Kalıcı Yapısal Değişikliklerde Dönüşümcü Liderliğin Örgütsel Çiftyönlülüğe Etkisi ve bir Araştırma

Yıl 2023, Cilt: 8 Sayı: 2, 89 – 108, 31.12.2023

Mehmet Emin Okur , Irmak Vakifli

https://doi.org/10.25203/idd.1384039

Öz

Günümüzde değişen çevresel faktörlere ve piyasa dinamiklerine ayak uydurmak için işletmelerde yenilikçi yaklaşımlarla ticari yaklaşımların dengelenmesi gerekmektedir. “Örgütsel çiftyönlülük” kavramına işaret eden bu dengelenme ihtiyacı, bazen kurumlarda yaşanan yapısal değişiklikler süresince belli bir “bağlam” olarak da adlandırılabilecek bir vizyon ve strateji planı çerçevesinde meydana gelmektedir. Sadece işletmeler değil, belli bir stratejik yönetim planına ve gelir-gider dengesine sahip olan kamu kurumu gibi kurumlar da bu durumu yaşamaktadır. Liderliğin rolünün ayrıca önem taşıdığı bu değişim dönemlerinde kilit öneme sahip olan “bağlam” – vizyon – dönüşümcü liderliğin karakteristik yapıtaşlarından birini oluşturmaktadır. Buradan hareketle bu araştırma, kalıcı yapısal değişikliklerde dönüşümcü liderliğin örgütsel çiftyönlülüğe etkisini stratejik bir vizyon ve gelir-gider dengesine sahip bir kamu kurumu olan Mersin Yenişehir Belediyesi’nde yapılan bir uygulamaya dayanarak ele almaktadır. Ekim 2023’te 296 belediye çalışanına uygulanan bir anket aracılığıyla gerçekleştirilen bu araştırma, dönüşümcü liderliğin ve yapısal değişiklikleri ilgilendiren unsurların bağlamsal çiftyönlülüğün sağlanması amacıyla söz konusu vizyonun aktarımında bir kamu kurumunda hangi dinamiklere bağlı olarak kurumsal işleyişi şekillendirdiğini ve dönüşümcü liderliğin bu süreçteki rolünü ortaya koymaktadır.

*Bu çalışma, Marmara Üniversitesi İşletme Fakültesi Yönetim ve Organizasyon Dalı’nda Prof. Dr. Mehmet Emin OKUR danışmanlığında yürütülen ve “Kalıcı Yapısal Değişikliklerde Dönüşümcü Liderliğin Örgütsel Çiftyönlülüğe Etkisi ve Bir Uygulama” adını taşıyan doktora tezi çalışmasından üretilmiştir.

Anahtar Kelimeler

strateji, yönetim, liderlik, yapı, çiftyönlülük, dönüşümcü liderlik, bağlamsal çiftyönlülük

Etik Beyan

“Bu makalede dergi yazım kurallarına, yayın ilkelerine, araştırma ve yayın etiği kurallarına, dergi etik kurallarına uyulmuştur. Makale ile ilgili doğabilecek her türlü ihlallerde sorumluluk yazar(lar)a aittir.”

