Publication: Amirlerin liderlik tarzları ve kişilik özellikleri ile ilgili değerlendirmelerin iş tatmini üzerindeki etkileri: TSK’ da yapılan bir araştırma
Abstract
Liderlik tarzları ve iş tatmini, örgütsel davranış alanında en çok işlenen konulardan birisidir. Liderlik tarzı ve iş tatmini arasındaki ilişkileri ele alan araştırmaların, bu iki değişken arasındaki ilişkilerin iş tanımları ve örgüt büyüklükleri gibi örgütsel değişkenler bağlamında yeterli ölçüde incelenmedikleri görülmektedir. Ayrıca göze çarpan diğer bir eksiklik de, üstlerin liderlik tarzları ve kişilik özelliklerine ilişkin algılamalar arasındaki ilişkidir. Bu araştırmada TSK. bünyesinde çalışan personelin, amirlerinin liderlik tarzları ve kişilik özellikleri ile ilgili algılamalarının iş tatminleri üzerindeki etkileri, örgütsel değişkenler olarak ele aldığımız iş tanımları ve örgüt büyüklükleri bağlamında incelenmiştir. Araştırma için üç hipotez öne sürülmektedir: H .1 Karargahlarda (orta ölçekli işletme) amirlerini insana yönelik lider olarak algılayan çalışanların iş tatminleri, amirlerini işe yönelik lider olarak algılayan personele kıyasla daha yüksektir. H 2. Kıt'alarda (büyük ölçekli işletme) amirlerini işe yönelik lider olarak algılayan çalışanların iş tatminleri, amirlerini insana yönelik lider olarak algılayan personele kıyasla daha yüksektir. H 3. Karargahlarda kişisel özelliklerini olumlu olarak algıladıkları amirler ile çalışan personelin iş tatminleri, kıt'alarda kişisel özelliklerini olumlu olarak algıladıkları amirler ile çalışan personelin iş tatminlerine kıyasla daha yüksektir. Araştırma karargah ve kıt'alarda görev yapan toplam 120 personel ile gerçekleştirilmiştir. Araştırmamızda, çalışma için geliştirilen likert tipi Liderlik Ölçeği, Kişilik Özellikleri Ölçeği ve daha önce geliştirip uygulamış Minnesota İş Tatmin Ölçeği kullanılmıştır. Araştırmanın bulgularına göre : 1. Yapılan varyans analizlerine göre, karargahlarda amirlerini insana yönelik lider olarak algılayan çalışanların iş tatminleri, amirlerini işe yönelik lider olarak algılayan personele kıyasla manidar düzeyde farklı değildir. Bu nedenle araştırmanın 1. hipotezi reddedilmiştir. 2. Kıt'alarda amirlerini işe yönelik lider olarak algılayan çalışanların dış kaynaklı iş tatminleri, insana yönelik lider olarak algılayanlara kıyasla manidar olarak yüksek çıkmaktadır. Bu açıdan hipotez 2 kısmi olarak desteklenmektedir. Araştırmada, 3. Hipotezle ilgili olarak astların iş tatminlerinin amirlerin kişilik özellikleriyle ilgili değerlendirmelerine göre farklılaşacağına işaret eden manidar bir bulgu çıkmamıştır. Bu nedenle araştırmanın 3. hipotezi reddedilmiştir.
Leadership styles and job satisfaction constitute one of the most worked out topics in Organizational Behaviour. The literature study on the relationships between leadership styles and job satisfaction, do not seem to consider the effects of organizational variables such as job descriptions and organizational sizes. Additionally the relationship between leadership styles and the personality characteristics of the superiers perceived by the employees is another topic of interest which needs further research in the literature. This study studies the effects of the perceived leadership styles and personality characteristics of chief army officers upon their job satisfaction in context of job descriptions and organization sizes. Three hypothesis are formulated for this research: H 1 In headquarters (medium scaled establishments) personnel who regard their chiefs as human-related leaders' will have higher job satisfaction than the personnel who regard their chiefs as work-oriented leaders. H 2 In combat troops (large scaled establishments) the personnel who regard their chiefs as work-oriented leaders' will have higher job satisfaction than the personnel who regard their chiefs as human-related leaders. H 1 In headquarters job satisfaction of the personnel who perceive their chiefs with positive personality characteristics is higher than the job satisfaction of the personnel who regard their superiers with positive personality characteristics in combat troops. The research is conducted utilizing a total of 120 personnel in headquarters and combat troops. For the purpose of the study, likert type Leadership Scales and Personnality Scales were developed and utilized as well as Minnesota Job Satisfaction Questionnaire. Findings of the research revealed that: 1. The job satisfaction of the headquarter personnel who regard their superiers as human-oriented; is not significantly different from the job satisfaction of the headquarter personnel who regard their superiers as work-oriented. Thus, the first hypothesis of the research is refused. 2. The extrinsic job satisfaction of the headquarter personnel who regard their superier as work-oriented, comes out to be significantly higher than the job satisfaction of the headquarter personnel who regard their superier as human-oriented. In this respect the second hypothesis is partially supported. 3. Referring to the third hypothesis of the reseach, no significant findings indicate that subordinates' job satisfactions vary with the personality evaluations of the chiefs. Thus, the third hypothesis of the research is also refused.
Leadership styles and job satisfaction constitute one of the most worked out topics in Organizational Behaviour. The literature study on the relationships between leadership styles and job satisfaction, do not seem to consider the effects of organizational variables such as job descriptions and organizational sizes. Additionally the relationship between leadership styles and the personality characteristics of the superiers perceived by the employees is another topic of interest which needs further research in the literature. This study studies the effects of the perceived leadership styles and personality characteristics of chief army officers upon their job satisfaction in context of job descriptions and organization sizes. Three hypothesis are formulated for this research: H 1 In headquarters (medium scaled establishments) personnel who regard their chiefs as human-related leaders' will have higher job satisfaction than the personnel who regard their chiefs as work-oriented leaders. H 2 In combat troops (large scaled establishments) the personnel who regard their chiefs as work-oriented leaders' will have higher job satisfaction than the personnel who regard their chiefs as human-related leaders. H 1 In headquarters job satisfaction of the personnel who perceive their chiefs with positive personality characteristics is higher than the job satisfaction of the personnel who regard their superiers with positive personality characteristics in combat troops. The research is conducted utilizing a total of 120 personnel in headquarters and combat troops. For the purpose of the study, likert type Leadership Scales and Personnality Scales were developed and utilized as well as Minnesota Job Satisfaction Questionnaire. Findings of the research revealed that: 1. The job satisfaction of the headquarter personnel who regard their superiers as human-oriented; is not significantly different from the job satisfaction of the headquarter personnel who regard their superiers as work-oriented. Thus, the first hypothesis of the research is refused. 2. The extrinsic job satisfaction of the headquarter personnel who regard their superier as work-oriented, comes out to be significantly higher than the job satisfaction of the headquarter personnel who regard their superier as human-oriented. In this respect the second hypothesis is partially supported. 3. Referring to the third hypothesis of the reseach, no significant findings indicate that subordinates' job satisfactions vary with the personality evaluations of the chiefs. Thus, the third hypothesis of the research is also refused.