Research Article
BibTex RIS Cite

The Effects Of Transformational And Abusive Leadership Behaviors On Work-Engagement: Sample Of Mall Employee

Year 2017, Volume: 8 Issue: 2, 165 - 195, 30.11.2017

Abstract

In recent years, employees’
perspectives on their job come upon as an underscore topic that is particularly
in the field of organizational behavior. Therefore, the main purpose of the
study is to identify the effects of two different leadership types on
employees’ affective and physical work engagement. Research has been carried
out on Malls, which is an important component of the retailing sector, and
complete inventory method is used on Duzce Krempark Mall employees.  Quantitative method was preferred as research
method and survey was preferred as the data collection technique. Factor
analysis was performed primarily to determine the structure of variables. It
has been found that the concepts of transformation and abusive leadership are
represented in one dimension, and the concept work-engagement is represented in
two dimensions as emotional and physical. When the interaction between
variables is examined, the behaviors of abusive leadership have a negative
effect on both emotional and physical work engagement while transformational
leadership behaviors have a positive effect.

References

  • Ak, B. (2010). “Parametrik Hipotez Testleri” içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım,
  • Akçay, Y. & Akyüz, A. M. (2014). Çalışanların Dönüşümcü Lidere Yönelik Sadakatleri ile Çalışanlardaki Empati Davranışının Bu Sadakat Üzerindeki Olası Etkilerini Belirlemeye Yönelik Bir Araştırma. Electronic Turkish Studies, 9(5), 157-184.
  • Albayrak, A. S. (2006). Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ankara: Asil Yayın Dağıtım.
  • Aryee, S., Sun, L. Y., Chen, Z. X. G. & Debrah, Y. A. (2008). Abusive Supervision and Contextual Performance: The Mediating Role of Emotional Exhaustion and the Moderating Role of Work Unit Structure. Management and Organization Review, 4(3), 393-411.
  • Avolio, B. J., Bass, B. M., Jung, D. I. (1999). Re‐examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441-462.
  • Bakker, A. B., Demerouti, E. (2008). Towards A Model of Work Engagement. Career Development International, 13(3), 209-223.
  • Barrett, J. P. & Goldsmith, L. (1976). When is n Sufficiently Large?. The American Statistician, 30(2), 67-70.
  • Bass, B. M. (1985). Leadership and Performance Beyond Expectations, Free Press: Collier Macmillan.
  • Bass, B. M. & Avolio, B. J. (1990). Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire, USA: Consulting Psychologists Press.
  • Bass, B. M. & Avolio, B. J. (1995). MLQ - Multifactor Leadership Questionnaire, Palo Alto, California: Mind Garden,
  • Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
  • Becker, B. E., Huselid, M. A. & Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy, and Performance, Boston: Harvard Business School Press.
  • Burns, J. M. (1978), Leadership, New York: Harper & Row.
  • Büyüköztürk, Ş., Çakmak, E. K., Akgün, Ö. E., Karadeniz, Ş. & Demirel, F. (2011). Bilimsel Araştırma Yöntemleri, 9. Baskı, Ankara: Pegem Akademi.
  • Carlson, D., Ferguson, M., Hunter, E. & Whitten, D. (2012). Abusive Supervision and Work–Family Conflict: The Path through Emotional Labor and Burnout. The Leadership Quarterly, 23(5), 849-859.
  • Demirali, Y. E. (1991). Örnekleme. Atatürk Eğitim Fakültesi Eğitim Bilimleri Dergisi, Sayı:3, 111-124.
  • Dvir, T., Eden, D., Avolio, B. J. & Shamir, B. (2002). Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment. Academy of Management Journal, 45(4), 735-744.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive Leadership Behavior: A Definition and Conceptual Model. The Leadership Quarterly, 18(3), 207-216.
