Browsing by Subject "Job stress"

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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
Transformational leadership, idiosyncratic deals and employee outcomes
(Emerald Publishing, 2024-02-26) Karakitapoğlu Aygün, Zahide; Erdogan, Berrin; Caughlin, David E.; Bauer, Talya N.
Purpose: Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance). Design/methodology/approach: The authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders. Findings: TFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship. Originality/value: First, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance. © 2023, Emerald Publishing Limited.