Kapsayıcı Liderlik ve Sürdürülebilirlik Stratejilerinin Çalışan Bağlılığı Üzerindeki Rolü: Nitel Bir Çalışma
Abstract views: 5
/ 
PDF downloads: 5
DOI:
https://doi.org/10.5281/zenodo.12603294Anahtar Kelimeler:
kapsayıcı liderlik, Sürdürülebilirlik, çalışan bağlılığıÖzet
Kapsayıcı liderlik örgüt içerisinde farklı bakış açılarını ele alan ve çalışanların çeşitliliğini takdir ederek kapsayıcı bir ortam yaratmayı amaçlar. Sürdürülebilirlik stratejileri, örgütlerin uzun vadeli başarılarını elde etmede ekonomik, sosyal ve çevresel açıdan dengeleyici faktörlerin oluşmasında yardımcı olur. Bu anlamda çalışanlar örgüt içerisinde kendilerini sürdürebilirlik hedeflerine katkıda bulunduklarında örgüte karşı kendilerini daha bağlı hissetmelerine yol açabilir. Buradan yola çıkarak bu çalışma ile kapsayıcı liderlik ve sürdürülebilirlik stratejilerinin çalışan bağlılığı üzerindeki rolü ortaya çıkarılmak istenmiştir. Bu doğrultuda bu araştırma nitel araştırma kapsamında kolayda örneklem yöntemiyle seçilmiş Ankara’da faaliyet gösteren inşaat makinaları üreticilerinde çalışan 20 yönetici üzerinde gerçekleştirilmiştir. Araştırmanın sonucuna göre çalışanların kapsayıcı liderlik ve sürdürülebilirlik stratejilerine yönelik algıları, bu stratejilerin etkinliği üzerinde aidiyet, çalışan bağlılığının, verimliliğin ve farkındalığın arttırdığı yönündedir. Ayrıca araştırmanın sonucuna göre kapsayıcı liderlik tarzının temel unsurları olarak çeşitlilik, kapsayıcı ortam, gelişime teşvik, adil olma, güven aidiyet duygularını sağlama olduğu çıkan bulgular arasındadır. Bununla birlikte kapsayıcı liderlerin çalışan bağlılığı üzerindeki rolünde değer gösterme, aidiyet, ekip olma ve farklılığa saygı kodları ortaya çıkmıştır. Bu çalışmanın sonuçları ile örgüt içerisinde çalışan bağlılığını artırmak için daha etkili stratejiler belirlemesinde ve daha sürdürebilir bir ortam yaratılmasında yardımcı olabilir.
Referanslar
Al-Atwi, A.A. and Al-Hassani, K.K. (2021). Inclusive leadership: scale validation and potential consequences. Leadership and Organization Development Journal, 42 (8), 1222-1240.
Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497-519.
Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic Organization, 12(1), 70-78.
Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organiational Psychology, 20(1), 4–28.
Baumgartner, S. ve Quass, M. (2010). What is sustainability economics. Ecological Economics. 69(3), s. 445-450.
Bevan, S., Barber, L., & Robinson, D. (1997). Keeping the best a practical guide to retaining key employees. Grantham Book Services.
Blake, T.H. (2015). Managing cultural diversity: implications for organizational competitiveness. Academy of Management Perspectives, 5(3), 45-56.
Bortini, P., Paci, A., Rise, A., & Rojnik, I. (2018). Inclusive leadership: Theoretical framework.
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, 26(1), 81–98.
Carmeli, A., Reiter-Palmon, R. and 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.
Choi, S.B., Tran, T.B.H. and Park, B.I. (2015). Inclusive leadership and work engagement: mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43 (6), 931-943.
Cogliser CC, Schriesheim CA. (2000). Exploring work unit context and leader-member exchange: A multi-level perspective. J. Organ. Behav. 21, 487–511.
Creswell, J. W. (2013). Qualitative Inquiry and Research Design: Choosing Among Five Approaches. SAGE Publications.
Chrobot-Mason, D., Gerbasi, A. and Cullen-Lester, K.L. (2016). Predicting leadership relationships: the importance of collective identity. The Leadership Quarterly, 27 (2), 298-311.
Dansereau, F., Graen, G., & Haga, W. J. (1975) A vertical dyad linkage approach to leadership within formal organizations: a longitudinal investigation of the role making process. Organizational Behavior and Human Performance,13(1), 46−78.
De Lange, D. E., Busch, T., & Delgado-Ceballos, J. (2012). Sustaining sustainability in organizations. Journal of Business Ethics, 110, 151-156.