  • Ekiz, D. (2003). Eğitimde Araştirma Yöntem ve Metodlarina Giriş: Nitel, Nicel ve Eleştirel Kuram Metodolojileri, Ankara: Anı Yayınları.
  • Eraslan, L. (2004). Liderlikte Post-Modern Bir Paradigma: Dönüşümcü Liderlik. Uluslararası İnsan Bilimleri Dergisi, 1(1), 1-32.
  • Erkuş, A. & Günlü, E. (2008). Duygusal Zekanın Dönüşümcü Liderlik Üzerine Etkileri. 9 Eylül Üniversitesi İşletme Fakültesi Dergisi, 9(2), 187-209
  • Gallup, “Employee Engagement”, http://www.gallup.com/topic/employee_engagement.aspx, 04.01.2017.
  • Güney, S. (2011). Davranış Bilimleri. 6. Basım, Ankara: Nobel Yayınları.
  • Hallberg, U. E. & Schaufeli, W. B. (2006). Same Same” But Different? Can Work Engagement Be Discriminated from Job Involvement and Organizational Commitment?. European Psychologist, 11(2),119-127.
  • Harris, K. J., Kacmar, K. M. & Zivnuska, S. (2007). An Investigation of Abusive Supervision as A Predictor of Performance and The Meaning of Work as A Moderator of the Relationship. The Leadership Quarterly, 18(3), 252-263.
  • Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724.
  • Kahn, W. A. (1992). To be Fully There: Psychological Presence at Work. Human Relations, 45(4), 321-349.
  • Karip, E. (1998). Dönüşümcü Liderlik. Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 4(4), 443-465.
  • Kayış, A. (2010). Güvenilirlik Analizi içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım.
  • Krasikova, D. V., Green, S. G. & LeBreton, J. M. (2013). Destructive Leadership a Theoretical Review, Integration, and Future Research Agenda. Journal of Management, 39(5), 1308-1338.
  • Kurtpınar, M. (2011). Birey-Örgüt Uyumunun Bireysel Performans Üzerindeki Etkisinde Kişilik Özellikleri ve İşe Adanmışlığın Rolü, Genelkurmay Başkanlığı-Harp Akademileri Komutanlığı, Yüksek Lisans Tezi, İstanbul.
  • Küçüksille, E. (2010). Çoklu Doğrusal Regresyon Modeli içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım.
  • Lavoie‐Tremblay, M., Fernet, C., Lavigne, G. L. & Austin, S. (2016). Transformational and Abusive Leadership Practices: Impacts on Novice Nurses, Quality of Care and Intention to Leave”. Journal of Advanced Nursing, 72(3), 582-592.
  • Leiter M.P. & Maslach C. (2003). Areas of Worklife: A Structured Approach to Organizational Predictors of Job Burnout in Research in occupational stress and well-being Perrewe P.L., Ganster D.C.(Eds.), Oxford, England: Elsevier.
  • Leithwood, K. (1996). Preparing School Leaders: What Works?. Journal of School Leadership, 6(3), 316-342.
  • Lumley, T., Diehr, P., Emerson, S. & Chen, L. (2002). The Importance of the Normality Assumption in Large Public Health Data Sets. Annu. Rev. Public Health, Vol.23, 151–169. Maslach, C., Schaufeli, W. B. & Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology, 52(1), 397-422.
  • Maslach, C. (2003). Job Burnout New Directions in Research and Intervention. Current directions in psychological science, 12(5), 189- 192.
  • Mumford, T. V., Campion, M. A. & Morgeson, F. P. (2007). The Leadership Skills Strataplex: Leadership Skill Requirements Across Organizational Levels. The Leadership Quarterly, 18(2), 154-166.
  • Qin, X., Huang, M., Johnson, R., Hu, Q., & Ju, D. (2017). The Short- Lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement. Academy of Management Journal, September, 2017.
  • Reed, G. E. & Bullis, R. C. (2009). The Impact of Destructive Leadership on Senior Military Officers and Civilian Employees. Armed Forces & Society, 36(1), 5-18.
  • Rich, B. L. (2006). Job Engagement: Construct Validation and Relationships With Job Satisfaction, Job Involvement, and Intrinsic Motivation, Doktora Tezi . Florida Üniversitesi, USA.
