Browsing by Author "Erkutlu, H."

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Open Access
Authentic leadership and organizational job embeddedness in higher education
(Hacettepe Üniversitesi, 2017) Erkutlu, H.; Chafra, Jamel
This study examines the relationship between authentic leadership and organizational job embeddedness and the mediating roles of psychological ownership and self-concordance on that relationship in higher education. The study sample encompasses 1193 faculty members along with their deans from randomly selected 13 universities in İstanbul, Ankara, İzmir, Kayseri, Antalya, Bursa, Samsun and Gaziantep during 2013-2014 spring semester. Faculty member’s perceptions of psychological ownership, self-concordance and organizational job embeddedness were measured using the Psychological Ownership Scale developed by Van Dyne and Pierce (2004), Perceived Locus of Causality Scale developed by Sheldon and Elliot (1999) and Organization Embeddedness Scale developed by Mitchell, Holtom, Lee, Sablynski, and Erez (2001) respectively. Avolio, Gardner, and Walumbwa’s (2007) Authentic Leadership Questionnaire was used to assess faculty dean’s authentic leadership behaviors. The results revealed a significant and positive relationship between authentic leadership and organizational job embeddedness and mediating roles of psychological ownership and self-concordance on that relationship.
Open Access
Benevolent leadership and psychological well-being: the moderating effects of psychological safety and psychological contract breach
(Emerald Group Publishing Ltd., 2016) Erkutlu, H.; Chafra, J.
Purpose: – The purpose of this paper is to examine the relationship between benevolent leadership (BL) and psychological well-being (PWB) as well as to test the moderating roles of psychological safety (PS) and psychological contract breach (PCB) on that relationship. Design/methodology/approach: – Data encompasses 1,009 employees from 23 five-star hotels in Turkey. The moderating roles of PS and PCB on the BL and PWB relationship were tested using the moderated hierarchical regression analysis. Findings: – The moderated hierarchical regression analysis results reveal that there was a significant positive relationship between BL and employee PWB. In addition, the positive relationship between BL and well-being was stronger when PS was higher than when it was lower. On the contrary, high-PCB weakened the positive relationship between BL and PWB. Practical implications: – This study showed that both PS and BL enhance well-being. Managers could promote PS by breaking down the barriers preventing effective communication and discussion. Moreover, the results of this study indicated that the state of the psychological contract is a significant predictor of employees’ well-being. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent PCB, an important source of employee dissatisfaction and distrust. Originality/value: – The study provides new insights into the influence that BL may have on PWB and the moderating roles of PS and contract breach in the link between BL and employee well-being. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and enhancing well-being.
Open Access
Despotic leadership and organizational deviance: the mediating role of organizational identification and the moderating role of value congruence
(Emerald Publishing Limited, 2018) Erkutlu, H.; Chafra, Jamel
Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered. Design/methodology/approach Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance. Originality/value This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.
Open Access
Effects of trust and psychological contract violation on authentic leadership and organizational deviance
(Emerald Group Publishing Limited, 2013) Erkutlu, H.; Chafra, J.
Purpose: The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship. Design/methodology/approach: Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship. Findings: The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance. Practical implications: Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance. Originality/value: This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect-related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader-follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.
Open Access
Ethical leadership and workplace bullying in higher education
(Hacettepe Üniversitesi, 2014) Erkutlu, H.; Chafra, Jamel
This study examines the relationship between ethical leadership and workplace bullying and the mediating roles of psychological safety and psychological contract fulfillment on that relationship in higher education. The sample of this study is composed of 591 faculty members along with their deans from 9 private universities chosen by random method in İstanbul, Ankara, İzmir, Kayseri, Konya and Gaziantep in 2011-2012 spring semester. Faculty members’ perceptions of psychological safety and psychological contract fulfillment were measured using the scale developed by Kahn (1990) and psychological contract fulfillment scale developed by Robinson and Morrison (1995). Brown, Treviño, and Harrison’s (2005) ethical leadership scale and Einarsen and Hoel’s (2001) the Negative Act Questionnaire-Revised scale were used to assess faculty member’s perception of the ethical leadership and workplace bullying respectively. The results revealed a significant negative relationship between ethical leadership and bullying and mediating roles of psychological safety and psychological contract fulfillment on that relationship.
Open Access
Impact of behavioral integrity on organizational identification: the moderating roles of power distance and organizational politics
(Emerald Publishing Limited, 2016) Erkutlu, H.; Chafra, J.
