Browsing by Subject "Psychological safety"

Now showing 1 - 5 of 5

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
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
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
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
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.