  • Roberts, D. R. & Davenport, T. O. (2002). Job Engagement: Why It's Important and How to Improve It. Employment Relations Today, 29(3), 21-29.
  • Salanova, M., Agut, S. & Peiró, J. M. (2005). Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate. Journal of Applied Psychology, 90(6), 1217-1227.
  • Schaufeli, W. B. & Bakker, A. B. (2004). Job Demands, Job Resources, and Their Relationship with Burnout and Engagement: A Multi‐Sample Study. Journal of Organizational Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71-92.
  • 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(3), 588-610.
  • Shirom, A. (2003). Feeling vigorous at work? The construct of vigor and the study of positive affect in organizations in D. Ganster & P. L. Perrewe (Eds.). Research in organizational stress and well-being. (Vol. 3, 135-165). Greenwich, CN: JAI Press.
  • Shoss, M. K., Eisenberger, R., Restubog, S. Lloyd D. & Zagenczyk, T. J. (2013). Blaming the Organization for Abusive Supervision: The Roles of Perceived Organizational Support and Supervisor's Organizational Embodiment. Journal of Applied Psychology, 98(1), 158-168.
  • Simmons, B. L. (2002). Positive Psychology at Work: Savoring Challenge and Engagement in Advancing Women’s Careers: Research and Practice, R. Burke & D.L. Nelson (Eds) 273–286), Oxford, England: Blackwell.
  • Starratt, A. & Grandy, G. (2010). Young Workers' Experiences of Abusive Leadership. Leadership & Organization Development Journal, 31(2), 136-158.
  • Tabachnick, B. G. & Fidell, L S. (2007). Using Multivariate Statistics. 5th. Edition, USA, Boston: Pearson International Edition.
  • TDK (Türk Dil Kurumu), Adamak. http://www.tdk.gov.tr/, Erişim Tarihi: 18.01.2017.
  • Tepper, B. J. (2000). Consequences of Abusive Supervision. Academy of Management Journal, 43(2), 178-190.Tepper, B. J. (2007). Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda. Journal of Management, 33(3), 261-289.
  • Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural Injustice, Victim Precipitation, and Abusive Supervision. Personnel Psychology, 59(1), 101-123.
  • Tepper, B. J., Moss, S. E. & Duffy, M. K. (2011). Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance. Academy of Management Journal, 54(2), 279-294.
  • Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C. &Hua, W. (2009). Abusive Supervision, Intentions to Quit, and Employees, Workplace Deviance: A Power/Dependence Analysis. Organizational Behavior and Human Decision Processes, 109(2), 156-167.
  • Thomas, R. M. (1998). Conducting Educational Research: A Comparative View, USA: Greenwoord Publishing Group.
  • Tims, M., Bakker, A. B. & Xanthopoulou, D. (2011). Do Transformational Leaders Enhance Their Followers' Daily Work Engagement?. The Leadership Quarterly, 22(1), 121-131.
  • Ülbeği, İ. D., Özgen, H. M. & Özgen, H. (2014). Türkiye’de İstismarcı Yönetim Ölçeğinin Uyarlaması, Güvenirlik ve Geçerlik Analizi. Ç.Ü. Sosyal Bilimler Enstitüsü Dergisi, 23(1), 1-12.
  • Van de Vliert, E. & Einarsen, S. (2008). Cultural Construals of Destructive Versus Constructive Leadership in Major World Niches. International Journal of Cross Cultural Management, 8(3), 275-295.
  • Wefald, A. J. (2008). An examination of job engagement, transformational leadership, and related psychological constructs. Doctor Philosophy Dissertation, Manhattan, Kansas.
  • Zellars, K. L., Tepper, B. J. & Duffy, M. K. (2002). Abusive Supervision and Subordinates' Organizational Citizenship Behavior”, Journal of Applied Psychology, 87(6), 1068-1076.
  • Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2016). Moderating Role of Follower Characteristics with Transformational Leadership and Follower Work Engagement, Group & Organization Management, 41(3), 407-409.

