Publication: Özel sağlık sigortası şirketlerinde vizyoner liderlik davranışlarının örgütsel çevikliğe etkisi
Abstract
Amaç: Günümüzde işletmelerin içinde bulunduğu ortam, Dalgalanma (Volatilite), Belirsiz (Uncertain), Karmaşık (Complexity) ve Muğlak (Ambiguity) bileşenlerinden oluşan VUCA kavramı ile tanımlamaktadır. “Yeni normal” olarak nitelenen VUCA ortamında işletmelerin varlığını sürdürebilmesi ve rekabet üstünlüklerini koruyabilmeleri için geleneksel yönetim biçimlerinden sıyrılarak çevik örgüt yapısına evrilmeleri gerekmektedir. Çevik dönüşüm süreci bir değişim yönetimi olarak liderlerin rolünü öne çıkarmaktadır. Vizyoner liderlerin ise geleceğe yönelik vizyon iletişimi ile grup üyelerini ortak vizyon çerçevesinde hizalayabileceği ve değişim sürecini başarılı bir şekilde sağlayacağı belirtilmektedir. Yazında, örgütsel çeviklik ile incelenen liderlik tarzlarına yönelik çalışmalar bulunmaktadır. Sağlık sigortası şirketleri özelinde ise gerek örgütsel çeviklik gerekse örgütsel çeviklik ve vizyoner liderlik bağlamında incelenen çalışma olmadığı görülmektedir. Tüm bu bilgilerden hareketle, araştırmada özel sağlık sigortası şirketlerinde vizyoner liderlik davranışlarının örgütsel çeviklik üzerindeki etkisini incelemek amaçlanmıştır. Gereç ve Yöntem: Araştırma, tanımlayıcı ve kesitsel olarak planlanmıştır. Araştırmanın evrenini İstanbul ilinde faaliyet gösteren sigorta şirketleri oluşturmaktadır. Araştırma verileri İstanbul ilinde faaliyet gösteren 13 özel sağlık sigorta şirketinde görev yapmakta olan 378 çalışandan anket yöntemi ile elde edilmiştir. Araştırmada kullanılan vizyoner liderlik ve örgütsel çeviklik ölçeklerin yapı geçerliliği doğrulayıcı faktör analizi ile test edilmiştir. Kavramsal yapıya ait boyutların korelasyon analizleri gerçekleştirilerek, araştırma modeli doğrultusunda oluşturulan hipotezleri test etmek üzere basit doğrusal regresyon analizi uygulanmıştır. Bulgular: Araştırma bulgularına göre, vizyoner liderlik ile örgütsel çeviklik arasında orta düzeyde, pozitif yönde ve istatistiksel olarak anlamlı bir ilişki olduğu saptanmıştır. (r=0,589, p<0,05). Ayrıca, vizyoner liderlik alt boyutları olan iletişim, güvenilirlik, saygı, odak ile örgütsel çeviklik arasında orta düzeyde ve pozitif yönde; vizyoner liderlik risk alma boyutu ile örgütsel çeviklik arasında ise güçlü düzeyde ve pozitif yönde istatistiksel olarak anlamlı bir ilişki olduğu tespit edilmiştir. Öte yandan, vizyoner liderliğin örgütsel çeviklik üzerinde değişikliğin % 37’sini açıkladığı belirlenmiştir. (R2 = 0,371). Sonuç: VUCA ortamının en son yaşanılan örneği olarak nitelenen covid-19 pandemisi ve getirdiği çevresel belirsizlik, pandemi öncesi çevik örgüt yapısı yolunda adım atmış şirketlerin bu süreci daha kolay yönetmelerini sağlamıştır. Pandemi ile birlikte çevik örgüt yapısı yükselişe geçen trendler arasında yer almıştır. Pandemi sonrası, yazında ya da sektörler arasında çeviklik kavramı en çok ivmelenen kavram olmuştur. Çeviklik, çevrede oluşan değişimlere hızla cevap vererek uyum sağlama yeteneği olup, şirketlerin rekabet avantajıdır. Bu bağlamda, araştırmanın çevik dönüşüm sürecini başlatan ve/ veya başlatacak sigorta şirketlerine yol gösterici olabileceği ve bundan sonra yapılacak akademik çalışmalara da rehber olacağı düşünülmektedir.
