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OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ

Year 2023, Volume: 26 Issue: 1, 85 - 98, 22.03.2023

Cahit Korku Ahmet Yıldız

Abstract

Çalışanların performanslarında yöneticiler etkilidir ve bu etki yöneticilerin liderlik özelliklerine göre değişiklik göstermektedir. Bu araştırmanın amacı otantik liderliğin bağlamsal performansa etkisini ve bu ilişkide işe angaje olmanın aracılık rolünü belirlemektir. Bu kapsamda araştırmada Otantik Liderlik Ölçeği, İşe Angaje Olma Ölçeği ve Bağlamsal Performans Ölçeği kullanılmıştır. Araştırma Batman ilindeki bir kamu hastanesinde yapılmış ve araştırmaya 425 sağlık çalışanı katılmıştır. Değişkenler arasındaki ilişki pearson korelasyon analizi ile test edilmiştir. Otantik liderliğin bağlamsal performans üzerindeki etkisi ve bu ilişkide işe angaje olmanın aracılık rolünü belirlemek için path analizi yapılmıştır. Otantik liderlik ile işe angaje olma arasında orta düzeyli ilişki, otantik liderlik ile bağlamsal performans arasında ve işe angaje olma ile bağlamsal performans arasında yüksek ilişki bulunmaktadır. Otantik liderliğin işe angaje olma üzerinde 0,53 birim ve bağlamsal performans üzerinde 0,65 birimlik doğrudan etkisi bulunmaktadır. Ayrıca işe angaje olmanın bağlamsal performans üzerinde 0,27 birimlik doğrudan etkisi bulunmaktadır. Otantik liderliğin bağlamsal performans üzerinde doğrudan etkisi yanında işe angaje olma üzerinde 0,14 (0,53x0,27) birimlik dolaylı etkisi bulunmaktadır. Otantik liderliğin bağlamsal performans üzerinde pozitif etkisi bulunmakta ve çalışanların işe angaje olmaları bu ilişkide aracılık görevi görmektedir. Sağlık çalışanlarının işe angaje olmalarında ve bağlamsal performanslarında yöneticilerin otantik liderlik özellikleri etkili olduğundan sağlık yöneticilerinin otantik liderlik özelliklerine sahip olmaları ve bu özelliklerini geliştirmeleri gerekir

Keywords

Sağlık yöneticileri otantik liderlik işe angaje olma bağlamsal performans.

Supporting Institution

Yok

Project Number

Yok

Thanks

Yazarlar, tüm katılımcılara teşekkür eder.