Purpose – The purpose of this paper is to examine the relationship between leader’s behavioral integrity and employees’ organizational identification as well as to test the moderating roles of power distance and organizational politics on that relationship. Design/methodology/approach – Data encompass 969 employees from 19 five-star hotels in Turkey. The relationship between behavioral integrity and organizational identification and the moderating roles of power distance and organizational politics on that relationship were tested using the partial least squares structural equation modeling (PLS-SEM) and moderated hierarchical regression analyses. Findings – The PLS-SEM and moderated hierarchical regression analyses results reveal that there was a significant positive relationship between leader’s behavioral integrity and employees’ organizational identification. In addition, the positive relationship between behavioral integrity and organizational identification was weaker when both power distance and organizational politics were higher compared to that when they were lower. Practical implications – This study showed that leader’s behavioral integrity enhanced employees’ organizational identification. Leaders need to show the perceived alignment between their words and deeds and strive to form high quality leader–follower exchanges to create a trust-based culture that satisfies the necessary affective and cognitive components required for trust formation. Moreover, the results of this study indicated that perceived organizational politics weakened employees’ identification with their organizations. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent organizational politics, an important source of employee dissatisfaction and distrust. Originality/value – The study provides new insights into the influence that leader’s behavioral integrity may have on employees’ organizational identification and the moderating roles of power distance and organizational politics in the link between behavioral integrity and employees’ identification with their organizations. This paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in fostering organizational identification and lowering perceived organizational politics.
Open Access
Impact of behavioral integrity on workplace ostracism: the moderating roles of narcissistic personality and psychological distance
(Emerald Group Publishing Ltd., 2016) Erkutlu, H.; Chafra, J.
Purpose – The purpose of this paper is to examine the relationship between leader’s behavioral integrity and his/her workplace ostracism as well as to test the moderating roles of narcissistic personality and psychological distance on that relationship. Design/methodology/approach – Data were collected from 13 state universities in Turkey. The sample included 1,003 randomly chosen faculty members and deans of their faculties. The moderating roles of narcissistic personality and psychological distance on the behavioral integrity and workplace ostracism relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between leader’s behavioral integrity and his/her workplace ostracism. In addition, the negative relationship between behavioral integrity and workplace ostracism was weaker when both leader’s narcissistic personality and psychological distance were higher than when they were lower. Practical implications – This study showed that behavioral integrity lowered workplace ostracism. Workplace ostracism could be reduced by displaying the behavioral integrity (the alignment between words and deeds) and breaking down the barriers preventing effective communication and discussion in the organization. Moreover, the results of this study indicated that psychological distance was a significant predictor of workplace ostracism. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to minimize psychological distance, an important source of employee dissatisfaction and distrust. Originality/value – The study provides new insights into the influence that behavioral integrity may have on workplace ostracism and the moderating roles of narcissistic personality and psychological distance in the link between behavioral integrity and workplace ostracism. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust and lowering workplace ostracism.
Open Access
The impact of team empowerment on proactivity: the moderating roles of leader's emotional intelligence and proactive personality
(Emerald Publishing Limited, 2012) Erkutlu, H.; Chafra, J.
Purpose: The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional intelligence (EI) and a team member's proactive personality. Design/methodology/approach: To provide a rigorous test of the hypotheses, a field study from a sample of 910 certified nurses in 82 teams from 12 university hospitals in Turkey was conducted. Findings: The results reveal that proactivity is positively associated with team empowerment. In addition, team leader's EI and team members' proactive personality influence the relationship between team empowerment and team proactivity. Specifically, teams exhibit the highest proactivity when team leaders' EI and team members' proactive personality are high. Research limitations/implications: The main strength of the investigation in this study was its multilevel research design. Most research on proactivity and empowerment has been conducted within single organizations, precluding an assessment of the way in which individual difference variables influence empowerment or proactivity. The multilevel design incorporated in this study, however, was capable of capturing the complexity of individual behaviors by considering different contexts. Practical implications: In encouraging team proactivity, leadership and team members' personality characteristics do matter. Identifying individual difference variables such as team leader's EI, leader-member exchange, locus of control or team members' personality help to advance the theoretical understanding of the team proactivity. This study provides evidence of the positive relationship between team empowerment and team proactivity. Such knowledge may help to search for continuous improvement and innovative solutions to work problems employed by healthcare administrators and potentially reduce the costs associated with losing high-potential nurses. Originality/value: This is one of the first studies to provide evidence of the moderating roles of the team leader's EI and team members' proactive personality levels on the relationship between team empowerment and team proactivity in university hospitals that formally implement work teams.
Open Access
The impact of transformational leadership on organizational and leadership effectiveness : the Turkish case
(Emerald Publishing Limited, 2008) Erkutlu, H.