Dönüşümcü Ve İstismarcı Liderlik Davranışlarının İşe Adanmışlık Üzerine Etkisi: AVM Çalışanları Örneği

Year 2017, Volume: 8 Issue: 2, 165 - 195, 30.11.2017

Abstract

Son yıllarda çalışanların
işlerine yönelik bakış açıları örgütsel davranış alanında özellikle üstünde
durulan bir konu olarak karşımıza çıkmaktadır. Dolayısıyla çalışanların
duygusal ve fiziksel bağlamda adanmışlık davranışlarını pekiştirmek amacıyla
iki farklı liderlik tipinin etkisini tespit etmek araştırmanın temel amacını
oluşturmaktadır. Perakende sektörünün önemli bir bileşeni olan AVM’ler üzerinde
yapılan araştırma Düzce Krempark AVM çalışanları örneği üzerinden tam sayım
yöntemiyle gerçekleştirilmiştir. Araştırma yöntemi olarak nicel yöntem, veri
toplama tekniği olarak anket tercih edilmiştir. Araştırmada öncelikle
değişkenlerin yapısını belirlemek amacıyla faktör analizleri gerçekleştirilmiş;
dönüşümcü ve istismarcı liderlik kavramlarının tek boyutta, işe adanmışlık
kavramının ise duygusal ve fiziksel olmak üzere iki boyutta temsil edildiği
tespit edilmiştir. Değişkenler arasındaki etkileşim incelendiğinde ise
istismarcı liderlik davranışlarının gerek duygusal gerek fiziksel işe
adanmışlık algısı üzerinde negatif etkiye sahipken dönüşümcü liderlik
davranışlarının pozitif yönde etki ettiği sonucuna ulaşılmıştır. 