References

  • Alpar, R. (2013). Uygulamalı çok değişkenli istatistiksel yöntemler (4. bs). Ankara: Detay Yayıncılık. Avolio, B. J., & Gardner W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
  • Avolio, B. J. (2010). Bringing authentic leadership into focus. Leadership Assessment & Development Services, 12(2), 1-2.
  • Bakker, A. B., & Albrecht, S. (2018). Work engagement: Current trends. Career Development International, 23(1), 4-11.
  • Burney, L. L., Henle, C. A., & Widener, S. K. (2009). A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra-and in-role performance. Accounting, Organizations and Society, 34(3-4), 305-321.
  • Cesário, F., & Chambel, M. J. (2017). Linking organizational commitment and work engagement to employee performance. Knowledge and Process Management, 24(2), 152-158.
  • Chaudhary, R., & Panda, C. (2018). Authentic leadership and creativity: The intervening role of psychological meaningfulness, safety and work engagement. International Journal of Productivity and Performance Management, 67(9), 2071-2088.
  • Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
  • Ciftci, D. O., & Erkanli, H. (2020). Mediating role of the positive psychological capital on the relation between the authentic leadership style and employees' work engagement: An applied study on hospitality industry 1. Business and Economics Research Journal, 11(2), 461-478.
  • Eryılmaz, A., & Doğa, T. (2012). İş yaşamında öznel iyi oluş: Utrecht işe bağlılık ölçeğinin psikometrik niteliklerinin incelenmesi. Klinik Psikiyatri Dergisi, 15(1), 49-55.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.
  • Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-social behaviors. Business Ethics Quarterly, 21(4), 555-578.
  • Hsieh, C. C., & Wang, D. S. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18), 2329-2348.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394.
  • Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6.
  • Kalkan, Ö. K., & Kelecioğlu, H. (2016). The effect of sample size on parametric and nonparametric factor analytical methods. Educational Sciences: Theory & Practice, 16(1), 153-171.
  • Kartal, N. (2018). Evaluating the relationship between work engagement, work alienation and work performance of healthcare professionals. International Journal of Healthcare Management, 11(3), 251-259.
  • Korku, C., & Kaya, S. (2020). Otantik liderlik ölçeğinin Türkçe versiyonunun geçerlik ve güvenirliği: Sağlık yöneticileri üzerinde bir araştırma. Hacettepe Sağlık İdaresi Dergisi, 23(3), 451-464.
  • Malik, N. (2018). Authentic leadership–an antecedent for contextual performance of Indian nurses. Personnel Review, 47(6), 1244-1260.
  • Maximo, N., Stander, M. W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45(1), 1-11.
  • Meyers, M. C., Kooij, D., Kroon, B., de Reuver, R., & van Woerkom, M. (2020). Organizational support for strengths use, work engagement, and contextual performance: The moderating role of age. Applied Research in Quality of Life, 15(2), 485-502.
  • Mind Garden (2018). Authentic leadership questionnaire. Erişim Tarihi: 09.03.2023. Erişim Adresi: https://www.mindgarden.com/69-authentic-leadership-questionnaire.
  • Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-480.
  • Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in Management, 7(2), 57-62.
  • Hadian Nasab, A., & Afshari, L. (2019). Authentic leadership and employee performance: mediating role of organizational commitment. Leadership & Organization Development Journal, 40(5), 548-560.
  • Oh, J., Cho, D., & Lim, D. H. (2018). Authentic leadership and work engagement: the mediating effect of practicing core values. Leadership & Organization Development Journal, 39(2), 276-290.
  • Palenzuela, P., Delgado, N., & Rodríguez, J. A. (2019). Exploring the relationship between contextual performance and burnout in healthcare professionals. Journal of Work and Organizational Psychology, 35(2), 115-121.
  • Penger, S., & Cerne, M. (2014). Authentic leadership, employees’job satisfaction, and work engagement: A hierarchical linear modelling approach. Economic Research, 27(1), 508-526.
  • Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: Conceptual model and empirical validation. Business Perspectives and Research, 5(1), 69-85.
  • Pradhan, S., & Pradhan, R. K. (2015). An empirical investigation of relationship among transformational leadership, affective organizational commitment and contextual performance. Vision, 19(3), 227-235.
  • Pradhan, S., Jena, L. K., & Bhattacharyya, P. (2018). Transformational leadership and contextual performance: Role of integrity among Indian IT professionals. International Journal of Productivity and Performance Management, 67(2), 445-462.
  • Ribeiro, N., Duarte, A. P., & Filipe, R. (2018b). How authentic leadership promotes individual performance: Mediating role of organizational citizenship behavior and creativity. International Journal of Productivity and Performance Management, 67(9), 1585-1607.
  • Ribeiro, N., Gomes, D., & Kurian, S. (2018a). Authentic leadership and performance: The mediating role of employees’ affective commitment. Social Responsibility Journal, 14(1), 213-225.
  • Salanova, M., Lorente, L., Chambel, M. J., & Martínez, I. M. (2011). Linking transformational leadership to nurses’ extra‐role performance: The mediating role of self‐efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256-2266.
  • Schaufeli, W. B., Salanova, M., González-Romá, 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.
  • Snook, S. C., & Gorsuch, R. L. (1989). Component analysis versus common factor analysis: A Monte Carlo study. Psychological Bulletin, 106(1), 148-154.
  • Stander, F. W., De Beer, L. T., & Stander, M. W. (2015). Authentic leadership as a source of optimism, trust in the organisation and work engagement in the public health care sector. SA Journal of Human Resource Management, 13(1), 1-12.
  • Vermeulen, T., & Scheepers, C.B. (2020). Mediating effect of perceived organisational support on authentic leadership and work engagement. SA Journal of Human Resource Management, 18(0), 1212.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Wei, F., Li, Y., Zhang, Y., & Liu, S. (2018). The interactive effect of authentic leadership and leader competency on followers’ job performance: The mediating role of work engagement. Journal of Business Ethics, 153(3), 763-773.
  • Worthington, R. L., & Whittaker, T. A. (2006). Scale development research: A content analysis and recommendations for best practices. The Counseling Psychologist, 34(6), 806-838.
  • Yılmaz, V. & Varol, S. (2015). Hazır yazılımlar ile yapısal eşitlik modellemesi: AMOS, EQS, LISREL. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 44(44), 28-44.