Echols, S. (2009). Transformational/servant leadership: A potential synergism for an inclusive leadership style. Journal of Religious Leadership, 8(2), 85-116.
Elkington, J. (1998). Cannibals with forks: the triple bottom line of 21st century business. Oxford: Capstone.
Elo, S., & Kyngäs, H. (2008). The qualitative content analysis process. Journal of Advanced Nursing, 62(1), 107-115.
Ferdman, B. M. (2014). The Practice of Inclusion in Diverse Organizations. Diversity at work: The Practice of Inclusion, 3–54.
Ferdman, B. M. (2020). Inclusive leadership: The fulcrum of inclusion. Inclusive Leadership içinde (ss. 3-24). Routledge.
Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30(1), 109-131.
Guo, Y., Jin, J., & Yim, S. H. (2023). Impact of Inclusive Leadership on Innovative Work Behavior: The Mediating Role of Job Crafting. Administrative Sciences, 13(1), 4.
Agrawal, S., & Harter, J. K. (2009). Employee Engagement Influences Involvement in Wellness Programs. Omaha, NE: Gallup.
Hollander E.P. (2009). Inclusive leadership: The essential leader-follower relationship. New York, America: Taylor Francis Group.
Hollander, E.P. (2012). Inclusive Leadership: the Essential Leader-Follower Relationship. Routledge, New York.
Hoffman, A. J. (1999). Institutional evolution and change: Environmentalism and the US chemical industry. Academy of Management Journal, 42(4), 351–371.
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007) Leader–member exchange and citizenship behaviors: a meta-analysis. Journal of Applied Psychology, 92(1), 269–277.
Javed, B., Abdullah, I., Zaffar, M. A., ul Haque, A., & Rubab, U. (2019). Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management & Organization, 25(4), 554-571.
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.
Kanter, R. M. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological Review, 499-517.
Kiewiet, D. J., & Vos, J. F. (2007). Organisational sustainability: A case for formulating a tailor-made definition. Journal of Environmental Assessment Policy and Management, 9(01), 1-18.
Krippendorff K. (1980). Content Analysis: An Introduction to its Methodology. Sage Publications, Newbury Park.
Kuknor, S. C., & Bhattacharya, S. (2022). Inclusive leadership: New age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), 771-797.
Leong, C. S., Furnham, A., & Cooper, C. L. (1996). The moderating effect of organizational commitment on the occupational stress outcome relationship. Human relations, 49(10), 1345-1363.
Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23 (3), 451-465.
Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
Merriam, S. B. (2009). Qualitative Research: A Guide to Design and Implementation. Jossey-Bass.
Morelli, J., (2011). Environmental Sustainability: A Definition for Environmental Professionals. Journal of Environmental Sustainability, 1(1), 2.
Morse, J. M. (2015). Critical Analysis of Strategies for Determining Rigor in Qualitative Inquiry. Qualitative Health Research, 25(9), 1212–1222.
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.
O’Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of applied psychology, 59(5), 603.
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.
Roberson, Q.M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group and Organization Management, 31 (2), 212-236.
Shah, H. J., Ou, J. P., Attiq, S., Umer, M., & Wong, W. K. (2022). Does inclusive leadership improve the sustainability of employee relations? Test of justice theory and employee perceived insider status. Sustainability, 14(21), 14257.
Sharma, S. (2000). Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy. Academy of Management Journal, 43(4), 681-697.
Shuck, B., & Herd, A. M. (2012). Employee engagement and leadership: Exploring the convergence of two frameworks and implications for leadership development in HRD. Human Resource Development Review, 11(2), 156–181.
Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), 295-316.
Yasin, R., Jan, G., Huseynova, A., & Atif, M. (2023). Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment. Management Decision, 61(3), 589-609.
Ye, Q., Wang, D., & Guo, W. (2019). Inclusive leadership and team innovation: The role of team voice and performance pressure. European Management Journal, 37(4), 468–480.
Yıldırım, A. ve Şimşek, H. (2016). Sosyal Bilimlerde Nitel araştırma Yöntemler. SeçkinYayınevi, Genişletilmiş 10. Baskı
Yukl, G., O’Donnell, M., & Taber, T. (2009). Influence of leader behaviors on the leader‐member exchange relationship. Journal of Managerial Psychology, 24(4), 289–299.
İndir
Yayınlanmış
Nasıl Atıf Yapılır
Sayı
Bölüm
Lisans
Telif Hakkı (c) 2024 International Journal of Social and Humanities Sciences Research (JSHSR)
Bu çalışma Creative Commons Attribution 4.0 International License ile lisanslanmıştır.
