KRİZ DÖNEMLERİNDE LİDERLİK TARZLARININ ÖRGÜTSEL BAĞLILIK ÜZERİNE ETKİSİNDE ÖRGÜTSEL GÜVENİN VE ÖZ YETERLİLİĞİN ROLÜ

Abstract

In large-scale crises such as the Covid-19 pandemic, leaders and employees in organizations need to have the same perspective in order to quickly adapt to changing situations and respond to this change. Ethical leaders (EL) and Transformational leaders (TL) can increase the commitment of employees to the organization with the work environment these leaders create while managing crises, bring them together on a common ground, ensure that the organization easily adapts to changing situations and minimize the effects of the crisis. It can be said that EL and TL styles were not tested together in the studies conducted during crisis, and the service sector greatly affected by the crises also excluded from the scope. In this quantitative research, five different scales were used, 396 surveys collected from employees in the service sector (Food, Private Security, Communication) via social platforms were evaluated with the convenience sampling method. Thanks to their operability during crisis, these three different sector have been chosen as sampling. To increase diversity in the sampling, employees have been selected from different departments and asked to evaluate their leaders whose titles were "Section, Squat, Department Leaders or Managers, etc." .Mediating role of Self-Efficacy (SE) and the moderating role of Organizational Trust (OT) in the effect of EL and TL on Organizational Commitment (OC) has been tested with Structural Equation Model (SEM) in AMOS. Four hypotheses created, all hypotheses were supported except the mediating role of SE. To the findings, when the two leadership styles were applied together, only TL had a statistically significant effect on OC and the gender of the leaders also had a effect on OC was observed. Finally among the two leadership styles to be implemented in the service sector during the crisis, TL is important in increasing the OC positively.