AUTHENTIC LEADERSHIP AND CONTEXTUAL PERFORMANCE: MEDIATING EFFECT OF WORK ENGAGEMENT

Year 2023, Volume: 26 Issue: 1, 85 - 98, 22.03.2023

Cahit Korku Ahmet Yıldız

Abstract

Managers are effective in the performance of employees and this effect varies according to the leadership characteristics of managers. The purpose of this research is to determine the effect of authentic leadership on contextual performance and the mediating role of work engagement in this relationship. In this context, Authentic Leadership Scale, Work Engagement Scale and Contextual Performance Scale were used in the research. The research was conducted in a public hospital in the province of Batman and 425 healthcare professionals participated in the research. The relationship between the variables was tested with pearson correlation analysis. Path analysis was conducted to determine the effect of authentic leadership on contextual performance and the mediating role of work engagement in this relationship. There is moderate correlation between authentic leadership and work engagement, high correlation between authentic leadership and contextual performance, and high correlation between job engagement and contextual performance. Authentic leadership has a direct effect of 0.53 units on work engagement and 0.65 units on contextual performance. In addition, job engagement has a direct effect of 0.27 units on contextual performance. Authentic leadership has a direct effect on contextual performance as well as an indirect effect of 0.14 (0.53x0.27) on work engagement. Authentic leadership has a positive effect on contextual performance and employee engagement acts as a mediator in this relationship. Since the authentic leadership characteristics of administrators are effective in the engagement and contextual performance of healthcare professionals, healthcare administrators should have authentic leadership characteristics and develop these characteristics

Keywords

Health managers authentic leadership work engagement contextual performance.

Project Number

Yok

References

  • Alpar, R. (2013). Uygulamalı çok değişkenli istatistiksel yöntemler (4. bs). Ankara: Detay Yayıncılık. Avolio, B. J., & Gardner W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
  • Avolio, B. J. (2010). Bringing authentic leadership into focus. Leadership Assessment & Development Services, 12(2), 1-2.
  • Bakker, A. B., & Albrecht, S. (2018). Work engagement: Current trends. Career Development International, 23(1), 4-11.
  • Burney, L. L., Henle, C. A., & Widener, S. K. (2009). A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra-and in-role performance. Accounting, Organizations and Society, 34(3-4), 305-321.
  • Cesário, F., & Chambel, M. J. (2017). Linking organizational commitment and work engagement to employee performance. Knowledge and Process Management, 24(2), 152-158.
  • Chaudhary, R., & Panda, C. (2018). Authentic leadership and creativity: The intervening role of psychological meaningfulness, safety and work engagement. International Journal of Productivity and Performance Management, 67(9), 2071-2088.
  • Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
  • Ciftci, D. O., & Erkanli, H. (2020). Mediating role of the positive psychological capital on the relation between the authentic leadership style and employees' work engagement: An applied study on hospitality industry 1. Business and Economics Research Journal, 11(2), 461-478.
  • Eryılmaz, A., & Doğa, T. (2012). İş yaşamında öznel iyi oluş: Utrecht işe bağlılık ölçeğinin psikometrik niteliklerinin incelenmesi. Klinik Psikiyatri Dergisi, 15(1), 49-55.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.
  • Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-social behaviors. Business Ethics Quarterly, 21(4), 555-578.
  • Hsieh, C. C., & Wang, D. S. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18), 2329-2348.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373-394.
  • Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6.
  • Kalkan, Ö. K., & Kelecioğlu, H. (2016). The effect of sample size on parametric and nonparametric factor analytical methods. Educational Sciences: Theory & Practice, 16(1), 153-171.
  • Kartal, N. (2018). Evaluating the relationship between work engagement, work alienation and work performance of healthcare professionals. International Journal of Healthcare Management, 11(3), 251-259.
  • Korku, C., & Kaya, S. (2020). Otantik liderlik ölçeğinin Türkçe versiyonunun geçerlik ve güvenirliği: Sağlık yöneticileri üzerinde bir araştırma. Hacettepe Sağlık İdaresi Dergisi, 23(3), 451-464.
  • Malik, N. (2018). Authentic leadership–an antecedent for contextual performance of Indian nurses. Personnel Review, 47(6), 1244-1260.
  • Maximo, N., Stander, M. W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45(1), 1-11.
  • Meyers, M. C., Kooij, D., Kroon, B., de Reuver, R., & van Woerkom, M. (2020). Organizational support for strengths use, work engagement, and contextual performance: The moderating role of age. Applied Research in Quality of Life, 15(2), 485-502.
  • Mind Garden (2018). Authentic leadership questionnaire. Erişim Tarihi: 09.03.2023. Erişim Adresi: https://www.mindgarden.com/69-authentic-leadership-questionnaire.
  • Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-480.
  • Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in Management, 7(2), 57-62.
  • Hadian Nasab, A., & Afshari, L. (2019). Authentic leadership and employee performance: mediating role of organizational commitment. Leadership & Organization Development Journal, 40(5), 548-560.
  • Oh, J., Cho, D., & Lim, D. H. (2018). Authentic leadership and work engagement: the mediating effect of practicing core values. Leadership & Organization Development Journal, 39(2), 276-290.
  • Palenzuela, P., Delgado, N., & Rodríguez, J. A. (2019). Exploring the relationship between contextual performance and burnout in healthcare professionals. Journal of Work and Organizational Psychology, 35(2), 115-121.
  • Penger, S., & Cerne, M. (2014). Authentic leadership, employees’job satisfaction, and work engagement: A hierarchical linear modelling approach. Economic Research, 27(1), 508-526.
  • Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: Conceptual model and empirical validation. Business Perspectives and Research, 5(1), 69-85.
  • Pradhan, S., & Pradhan, R. K. (2015). An empirical investigation of relationship among transformational leadership, affective organizational commitment and contextual performance. Vision, 19(3), 227-235.
  • Pradhan, S., Jena, L. K., & Bhattacharyya, P. (2018). Transformational leadership and contextual performance: Role of integrity among Indian IT professionals. International Journal of Productivity and Performance Management, 67(2), 445-462.
  • Ribeiro, N., Duarte, A. P., & Filipe, R. (2018b). How authentic leadership promotes individual performance: Mediating role of organizational citizenship behavior and creativity. International Journal of Productivity and Performance Management, 67(9), 1585-1607.
  • Ribeiro, N., Gomes, D., & Kurian, S. (2018a). Authentic leadership and performance: The mediating role of employees’ affective commitment. Social Responsibility Journal, 14(1), 213-225.
  • Salanova, M., Lorente, L., Chambel, M. J., & Martínez, I. M. (2011). Linking transformational leadership to nurses’ extra‐role performance: The mediating role of self‐efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256-2266.
  • Schaufeli, W. B., Salanova, M., González-Romá, 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.
  • Snook, S. C., & Gorsuch, R. L. (1989). Component analysis versus common factor analysis: A Monte Carlo study. Psychological Bulletin, 106(1), 148-154.
  • Stander, F. W., De Beer, L. T., & Stander, M. W. (2015). Authentic leadership as a source of optimism, trust in the organisation and work engagement in the public health care sector. SA Journal of Human Resource Management, 13(1), 1-12.
  • Vermeulen, T., & Scheepers, C.B. (2020). Mediating effect of perceived organisational support on authentic leadership and work engagement. SA Journal of Human Resource Management, 18(0), 1212.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Wei, F., Li, Y., Zhang, Y., & Liu, S. (2018). The interactive effect of authentic leadership and leader competency on followers’ job performance: The mediating role of work engagement. Journal of Business Ethics, 153(3), 763-773.
  • Worthington, R. L., & Whittaker, T. A. (2006). Scale development research: A content analysis and recommendations for best practices. The Counseling Psychologist, 34(6), 806-838.
  • Yılmaz, V. & Varol, S. (2015). Hazır yazılımlar ile yapısal eşitlik modellemesi: AMOS, EQS, LISREL. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 44(44), 28-44.
There are 42 citations in total.