Kaynakça

• Adler, P. S, & Borys, B. (1996). Two Types of Bureaucracy: Enabling and Coercive. Administrative Science Quarterly, 41(1), 61-89.
• Alper Ay, F, & Keleş, K. (2017). Etkileşimci ve Dönüşümcü Liderlik Tarzlarının İşten Ayrılma Niyeti ve İş Performansı Üzerindeki Etkisi. The Impact of Transactional Leadership and Transformational Leadership Styles on Intent to Leave and Job Performance. Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi, 6(4), 193-203.
• Avolio, B. J., Bass, B. M., & Jung, G. I. (1999). Re-examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72(1), 441-462.
• Aykanat, Z., & Çalışkan, M. (2019). Dönüştürücü Liderlik ve Örgütsel Yenilikçilik Arasındaki İlişki: Bir Kamu Kurumu Örneği. Kafkas Üniversitesi İktisadi ve İdari Bilimler Dergisi, 10(20), 829-857.
• Bass, B. & Avolio, B. (1995). Multifactor Leadership Questionnaire TM Instrument (Leader and Rater Form) and Scoring Guide (Form 5X-Short). California Mindgarden.
• Baum, J. R., & Wally, S. (2003). Strategic Decision Speed and Firm Performance. Strategic Management Journal, 24, 1107-1129.
• Burns, J. M. (1978). Leadership. New York Harper&Row.
• Cordova, C. R., Pertuze, J. A., Williamson, A. J., & Leatherbee, M. (2022). More Structure or Better Social Practices? Using a Contingency Lens to Address Ambidexterity Gaps in Innovative SMEs”, International Journal of Emerging Markets, doi: 10.1108/IJOEM-04-2021-0572
• Duncan, R. B. (1976), “The Ambidextrous Organization: Designing Dual Structures for Innovation”, Kilmann, R. H., Pondy, L. R., Slevin, D. (Eds). The Management of Organization Design: Strategies and Implementation, 1, New York North Holland, 167-188.
• Eisenhardt, K. M., & Bourgeois III, L. J. (1989). Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange Theory. Academy of Management Journal, 31(4), 737-770.
• Jansen, J. J. P., Van Den Bosch, F. A. J, & Volberda, H. W (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674.
• Jansen, J. J., Mihalache, O. R., Van Den Bosch, F. A., & Volberda, H. W. (2014). Top Management Team Shared Leadership and Organizational Ambidexterity: A Moderated Mediation Framework. Strategic Entrepreneurship Journal, 8(2), 128-148.
• Jung, D., Wu, A., & Chow, C. W. (2008). Towards Understanding the Direct and Indirect Effects of CEOs’ Transformational Leadership on Firm Innovation. The Leadership Quarterly, 19(5), 582-594.
• Kalay, F., & Lynn, G. S. (2016). The Impact of Organizational Structure on Management Innovation: An Empirical Research in Turkey. Journal of Business, Economics and Finance, 5(1), 125-137. Kerman, U., & Öztop, S. (2014). Örgütsel Değişim Sürecinde Kamu Çalışanlarının Algısını Etkileyen Uygulamalar. Practices to Affect Public Employees’ Perception in Organizational Change Process. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 19(2), 21-38.
• Koçel, T. (2018). İşletme Yöneticiliği. İstanbul Beta.
• Kortmann, S. (2012). The Relationship between Organizational Structure and Organizational Ambidexterity. A Comparison between Manufacturing and Service Firms. Münster Springer.
• Kung, C. W., Uen, J. F., & Lin, S. C. (2020). Ambidextrous Leadership and Employee Innovation in Public Museums. Chinese Management Studies, 14(4), 995-1014.
• Lowe, K.B., Kroeck, K.G., & Sivasubramaniam, N., (1996). Effectiveness Correlates of Transformational and Transactional Leadership: A Meta-Analytic Review of the MLQ literature. The Leadership Quarterly, 7(3), 385-425.
• March, J.G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87.
• Nunes, F. G., Fernandes, A., Martins, L. D., & Do Nascimento, G. (2021). How Transformational Leadership Influences Museums’ Performance: A Contextual Ambidexterity View. Museum Management and Curatorship, 36(5), 467-484.
• O’Reilly, C.A. III, Tushman, M.L. (2011). Organizational Ambidexterity in Action: how Managers Explore and Exploit. California Management Review, 53(4), 1-18.
• O’Reilly, C., Burton, D.M., & Bidwell, M.J. (2012). Management Systems for Exploration and Exploitation. The Academy of Management Annual Meeting Proceedings, 2012(1).
• O’Reilly, C. A., & Tushman, M.L. (2013). Organizational Ambidexterity: Past, Present and Future. The Academy of Management Perspectives, 27(4), 324-338.
• Podsakoff, P. M., Mackenzie S. B., Moorman R. H., & Fetter, R. (1990). Transformational Leader Behaviors and Their Effects on Followers’ Trust in Leader, Satisfaction and Organizational Citizenship Behaviors. The Leadership Quarterly, 1(2), 107-142.
• Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance. Organization Science, 20(4), 685-695.
• Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership. The Leadership Quarterly, 22(5), 956-974.
• Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior. Academy of Management Journal, 48(5), 845-858.
• Serinkan, C. (2003). Toplam Kalite Yönetimi ile Dönüştürücü Liderlik İlişkisi ve Denizli Yöresinde Yapılan Bir Araştırma. Doktora Tezi, İstanbul Üniversitesi Sosyal Bilimler Enstitüsü.
• Singh, N., & Krishnan, V. R. (2008). Self-Sacrifice and Transformational Leadership: Mediating Role of Altruism. Leadership&Organization Development Journal, 29(3), 261-274.
• Tetik, S. (2014), “Yerel Yönetimler Açısından Dönüştürücü Liderlik: Belediye Çalışanlarına Yönelik Bir Araştırma”, Yönetim ve Ekonomi, 21/1: 267–280. doi: 10.18657/yecbu.93531
• Taródy, D. (2016). Organizational Ambidexterity as a New Research Paradigm in Strategic Management. Vezetéstudomány, 47(5), 39-53.
• Tushman, M. L., & O’Reilly, C. A (1996). Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. California Management Review, 38(4), 8-30.
• Wang, L., & Xi, Y. (2007). Trust as a Mediator of the Effects of Transformational Leadership on Performance in Virtual Teams. 2007 International Conference on Wireless Communications, Networking and Mobile Computing. WiCOM, 6045-6048.
• Zhu, W., Chew, I. K. H., 6 Spangler, W. D. (2005). CEO Transformational Leadership and Organizational Outcomes: The Mediating Role of Human-Capital-Enhancing Human Resource Management. The Leadership Quarterly, 16(1), 39-52.

THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL AMBIDEXTERITY IN PERMANENT STRUCTURAL CHANGES

Yıl 2023, Cilt: 8 Sayı: 2, 89 – 108, 31.12.2023

Mehmet Emin Okur , Irmak Vakifli

https://doi.org/10.25203/idd.1384039

Öz

Organizations today need to balance innovative and commercial approaches to keep pace with changing environmental factors and market dynamics. This need for balancing, which refers to the concept of “organizational ambidexterity”, might occur within the framework of a vision and strategy plan, which can also be called a certain “context” during structural changes in organizations. Not only businesses, but also organizations, such as public institutions, which have a strategic management plan and a balance of income and expenditure, go through these processes. The “context” – vision – is one of the characteristic building blocks of transformational leadership, which is of key importance in these periods of change where the role of leadership is of particular importance. Therefore, this research addresses the impact of transformational leadership on organizational ambidexterity in permanent structural changes based on a quantitative study in Mersin Yenişehir Municipality, a public institution with a strategic vision and a balance of income and expenditure. This study, which was conducted through a questionnaire administered to 296 municipal employees in October 2023, reveals the dynamics through which transformational leadership and the elements related to structural changes shape the organizational functioning in a public institution and the role of transformational leadership in this process in order to ensure contextual ambidexterity in the transfer of this vision.

*This study is derived from PhD dissertation entitled “The Effect of Transformational Leadership on Organizational Ambidexterity in Permanent Structural Changes”, conducted under the supervision of Prof. Dr. Mehmet Emin OKUR at Marmara University Faculty of Business Administration, Department of Management and Organization.