Objective:Today, the environment in which businesses operate is defined by the concept of VUCA, which consists of Volatility, Uncertainty, Complexity, and Ambiguity. In the VUCA environment referred to as the “new normal,” businesses must transition from traditional management models to an agile organizational structure in order to ensure their sustainability and maintain competitive advantage.The process of agile transformation emphasizes the role of leaders as agents of change management. It is suggested that visionary leaders can effectively guide group members through this change and transformation process by aligning them within the framework of a shared future vision communicated effectively. Although there are studies in the literature examining leadership styles in relation to organizational agility, no research has been found that specifically investigates organizational agility and the relationship between visionary leadership and organizational agility in the context of health insurance companies. In this regard, the aim of the study is to examine the effect of visionary leadership behaviors on organizational agility within private health insurance companies. Materials and Methods: This research was designed as a descriptive and cross-sectional study. The research population consists of insurance companies operating in Istanbul. Data were collected via survey from 378 employees working in 13 private health insurance companies located in Istanbul. The construct validity of the visionary leadership and organizational agility scales used in the study was tested through confirmatory factor analysis. Correlation analyses were conducted for the conceptual dimensions, and simple linear regression analysis was applied to test the hypotheses formulated in line with the research model. Results:According to the research findings, there is a moderate, positive, and statistically significant relationship between visionary leadership and organizational agility (r=0.589, p<0.05). Additionally, it was determined that the subdimensions of visionary leadership, including communication, credibility, respect, and focus, have moderate and positive relationships with organizational agility, while the risk-taking dimension of visionary leadership has a strong and positive relationship with organizational agility. Furthermore, it was found that visionary leadership explains 37% of the variance in organizational agility.R2 = 0,371. Conclusion: The environmental uncertainty brought about by the covid-19 pandemic, which is regarded as the most recent example of a VUCA environment, enabled companies that had already taken steps toward adopting an agile organizational structure prior to the pandemic to manage the process more effectively. With the onset of the pandemic, agile organizational structures have emerged as one of the rising trends. In the post-pandemic period, agility has become the concept that has gained the most momentum both in the literature and across various sectors. Agility represents the capability to rapidly respond to and adapt to changes in the environment, thus serving as a source of competitive advantage for companies. In this context, it is considered that the present study may serve as a guiding resource for insurance companies that have initiated or are planning to initiate the process of agile transformation, and that it may also provide a reference point for future academic research in this field.
Objective:Today, the environment in which businesses operate is defined by the concept of VUCA, which consists of Volatility, Uncertainty, Complexity, and Ambiguity. In the VUCA environment referred to as the “new normal,” businesses must transition from traditional management models to an agile organizational structure in order to ensure their sustainability and maintain competitive advantage.The process of agile transformation emphasizes the role of leaders as agents of change management. It is suggested that visionary leaders can effectively guide group members through this change and transformation process by aligning them within the framework of a shared future vision communicated effectively. Although there are studies in the literature examining leadership styles in relation to organizational agility, no research has been found that specifically investigates organizational agility and the relationship between visionary leadership and organizational agility in the context of health insurance companies. In this regard, the aim of the study is to examine the effect of visionary leadership behaviors on organizational agility within private health insurance companies. Materials and Methods: This research was designed as a descriptive and cross-sectional study. The research population consists of insurance companies operating in Istanbul. Data were collected via survey from 378 employees working in 13 private health insurance companies located in Istanbul. The construct validity of the visionary leadership and organizational agility scales used in the study was tested through confirmatory factor analysis. Correlation analyses were conducted for the conceptual dimensions, and simple linear regression analysis was applied to test the hypotheses formulated in line with the research model. Results:According to the research findings, there is a moderate, positive, and statistically significant relationship between visionary leadership and organizational agility (r=0.589, p<0.05). Additionally, it was determined that the subdimensions of visionary leadership, including communication, credibility, respect, and focus, have moderate and positive relationships with organizational agility, while the risk-taking dimension of visionary leadership has a strong and positive relationship with organizational agility. Furthermore, it was found that visionary leadership explains 37% of the variance in organizational agility.R2 = 0,371. Conclusion: The environmental uncertainty brought about by the covid-19 pandemic, which is regarded as the most recent example of a VUCA environment, enabled companies that had already taken steps toward adopting an agile organizational structure prior to the pandemic to manage the process more effectively. With the onset of the pandemic, agile organizational structures have emerged as one of the rising trends. In the post-pandemic period, agility has become the concept that has gained the most momentum both in the literature and across various sectors. Agility represents the capability to rapidly respond to and adapt to changes in the environment, thus serving as a source of competitive advantage for companies. In this context, it is considered that the present study may serve as a guiding resource for insurance companies that have initiated or are planning to initiate the process of agile transformation, and that it may also provide a reference point for future academic research in this field.