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Dergiler / Beykoz Akademi Dergisi / 2020 / Cilt: 8 - Sayı: 2

OTANTİK LİDERLİK, LİDER ÖFKESİ VE TAKİPÇİ İŞ SONUÇLARI: ÖFKELİ VE ÖFKELİ OLMAYAN LİDERLERİN BİR KARŞILAŞTIRMASI

AUTHENTIC LEADERSHIP, LEADER ANGER AND FOLLOWER JOB OUTCOMES: A COMPARISON OF ANGRY VS. NON-ANGRY LEADERS

Nevra BAKER
Sayfa
106–126
Yayın Tarihi
2020-12-31
DOI
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⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

📌 3 Maddede Bu Makale

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Amaç & Hipotez:This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction.
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Temel Bulgular & Veri:In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively.
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Sonuç & Katkı:Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.
🔬Tür:Uygulamalı Anket & Alan Araştırması
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Authentic Leadership · Leader Anger · Affective Organizational Commitment

Özet

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

Abstract

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

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Bu Makaleye Atıf Yap

BAKER, N. (2020). OTANTİK LİDERLİK, LİDER ÖFKESİ VE TAKİPÇİ İŞ SONUÇLARI: ÖFKELİ VE ÖFKELİ OLMAYAN LİDERLERİN BİR KARŞILAŞTIRMASI. Beykoz Akademi Dergisi, Cilt: 8 - Sayı: 2, 106–126. https://ajindex.com/articles/103490

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