References

  • Ak, B. (2010). “Parametrik Hipotez Testleri” içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım,
  • Akçay, Y. & Akyüz, A. M. (2014). Çalışanların Dönüşümcü Lidere Yönelik Sadakatleri ile Çalışanlardaki Empati Davranışının Bu Sadakat Üzerindeki Olası Etkilerini Belirlemeye Yönelik Bir Araştırma. Electronic Turkish Studies, 9(5), 157-184.
  • Albayrak, A. S. (2006). Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ankara: Asil Yayın Dağıtım.
  • Aryee, S., Sun, L. Y., Chen, Z. X. G. & Debrah, Y. A. (2008). Abusive Supervision and Contextual Performance: The Mediating Role of Emotional Exhaustion and the Moderating Role of Work Unit Structure. Management and Organization Review, 4(3), 393-411.
  • Avolio, B. J., Bass, B. M., Jung, D. I. (1999). Re‐examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441-462.
  • Bakker, A. B., Demerouti, E. (2008). Towards A Model of Work Engagement. Career Development International, 13(3), 209-223.
  • Barrett, J. P. & Goldsmith, L. (1976). When is n Sufficiently Large?. The American Statistician, 30(2), 67-70.
  • Bass, B. M. (1985). Leadership and Performance Beyond Expectations, Free Press: Collier Macmillan.
  • Bass, B. M. & Avolio, B. J. (1990). Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire, USA: Consulting Psychologists Press.
  • Bass, B. M. & Avolio, B. J. (1995). MLQ - Multifactor Leadership Questionnaire, Palo Alto, California: Mind Garden,
  • Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
  • Becker, B. E., Huselid, M. A. & Ulrich, D. (2001). The HR Scorecard: Linking People, Strategy, and Performance, Boston: Harvard Business School Press.
  • Burns, J. M. (1978), Leadership, New York: Harper & Row.
  • Büyüköztürk, Ş., Çakmak, E. K., Akgün, Ö. E., Karadeniz, Ş. & Demirel, F. (2011). Bilimsel Araştırma Yöntemleri, 9. Baskı, Ankara: Pegem Akademi.
  • Carlson, D., Ferguson, M., Hunter, E. & Whitten, D. (2012). Abusive Supervision and Work–Family Conflict: The Path through Emotional Labor and Burnout. The Leadership Quarterly, 23(5), 849-859.
  • Demirali, Y. E. (1991). Örnekleme. Atatürk Eğitim Fakültesi Eğitim Bilimleri Dergisi, Sayı:3, 111-124.
  • Dvir, T., Eden, D., Avolio, B. J. & Shamir, B. (2002). Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment. Academy of Management Journal, 45(4), 735-744.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive Leadership Behavior: A Definition and Conceptual Model. The Leadership Quarterly, 18(3), 207-216.
  • Ekiz, D. (2003). Eğitimde Araştirma Yöntem ve Metodlarina Giriş: Nitel, Nicel ve Eleştirel Kuram Metodolojileri, Ankara: Anı Yayınları.
  • Eraslan, L. (2004). Liderlikte Post-Modern Bir Paradigma: Dönüşümcü Liderlik. Uluslararası İnsan Bilimleri Dergisi, 1(1), 1-32.
  • Erkuş, A. & Günlü, E. (2008). Duygusal Zekanın Dönüşümcü Liderlik Üzerine Etkileri. 9 Eylül Üniversitesi İşletme Fakültesi Dergisi, 9(2), 187-209
  • Gallup, “Employee Engagement”, http://www.gallup.com/topic/employee_engagement.aspx, 04.01.2017.
  • Güney, S. (2011). Davranış Bilimleri. 6. Basım, Ankara: Nobel Yayınları.
  • Hallberg, U. E. & Schaufeli, W. B. (2006). Same Same” But Different? Can Work Engagement Be Discriminated from Job Involvement and Organizational Commitment?. European Psychologist, 11(2),119-127.
  • Harris, K. J., Kacmar, K. M. & Zivnuska, S. (2007). An Investigation of Abusive Supervision as A Predictor of Performance and The Meaning of Work as A Moderator of the Relationship. The Leadership Quarterly, 18(3), 252-263.
  • Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724.
  • Kahn, W. A. (1992). To be Fully There: Psychological Presence at Work. Human Relations, 45(4), 321-349.
  • Karip, E. (1998). Dönüşümcü Liderlik. Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 4(4), 443-465.
  • Kayış, A. (2010). Güvenilirlik Analizi içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım.
  • Krasikova, D. V., Green, S. G. & LeBreton, J. M. (2013). Destructive Leadership a Theoretical Review, Integration, and Future Research Agenda. Journal of Management, 39(5), 1308-1338.
  • Kurtpınar, M. (2011). Birey-Örgüt Uyumunun Bireysel Performans Üzerindeki Etkisinde Kişilik Özellikleri ve İşe Adanmışlığın Rolü, Genelkurmay Başkanlığı-Harp Akademileri Komutanlığı, Yüksek Lisans Tezi, İstanbul.
  • Küçüksille, E. (2010). Çoklu Doğrusal Regresyon Modeli içinde SPPS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ş. Kalaycı (Ed.), 5. Baskı, Ankara: Asil Yayın Dağıtım.
  • Lavoie‐Tremblay, M., Fernet, C., Lavigne, G. L. & Austin, S. (2016). Transformational and Abusive Leadership Practices: Impacts on Novice Nurses, Quality of Care and Intention to Leave”. Journal of Advanced Nursing, 72(3), 582-592.
  • Leiter M.P. & Maslach C. (2003). Areas of Worklife: A Structured Approach to Organizational Predictors of Job Burnout in Research in occupational stress and well-being Perrewe P.L., Ganster D.C.(Eds.), Oxford, England: Elsevier.
  • Leithwood, K. (1996). Preparing School Leaders: What Works?. Journal of School Leadership, 6(3), 316-342.
  • Lumley, T., Diehr, P., Emerson, S. & Chen, L. (2002). The Importance of the Normality Assumption in Large Public Health Data Sets. Annu. Rev. Public Health, Vol.23, 151–169. Maslach, C., Schaufeli, W. B. & Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology, 52(1), 397-422.