Purpose - The purpose of this paper is to examine the influence of leadership behaviors on both organizational and leader effectiveness at boutique hotels. Design/methodology/approach - A total of 722 subjects (60 managers and 662 non-managerial employees) participated in this study from 60 boutique hotels. Participants were told that the study was designed to collect information on the leadership styles used by managers and on the satisfaction and commitment of employees in the hospitality workforce. Multifactor Leadership Questionnaire, Organizational Commitment Questionnaire and Job Descriptive Index were used to assess leadership behaviors of the boutique hotels' first-line managers and commitment and satisfaction levels of employees, respectively. Findings - There are significant relations between leadership behaviors and both organizational and leadership effectiveness. The findings support the suggestion in the literature that transformational leadership behaviors stimulate organizational commitment and job satisfaction in the hospitality industry. Research limitations/implications - There are several limitations that could be future research topics, such as hotels' source of funding, demographic characteristics of the participants. There is a question about the generalizability of these findings to other hospitality organizations such as four or five-star hotels. Originality/value - This paper explores an aspect of leadership in the hospitality industry that is often neglected. It provides compelling evidence for the importance of continuing the efforts to understand the nature of the leadership behaviors-effectiveness connection.
Open Access
Leader Machiavellianism and follower silence: the mediating role of relational identification and the moderating role of psychological distance
(Emerald Group Publishing, 2019) Erkutlu, H.; Chafra, Jamel
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach – Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings – The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications – The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value – This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.
Open Access
Leader moral disengagement and follower knowledge hiding. A moderated mediation model of follower Machiavellianism and trust in the leader
(Emerald Publishing Limited, 2021-07-07) Erkutlu, H.; Chafra, Jamel
Purpose – This study aims to build a moderated mediation model to investigate the roles that trust in the leader and follower Machiavellianism can play in the relationship between moral disengagement of the leader and hiding of knowledge of the followers. Design/methodology/approach – Data were gathered from eight universities in Turkey using a set of 72 matched leader (dean)–follower (faculty member) questionnaires. The hypotheses were tested with multiple regression, moderated regression and bootstrapping analyses. Findings – The findings reveal that leader moral disengagement positively influences follower knowledge hiding, while trust in the leader mediates this influence and follower Machiavellianism not only moderates the relationship between leader moral disengagement and trust in the leader but also reduces the indirect relationship between leader moral disengagement and follower knowledge hiding through trust in the leader. Research limitations/implications –Even though measurements of research variables were collected from different sources and with time separation, common method bias might have existed. Also, this research is carried out in a single cultural context posing the issue of the generalizability of our findings to other cultural contexts. Originality/value – The main contribution of this study is to construct and investigate a conceptual model that focuses on the possible effect of moral disengagement of the leader on knowledge hiding by the followers. Also, by supporting the mediating role of trust in the leader, this research reveals that followers of leaders with high moral disengagement are more prone to indulge in the hiding of knowledge. Moreover, the moderating role of follower Machiavellianism, found in this study, provides an additional understanding that followers may vary in the degree to which they are sensitive to the leader’s influence.
Open Access
Leader narcissism and defensive silence in higher education: a moderated mediation model of interactional justice and value congruence
(Dokuz Eylül University, 2020) Erkutlu, H.; Chafra, Jamel
This study aims to investigate the relationship between the narcissism of leader and the defensive silence of employee. Specifically, it introduces interactional justice as mediator by taking a relational approach. It also considers the moderating role of leader-follower congruence in the relationship between leader narcissism and defensive silence. The sample included 1,023 randomly selected faculty members and department chairs from 15 universities in Turkey. Hierarchical multiple regression analysis tested the proposed model. The findings supported the positive relationship between leader narcissism and employee's defensive silence as well as interactional justice's mediating role. Moreover, when the level of congruence of leader-follower value is high, the relationship between leader narcissism and defensive silence is also strong, whereas the relationship is weak when the level of congruence of leader-follower value is low. This study contributes to employee silence literature by revealing the relationship between leader narcissism and employee silence. In addition, this study provides practical assistance to higher education employees along with their leaders interested in building trust, enhancing employee-leader relationships, and reducing defensive silence.
Open Access
Leader psychopathy and organizational deviance: the mediating role of psychological safety and the moderating role of moral disengagement
(Emerald Group Publishing, 2019) Erkutlu, H.; Chafra, Jamel
The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered. Design/methodology/approach – The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis. Findings – The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high. Practical implications – The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance. Originality/value – This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.
