Karanlık Liderlik Ölçeği: Çalışanların Algısı Üzerine Bir Ölçeklendirme Çalışması

Autor: AFACAN FINDIKLI, Mine M., OKAN, Gözde, SIĞRI, Ünsal
Jazyk: turečtina
Rok vydání: 2019
Předmět:
Zdroj: Volume: 1, Issue: 1
Nitel Sosyal Bilimler
ISSN: 2687-5764
Popis: Within organizations, leadership is deemed effectivethrough employees’ manners (opinions, beliefs, expectations, and rumors) andbehaviours (participation, commitment/ absence, protests etc.) by means ofemotional components (experiences, fears, positive/negative). During themanagement process, the leader benefits from various power of theposition and effecting mechanisms to achieve organizational goals. However, itis also possible for the leader to use his/her power and position for differentpurposes; to change the direction of positive outputs. For example, employees' perceptions of aleader who takes advantage of his/her personal charismatic power for his/herown interests or for the interests of the organization have been found to vary(Dirik et al., 2016, p. 260). Moreover, the manager can exhibit “dark” mannersand behaviors, meaning oppressive and socially unaccepted behaviors (Harms& Spain, 2015; Brandebo & Alvinius, 2018). These dark manners andbehaviours can surface not only because of negative character traits of theindividual, but also due to uncertainty in the organization or organizationstructure (Brandebo & Alvinius, 2018), or due to concerns of losingpositions (Nassif, 2018). Transformational leaders may look down on the peoplearound them due to exaggerated levels of self-confidence (De Villiers, 2014; Li& Yuan, 2017, p. 60). The may show authoritative tendencies such as use ofpower to reach success (Khoo et al., 2008; Li & Yuan, 2017, p. 60) or maycreate a climate of fear (Kocel, 2007). Moreover, the leaders may show thesuccess of subordinates as their own success and may dominate them by using thepower of position (Harris & Jones, 2018). These kinds of behaviours can beclassified as “dark”, according to the previous studies.Studying the dark sides of leaders has been attractingscholarly attention lately, alongside considering the importance of howemployees perceive leadership behaviors (Harris & Jones, 2018; Landay etal., 2018). As it is stated above, the leader has the responsibilityover followers and has also the power to strengthen or damage the exchange(leader–followers) relationship. In this perspective, Jean Lipman- Bluman hasasserted that the leaders can produce harm or harmony essentially through twomechanisms: their destructive/ constructive behaviors and dysfunctional/functional personal characteristics (Lipman- Bluman, 2011). It is possible thiskind of destructive leadership behaviors or personal characteristics can beperceived by subordinates to be harmful to the well-being. In a nutshell, theycan perceive they work for a “dark leader”. This paper aims to contribute tothe literature emphasizing the negative traits of perceived by followers in theworkplace by creating the scale ‘dark leadership’. The research asks the question “Which behaviors ofmanagers/leaders do employees describe as negative?”, and focuses on thesubdimensions of dark leadership, under which these negative behaviors can beevaluated. Accordingly, the relation between employee perceptions of darkleadership and qualitative data, supported with quantitative data, is examinedby the “exploratory sequential design” method (Firat et al., 2014, p. 72). Oneto one interviews, a focus group discussion and document review are used in thedata collection stage. Data was examined using “three-stage analysis” (Sigri,2018, p. 198). The ‘purposive sampling’ method (Patton, 2002; Teddlie& Yu, 2007) was used with voluntary participants who had been working forat least 5 years in the same workplace for the qualitative research. (Baki& Göcek, 2012, p. 5). The study was conducted on 21 participants working intwo different industries in Istanbul. Following individual and focus groupinterviews, the obtained data was saved in the QDA Miner software for analysis.After reading the participants’ responses carefully, ‘codes’ were determinedaccording to the pre-specified concepts based on the relevant literature, to beused during the examination of data. Identified codes were grouped in terms ofcontent integrity and interrelation. The six sub-dimensions which form the darkleadership were obtained as a result of arranging the themes according to theresearch questions.The common statements of the participants were broughttogether under a single statement in accordance with the content analysis ofKrippendorf (2004). Moreover, a ‘directed approach’ was used during the contentanalysis to conceptually validate and extend a theoretical expression (Hsieh& Shannoon, 2005). First, to avoid misunderstandings and for thereliability of data obtained in the semi-structured interview, eachsub-dimension was independently evaluated. The statements given by theemployees were compared to the concepts identified in the literature. In thecontext of content analysis, “cross case synthesis” (Yin, 2009) which handlesthe statements as separate studies, was used and the statements were comparedto increase the reliability and to determine the differences as well assimilarities. (Akgün et al., 2017). An item pool consisting of 108 statementswas created using the answers provided by the participants, in accordance withthe individual and focus group interviews. By using QDA Miner software, thenumber of these statements was decreased to 76 items. Subsequently, the quantitative research stage beganwith 151 voluntary participants online, using the snowball sampling method. Thedark leadership scale was found to be sufficient for reliability, criterionvalidity, construct validity, parallel validity and test-retest reliability. 6sub-dimensions (35 items) of the dark leadership were named as follows: toxicleadership (9 items), small tyranny (7 items), narcissistic leadership (5items), destructive leadership (7 items), unethical leadership (4 items) andabusive leadership 3 (items).
Bu çalışmanın amacı liderin karanlıkyönlerinin çalışan algısı üzerinden belirlenmesidir. Olumsuz liderliktarzlarının tek tek değil, daha fazlasının tek bir yöneticide bulunabileceğidüşüncesinden yola çıkarak karma yöntem kullanılarak araştırma yürütülmüştür.Bu çalışmada karma yöntem desenlerinden keşfedici sıralı desen kullanılmıştır.Nitel analiz kapsamında birebir mülakatlar, odak grup görüşmesi yapılmış,katılımcılardan elde edilen ifadelerin QDA Miner programı ile analizleriyapılmıştır. Madde havuzu oluşturulduktan sonra nicel yöntemde çalışanlaraçısından yönetici davranışları altı alt boyutta belirmiş ve bu alt boyutlarüzerinden geçerlilik-güvenilirlik analizleri yapılmıştır. Karanlık liderlikölçeği güvenilirlik, ölçüt geçerliliği, yapı geçerliliği, paralel geçerlilik vetest-tekrar test güvenilirliği açısından yeterli düzeyde olduğu tespitedilmiştir. Analiz sonuçları, 35 ifade 6 faktörlü bir ölçek yapısını ortayaçıkarmıştır. Çalışan algısı kapsamında karanlık liderlikle ilgili; toksikliderliği (9 ifade), küçük tiranlığı (7 ifade), narsist liderliği (5 ifade),yıkıcı liderliği (7 ifade), etik dışı liderliği (4 ifade) ve istismarcıliderliği (3 ifade) kapsayan bir ölçme aracı elde edilmiştir.
Databáze: OpenAIRE
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