-695. https://psycnet.apa.org/doi/10.1037/0021-9010.91.3.689
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There are 53 citations in total.

Details

Primary Language English
Journal Section Research Article
Authors

Nevra Baker 0000-0002-5557-8235

Early Pub Date August 30, 2023
Publication Date August 30, 2023
Submission Date April 18, 2023
Published in Issue Year 2023 Volume: 10 Issue: 22

Cite

APA Baker, N. (2023). THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT. Akademik Hassasiyetler, 10(22), 283-308. https://doi.org/10.58884/akademik-hassasiyetler.1285034
AMA Baker N. THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT. Akademik Hassasiyetler. August 2023;10(22):283-308. doi:10.58884/akademik-hassasiyetler.1285034
Chicago Baker, Nevra. “THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT”. Akademik Hassasiyetler 10, no. 22 (August 2023): 283-308. https://doi.org/10.58884/akademik-hassasiyetler.1285034.
EndNote Baker N (August 1, 2023) THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT. Akademik Hassasiyetler 10 22 283–308.
IEEE N. Baker, “THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT”, Akademik Hassasiyetler, vol. 10, no. 22, pp. 283–308, 2023, doi: 10.58884/akademik-hassasiyetler.1285034.
ISNAD Baker, Nevra. “THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT”. Akademik Hassasiyetler 10/22 (August 2023), 283-308. https://doi.org/10.58884/akademik-hassasiyetler.1285034.
JAMA Baker N. THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT. Akademik Hassasiyetler. 2023;10:283–308.
MLA Baker, Nevra. “THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT”. Akademik Hassasiyetler, vol. 10, no. 22, 2023, pp. 283-08, doi:10.58884/akademik-hassasiyetler.1285034.
Vancouver Baker N. THE EFFECTS OF LEADERSHIP STYLES AND EMOTIONAL LABOR ON PERCEIVED SUPERVISOR SUPPORT AND PERCEIVED ORGANIZATIONAL SUPPORT. Akademik Hassasiyetler. 2023;10(22):283-308.
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MAKALE DEĞERLENDİRME SÜRECİ

Yazar tarafından gönderilen bir makale, gönderim tarihinden itibaren 10 gün içinde dergi sekreteri tarafından makalenin, telif sözleşmesinin ve benzerlik raporunun (Turnitin programı) eksiksiz ve düzgün bir şekilde gönderilip gönderilmediği yönünden incelenir. İstenilen bu dosyalar eksiksiz ve düzgün bir şekilde gönderilmiş ise makale; ikinci aşamada derginin yayın çizgisine uygun olup olmadığı yönünden değerlendirilir. Bu süreçte makale yayın çizgisine uygun değilse yazara iade edilir. Makale yayın çizgisine uygun ise şablona uygun bir şekilde gönderilip gönderilmediği yönünden değerlendirilir. Şayet makale şablona uyarlanıp gönderilmemiş ise değerlendirme sürecine alınmaz. Bu süreçte yazarın derginin belirlediği şartlara uygun bir şekilde sisteme makale yüklemesi beklenir. Makale şablona uygun bir şekilde hazırlanıp gönderilmiş ise son aşamada makale derginin yayın ilkeleri, yazım kuralları, öz, abstract, extented abstract, kaynakça gösterimi vb. yönlerden incelenir. Bu ayrıntılarda makalede bir sorun varsa yazarın bu hususları tamamlaması istenir ve verilen süre içerisinde eksiksiz bir şekilde yeniden makaleyi göndermesi istenir.
Tüm bu aşamaları geçen makale, editör tarafından bilimsel yeterliliğinin denetlenmesi amacıyla ikinci 7 günlük süre içerisinde çalışmaya uygun iki hakeme değerlendirmeleri için gönderilir. Hakemlerin değerlendirme süreleri 15 gündür. Bu süre zarfında hakemlik görevini tamamlamayan bir hakem olursa ilgili hakeme değerlendirmeyi tamamlaması için 7 günlük ek süre verilebilir. Bu süre zarfında hakem görevini yerine getirmezse yerine yeni bir hakem ataması yapılır. En az iki hakemden gelen raporlar olumlu ise makale yayın aşamasına alınır. Hakem raporlarından birisi olumlu diğeri olumsuz ise makale üçüncü bir hakeme gönderilir. Üçüncü hakem raporu da olumsuz ise makale ret edilir. Üçüncü hakemin değerlendirmesi olumlu ise makaleyle ilgili hakem raporları dergi alan editörlerinden oluşan Editörler Kurulu tarafından incelenir. Makalenin yayınlanmasıyla ilgili nihai karar alan editörlerinden oluşan Editörler Kurulu tarafından verilir. Hakem raporlarının yetersiz ve tatmin etmekten uzak olması veya İngilizce editör tarafından abstract ve extented abstract’ın yetersiz görülmesi hallerinde de yine makaleyle ilgili son karar Editörler Kurulu tarafından verilir. Tüm bu aşamalardan geçen bir makale en yakın sayıya yayınlanmak üzere eklenir. İlgili sayıda yer kalmaması halinde makalenin yayımı bir sonraki sayıya kaydırılır. Bu durumda ve tüm değerlendirme sürecinde yazar isterse makalesini geri çekme hakkına sahiptir. Ancak bu durumu dergiye bildirmesi gerekir. Makale gönderim tarihinden makalenin yayına kabul tarihine kadar tüm bu işlemler için ortalama 3 aylık bir süre öngörülmektedir.