Open Access
Leader’s integrity and employee silence in healthcare organizations
(Emerald Group Publishing, 2019) Erkutlu, H.; Chafra, Jamel
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between a leader’s behavioral integrity and employee acquiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of employee political skill, in the relationship between behavioral integrity and employee acquiescent silence, is also considered. Design/methodology/approach – The data of this study encompass 913 front-line nurses from 13 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings – The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. Practical implications – The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence. Originality/value – This study contributes to the literature on workplace silence by revealing the relational mechanism between behavioral integrity and employee silence. This paper also offers a practical assistance to employees in the healthcare industry and their administrators interested in building trust and high-quality manager–employee relationship, as well as lowering workplace silence.
Open Access
Leader’s integrity and interpersonal deviance: the mediating role of moral efficacy and the moderating role of moral identity
(Emerald Group Publishing, 2019) Erkutlu, H.; Chafra, Jamel
The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity. Design/methodology/approach – Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs. Findings – The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low. Practical implications – This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance. Originality/value – This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.
Open Access
The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification
(Emerald Publishing Limited, 2015) Erkutlu, H.; Chafra, J.
Purpose – The purpose of this paper is to examine the relationships between conflict management styles (CMS) used by leaders and organizational identification of their followers as well as to test the mediating effects of psychological safety and employee voice on that relationship. Design/methodology/approach – Data were collected on site from 1,023 employees in 13 multinational companies in Turkey. The mediating roles of psychological safety and employee voice on the CMS and organizational identification relationship were tested using ordinary least squares regression analyses. Findings – The results show that cooperative CMS is positively and significantly correlated with organizational identification. In addition, the results of the hierarchical multiple regression analyses support the mediating effects of psychological safety and employee voice with regard to the relationship between CMS and organizational identification. Practical implications – Given that cooperative CMS are associated with valued organizational outcomes such as higher employees’ commitment, trust and satisfaction in leaders and citizenship behaviors, organizational efforts to foster cooperative CMS should prove fruitful. Moreover, focussing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that CMS will increase level of employees’ identification with their organizations. Originality/value – The value of this study is its original contribution to the research literature, as no previous studies, which incorporated CMS, organizational identification, and psychological safety and voice behavior as mediating variables were found during the exhaustive literature review. Keywords Voice behaviour, Psychological safety, Conflict management styles, Organizational identification Paper type Research paper
Open Access
Organizational culture's role in the relationship between power bases and job stress
(Hacettepe Üniversitesi, 2011) Erkutlu, H.; Chafra, Jamel; Bumin, B.
The purpose of this research is to examine the moderating role of organizational culture in the relationship between leader’s power bases and subordinate’s job stress. Totally 622 lecturers and their superiors (deans) from 13 state universities chosen by random method in Ankara, İstanbul, İzmir, Antalya, Samsun, Erzurum and Gaziantep in 2008-2009 fall semester, constitute sample of the research. Dean’s power bases were measured using the Interpersonal Power Inventory (IPI). Job Stress Survey and The Organizational Culture Profile (OCP) were used to assess job stress and organizational culture respectively. In the study, the hypotheses were tested by using moderated hierarchical regression. The results of this study reveal that aggressiveness dimension of culture from the OCP, strengthened the positive relationship between harsh power bases and job stress and another dimension, respect for people, weakened that relationship. Furthermore, respect for people dimension strengthened the negative relationship between soft power bases and job stress.
Open Access
Servant leadership and voice behavior in higher education
(Hacettepe Üniversitesi, 2015) Erkutlu, H.; Chafra, Jamel
This study examines the relationship between servant leadership and voice behavior and the mediating roles of psychological empowerment and psychological safety on that relationship in higher education. The study sample encompasses a total of 793 faculty members along with their deans from randomly selected 10 state universities in İstanbul, Ankara, İzmir, Kayseri, Konya, Bursa, Samsun and Gaziantep during 2012-2013 spring semester. Faculty member’s perceptions of psychological empowerment, psychological safety and voice behavior were measured using the psychological empowerment scale developed by Spreitzer (1995), the psychological safety scale developed by Edmondson (1999) and van Dyne and LePine’s (1998) voice behavior scale respectively. Ehrhart's (2004) servant leadership scale was used to assess faculty dean’s perception of the servant leadership. The results revealed a significant positive relationship between servant leadership and voice behavior and mediating roles of psychological empowerment and safety on that relationship.
Open Access
Value congruence and commitment to change in healthcare organizations
(Emerald Publishing Limited, 2016) Erkutlu, H.; Chafra, J.
Purpose – The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship. Design/methodology/approach – Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower. Practical implications – This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions. Originality/value – The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism. Keywords Psychological contract breach, Commitment to change, Value congruence, Workplace ostracism Paper type Research paper