Anahtar Kelimeler

stategic management, leadership, ambidexterity, structural changes

Kaynakça

• Adler, P. S, & Borys, B. (1996). Two Types of Bureaucracy: Enabling and Coercive. Administrative Science Quarterly, 41(1), 61-89.
• Alper Ay, F, & Keleş, K. (2017). Etkileşimci ve Dönüşümcü Liderlik Tarzlarının İşten Ayrılma Niyeti ve İş Performansı Üzerindeki Etkisi. The Impact of Transactional Leadership and Transformational Leadership Styles on Intent to Leave and Job Performance. Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi, 6(4), 193-203.
• Avolio, B. J., Bass, B. M., & Jung, G. I. (1999). Re-examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72(1), 441-462.
• Aykanat, Z., & Çalışkan, M. (2019). Dönüştürücü Liderlik ve Örgütsel Yenilikçilik Arasındaki İlişki: Bir Kamu Kurumu Örneği. Kafkas Üniversitesi İktisadi ve İdari Bilimler Dergisi, 10(20), 829-857.
• Bass, B. & Avolio, B. (1995). Multifactor Leadership Questionnaire TM Instrument (Leader and Rater Form) and Scoring Guide (Form 5X-Short). California Mindgarden.
• Baum, J. R., & Wally, S. (2003). Strategic Decision Speed and Firm Performance. Strategic Management Journal, 24, 1107-1129.
• Burns, J. M. (1978). Leadership. New York Harper&Row.
• Cordova, C. R., Pertuze, J. A., Williamson, A. J., & Leatherbee, M. (2022). More Structure or Better Social Practices? Using a Contingency Lens to Address Ambidexterity Gaps in Innovative SMEs”, International Journal of Emerging Markets, doi: 10.1108/IJOEM-04-2021-0572
• Duncan, R. B. (1976), “The Ambidextrous Organization: Designing Dual Structures for Innovation”, Kilmann, R. H., Pondy, L. R., Slevin, D. (Eds). The Management of Organization Design: Strategies and Implementation, 1, New York North Holland, 167-188.
• Eisenhardt, K. M., & Bourgeois III, L. J. (1989). Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange Theory. Academy of Management Journal, 31(4), 737-770.
• Jansen, J. J. P., Van Den Bosch, F. A. J, & Volberda, H. W (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674.
• Jansen, J. J., Mihalache, O. R., Van Den Bosch, F. A., & Volberda, H. W. (2014). Top Management Team Shared Leadership and Organizational Ambidexterity: A Moderated Mediation Framework. Strategic Entrepreneurship Journal, 8(2), 128-148.
• Jung, D., Wu, A., & Chow, C. W. (2008). Towards Understanding the Direct and Indirect Effects of CEOs’ Transformational Leadership on Firm Innovation. The Leadership Quarterly, 19(5), 582-594.
• Kalay, F., & Lynn, G. S. (2016). The Impact of Organizational Structure on Management Innovation: An Empirical Research in Turkey. Journal of Business, Economics and Finance, 5(1), 125-137. Kerman, U., & Öztop, S. (2014). Örgütsel Değişim Sürecinde Kamu Çalışanlarının Algısını Etkileyen Uygulamalar. Practices to Affect Public Employees’ Perception in Organizational Change Process. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 19(2), 21-38.
• Koçel, T. (2018). İşletme Yöneticiliği. İstanbul Beta.
• Kortmann, S. (2012). The Relationship between Organizational Structure and Organizational Ambidexterity. A Comparison between Manufacturing and Service Firms. Münster Springer.
• Kung, C. W., Uen, J. F., & Lin, S. C. (2020). Ambidextrous Leadership and Employee Innovation in Public Museums. Chinese Management Studies, 14(4), 995-1014.
• Lowe, K.B., Kroeck, K.G., & Sivasubramaniam, N., (1996). Effectiveness Correlates of Transformational and Transactional Leadership: A Meta-Analytic Review of the MLQ literature. The Leadership Quarterly, 7(3), 385-425.
• March, J.G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87.
• Nunes, F. G., Fernandes, A., Martins, L. D., & Do Nascimento, G. (2021). How Transformational Leadership Influences Museums’ Performance: A Contextual Ambidexterity View. Museum Management and Curatorship, 36(5), 467-484.
• O’Reilly, C.A. III, Tushman, M.L. (2011). Organizational Ambidexterity in Action: how Managers Explore and Exploit. California Management Review, 53(4), 1-18.
• O’Reilly, C., Burton, D.M., & Bidwell, M.J. (2012). Management Systems for Exploration and Exploitation. The Academy of Management Annual Meeting Proceedings, 2012(1).
• O’Reilly, C. A., & Tushman, M.L. (2013). Organizational Ambidexterity: Past, Present and Future. The Academy of Management Perspectives, 27(4), 324-338.
• Podsakoff, P. M., Mackenzie S. B., Moorman R. H., & Fetter, R. (1990). Transformational Leader Behaviors and Their Effects on Followers’ Trust in Leader, Satisfaction and Organizational Citizenship Behaviors. The Leadership Quarterly, 1(2), 107-142.
• Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance. Organization Science, 20(4), 685-695.
• Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership. The Leadership Quarterly, 22(5), 956-974.
• Rubin, R. S., Munz, D. C., & Bommer, W. H. (2005). Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior. Academy of Management Journal, 48(5), 845-858.
• Serinkan, C. (2003). Toplam Kalite Yönetimi ile Dönüştürücü Liderlik İlişkisi ve Denizli Yöresinde Yapılan Bir Araştırma. Doktora Tezi, İstanbul Üniversitesi Sosyal Bilimler Enstitüsü.
• Singh, N., & Krishnan, V. R. (2008). Self-Sacrifice and Transformational Leadership: Mediating Role of Altruism. Leadership&Organization Development Journal, 29(3), 261-274.
• Tetik, S. (2014), “Yerel Yönetimler Açısından Dönüştürücü Liderlik: Belediye Çalışanlarına Yönelik Bir Araştırma”, Yönetim ve Ekonomi, 21/1: 267–280. doi: 10.18657/yecbu.93531
• Taródy, D. (2016). Organizational Ambidexterity as a New Research Paradigm in Strategic Management. Vezetéstudomány, 47(5), 39-53.
• Tushman, M. L., & O’Reilly, C. A (1996). Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. California Management Review, 38(4), 8-30.
• Wang, L., & Xi, Y. (2007). Trust as a Mediator of the Effects of Transformational Leadership on Performance in Virtual Teams. 2007 International Conference on Wireless Communications, Networking and Mobile Computing. WiCOM, 6045-6048.
• Zhu, W., Chew, I. K. H., 6 Spangler, W. D. (2005). CEO Transformational Leadership and Organizational Outcomes: The Mediating Role of Human-Capital-Enhancing Human Resource Management. The Leadership Quarterly, 16(1), 39-52.

Toplam 34 adet kaynakça vardır.

Ayrıntılar

Kaynak Göster

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