  • Maslach, C. (2003). Job Burnout New Directions in Research and Intervention. Current directions in psychological science, 12(5), 189- 192.
  • Mumford, T. V., Campion, M. A. & Morgeson, F. P. (2007). The Leadership Skills Strataplex: Leadership Skill Requirements Across Organizational Levels. The Leadership Quarterly, 18(2), 154-166.
  • Qin, X., Huang, M., Johnson, R., Hu, Q., & Ju, D. (2017). The Short- Lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement. Academy of Management Journal, September, 2017.
  • Reed, G. E. & Bullis, R. C. (2009). The Impact of Destructive Leadership on Senior Military Officers and Civilian Employees. Armed Forces & Society, 36(1), 5-18.
  • Rich, B. L. (2006). Job Engagement: Construct Validation and Relationships With Job Satisfaction, Job Involvement, and Intrinsic Motivation, Doktora Tezi . Florida Üniversitesi, USA.
  • Roberts, D. R. & Davenport, T. O. (2002). Job Engagement: Why It's Important and How to Improve It. Employment Relations Today, 29(3), 21-29.
  • Salanova, M., Agut, S. & Peiró, J. M. (2005). Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate. Journal of Applied Psychology, 90(6), 1217-1227.
  • Schaufeli, W. B. & Bakker, A. B. (2004). Job Demands, Job Resources, and Their Relationship with Burnout and Engagement: A Multi‐Sample Study. Journal of Organizational Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71-92.
  • 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(3), 588-610.
  • Shirom, A. (2003). Feeling vigorous at work? The construct of vigor and the study of positive affect in organizations in D. Ganster & P. L. Perrewe (Eds.). Research in organizational stress and well-being. (Vol. 3, 135-165). Greenwich, CN: JAI Press.
  • Shoss, M. K., Eisenberger, R., Restubog, S. Lloyd D. & Zagenczyk, T. J. (2013). Blaming the Organization for Abusive Supervision: The Roles of Perceived Organizational Support and Supervisor's Organizational Embodiment. Journal of Applied Psychology, 98(1), 158-168.
  • Simmons, B. L. (2002). Positive Psychology at Work: Savoring Challenge and Engagement in Advancing Women’s Careers: Research and Practice, R. Burke & D.L. Nelson (Eds) 273–286), Oxford, England: Blackwell.
  • Starratt, A. & Grandy, G. (2010). Young Workers' Experiences of Abusive Leadership. Leadership & Organization Development Journal, 31(2), 136-158.
  • Tabachnick, B. G. & Fidell, L S. (2007). Using Multivariate Statistics. 5th. Edition, USA, Boston: Pearson International Edition.
  • TDK (Türk Dil Kurumu), Adamak. http://www.tdk.gov.tr/, Erişim Tarihi: 18.01.2017.
  • Tepper, B. J. (2000). Consequences of Abusive Supervision. Academy of Management Journal, 43(2), 178-190.Tepper, B. J. (2007). Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda. Journal of Management, 33(3), 261-289.
  • Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural Injustice, Victim Precipitation, and Abusive Supervision. Personnel Psychology, 59(1), 101-123.
  • Tepper, B. J., Moss, S. E. & Duffy, M. K. (2011). Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance. Academy of Management Journal, 54(2), 279-294.
  • Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C. &Hua, W. (2009). Abusive Supervision, Intentions to Quit, and Employees, Workplace Deviance: A Power/Dependence Analysis. Organizational Behavior and Human Decision Processes, 109(2), 156-167.
  • Thomas, R. M. (1998). Conducting Educational Research: A Comparative View, USA: Greenwoord Publishing Group.
  • Tims, M., Bakker, A. B. & Xanthopoulou, D. (2011). Do Transformational Leaders Enhance Their Followers' Daily Work Engagement?. The Leadership Quarterly, 22(1), 121-131.
  • Ülbeği, İ. D., Özgen, H. M. & Özgen, H. (2014). Türkiye’de İstismarcı Yönetim Ölçeğinin Uyarlaması, Güvenirlik ve Geçerlik Analizi. Ç.Ü. Sosyal Bilimler Enstitüsü Dergisi, 23(1), 1-12.
  • Van de Vliert, E. & Einarsen, S. (2008). Cultural Construals of Destructive Versus Constructive Leadership in Major World Niches. International Journal of Cross Cultural Management, 8(3), 275-295.
  • Wefald, A. J. (2008). An examination of job engagement, transformational leadership, and related psychological constructs. Doctor Philosophy Dissertation, Manhattan, Kansas.
  • Zellars, K. L., Tepper, B. J. & Duffy, M. K. (2002). Abusive Supervision and Subordinates' Organizational Citizenship Behavior”, Journal of Applied Psychology, 87(6), 1068-1076.
  • Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2016). Moderating Role of Follower Characteristics with Transformational Leadership and Follower Work Engagement, Group & Organization Management, 41(3), 407-409.
There are 63 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Mehmet Coşkuner 0000-0002-5263-2240

Faruk Kerem Şentürk 0000-0002-3055-0797

Publication Date November 30, 2017
Submission Date January 25, 2017
Published in Issue Year 2017 Volume: 8 Issue: 2

Cite

APA Coşkuner, M., & Şentürk, F. K. (2017). Dönüşümcü Ve İstismarcı Liderlik Davranışlarının İşe Adanmışlık Üzerine Etkisi: AVM Çalışanları Örneği. Çankırı Karatekin Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 8(2), 165-195.