Details

Primary Language Turkish
Subjects Health Care Administration
Journal Section Makaleler
Authors

Cahit Korku 0000-0001-6849-9950

Ahmet Yıldız 0000-0001-8744-0225

Project Number Yok
Publication Date March 22, 2023
Published in Issue Year 2023 Volume: 26 Issue: 1

Cite

APA Korku, C., & Yıldız, A. (2023). OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ. Hacettepe Sağlık İdaresi Dergisi, 26(1), 85-98.
AMA Korku C, Yıldız A. OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ. HSİD. March 2023;26(1):85-98.
Chicago Korku, Cahit, and Ahmet Yıldız. “OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ”. Hacettepe Sağlık İdaresi Dergisi 26, no. 1 (March 2023): 85-98.
EndNote Korku C, Yıldız A (March 1, 2023) OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ. Hacettepe Sağlık İdaresi Dergisi 26 1 85–98.
IEEE C. Korku and A. Yıldız, “OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ”, HSİD, vol. 26, no. 1, pp. 85–98, 2023.
ISNAD Korku, Cahit - Yıldız, Ahmet. “OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ”. Hacettepe Sağlık İdaresi Dergisi 26/1 (March 2023), 85-98.
JAMA Korku C, Yıldız A. OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ. HSİD. 2023;26:85–98.
MLA Korku, Cahit and Ahmet Yıldız. “OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ”. Hacettepe Sağlık İdaresi Dergisi, vol. 26, no. 1, 2023, pp. 85-98.
Vancouver Korku C, Yıldız A. OTANTİK LİDERLİK VE BAĞLAMSAL PERFORMANS: İŞE ANGAJE OLMANIN ARACILIK ETKİSİ. HSİD. 2023;26(1):85-98.
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