Sağlık İşletmelerinde Sorumlu Liderlik
Özet
Liderlik, bir grup insanı ortak bir amaç doğrultusunda birlikte çalışmaları için etkileme ve motive etme yeteneğidir. Bir vizyon belirlemeyi, yön vermeyi ve başkalarına harekete geçmeleri için ilham vermeyi içerir (Demirtaş, 2020). Liderlik ayrıca grubun ve üyelerinin başarısı veya başarısızlığı için sorumluluk almayı da içerir. İyi liderler, güçlü iletişim ve kişilerarası becerilerin yanı sıra stratejik düşünme ve karar verme becerisine sahiptir. Ayrıca görevleri devredebilir ve ekiplerine destek ve rehberlik sağlayabilirler. Sorumlu liderlik, iyi bir örnek oluşturmayı, dürüst ve şeffaf olmayı, grubun başarıları ve başarısızlıklarını sahiplenmeyi içerir. Ayrıca grubun ve üyelerinin refahı için sorumluluk almayı, herkese adil ve saygılı davranılmasını sağlamayı içerir. Sorumlu liderlik, herhangi bir organizasyonun önemli parçalarındandır. Olumlu bir çalışma ortamı yaratarak güven ve saygı kültürünü geliştirmek için gereklidir. Sorumlu liderler ekiplerini motive edebilir, bir amaç ve aidiyet yaratabilirler. Ayrıca potansiyel sorunları ciddi sorunlar haline gelmeden önce tanımlayabilir ve ele alabilirler. Sorumlu liderlik, etik davranış taahhüdünü ve kuruluşun çıkarları doğrultusunda kararlar alma becerisini gerektirir. Liderler gerektiğinde risk almaya ve zor kararlar almaya istekli olmalıdır. Ayrıca kararlarının ne zaman yanlış gittiğini fark edebilmeli ve düzeltici önlem alabilmelidirler. Sorumlu liderlik, herhangi bir organizasyonun başarılı olması için gereklidir. Olumlu bir çalışma ortamı yaratmanın ve teşvik etmenin temelidir.
Leadership is the ability to influence and motivate a group of people to work together towards a common goal. It includes setting a vision, giving direction, and inspiring others to take action (Demirtaş, 2020). Leadership also involves taking responsibility for the success or failure of the group and its members. Good leaders have strong communication and interpersonal skills, as well as strategic thinking and decision-making skills. They can also delegate tasks and provide support and guidance to their teams. Responsible leadership involves setting a good example, being honest and transparent, and taking ownership of the group’s successes and failures. It also involves taking responsibility for the well-being of the group and its members, ensuring that everyone is treated fairly and with respect. Responsible leadership is an important part of any organization. It is essential to fostering a culture of trust and respect by creating a positive work environment. Responsible leaders can motivate their teams, create purpose and belonging, and identify and address potential problems before they become serious issues. Responsible leadership requires a commitment to ethical behavior and the ability to make decisions that are in the best interests of the organization. Leaders must be willing to take risks and make difficult decisions when necessary. They must also be able to recognize when their decisions are going wrong and take corrective action. Responsible leadership is essential for any organization to be successful. It is the foundation of creating and promoting a positive work environment.
Referanslar
Afsar, B., Maqsoom, A., Shahjehan, A., Afridi, S. A., Nawaz, A., & Fazliani, H. (2019). Responsible leadership and employee’s proenvironmental behavior: The role of organizational commitment, green shared vision, and internal environmental locus of control. Corporate Social Responsibility and Environmental Management, 27(1), 297-312. https://doi.org/10.1002/csr.1870
Akkuş, M. (2022). Okul yöneticilerinin sorumlu liderlik özelliklerinin öğretmenlerin iş tatminleri üzerindeki etkisi. Balkan ve Yakın Doğu Sosyal Bilimler Dergisi, 8(1), 31-35.
Athanasopoulou, A., & Selsky, J. W. (2015). The social context of corporate social responsibility: Enriching research with multiple perspectives and multiple levels. Business & Society, 54(3), 322-364. https://doi.org/10.1177/0007650312449260
Austin, E. J., Farrelly, D., Black, C., & Moore, H. (2007). Emotional intelligence, Machiavellianism and emotional manipulation: Does EI have a dark side? Personality and Individual Differences, 43(1), 179-189. https://doi.org/10.1016/j.paid.2006.11.019
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Balı, M., Karaca, M., Karaca, P., Gündüz, İ. G., & Karaboğa, İ. (2023). Okul müdürlerinin sorumlu liderlik özelliklerinin öğretmenlerin örgütsel bağlılık düzeylerine etkisi. Balkan & Near Eastern Journal of Social Sciences (BNEJSS, 9)(3), 1-12.
Bandura, A. (1986). Social foundations of thought and action. Engelwood Cliffs, NJ: Prentice-Hall.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
Burns, J. (1978). Leadership. New York: Harper & Row.
Cameron, K. (2011). Responsible leadership as virtuous leadership. In Responsible leadership (pp. 25-35). Springer, Dordrecht. https://doi.org/10.1007/978-94-007-3995-6_3
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), 375-393. https://doi.org/10.1177/1548051812471724
Cavagnora, E., & Van Der Zande, I. S. E. (2021). Reflecting on responsible leadership in the context of higher education. Journal of Leadership Education, 139-151. https://doi.org/10.12806/V20/I2/R9
Ciulla, J. B. (2013). Remembering and forgetting: Leadership in a transitional world. In W. W. Gasparski & B. Rok (Eds.), Transition redesigned: A practical philosophy perspective (pp. 39-50). New Brunswick-London: Transaction Publishers.
Collins, J. D., Uhlenbruck, K., & Rodriguez, P. (2009). Why firms engage in corruption: A top management perspective. Journal of Business Ethics, 87, 89-108. https://doi.org/10.1007/s10551-008-9872-3
Coşkun, A. (2017). Ahlaki kimlik ve makyavelizmin örgüt yararına ahlaki olmayan davranış üzerinde etkisi: Ahlaki iklimin düzenleyici rolü. (Doktora tezi, İstanbul Ticaret Üniversitesi, Sosyal Bilimler Enstitüsü).
Decety, J., Philip, L., & Jackson, P. L. (2006). A social-neuroscience perspective on empathy. Current Directions in Psychological Science, 15, 54-58. https://doi.org/10.1111/j.0963-7214.2006.00406.x
Demirtaş, Ö. (2020). Etik liderlik. In Örgütsel davranış ölçekleri rehberi (pp. 100-116). Ankara: Nobel Yayın Dağıtım.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005
Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. Academy of Management Perspectives, 28(3), 255-274. https://doi.org/10.5465/amp.2014.0013
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Doh, J. P., Stumpf, S. A., & Tymon Jr., W. G. (2011). Responsible leadership helps retain talent in India. Journal of Business Ethics, 98, 85-100. https://doi.org/10.1007/s10551-011-1018-3
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology, 99(5), 771-783. https://doi.org/10.1037/a0036474
Dugan, J. P., Morosini, A. M. R., & Beazley, M. R. (2011). Cultural transferability of socially responsible leadership: Findings from the United States and Mexico. Journal of College Student Development, 52, 456-474. https://doi.org/10.1353/csd.2011.0055
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.
Fry, L. W., Latham, J. R., Clinebell, S. K., & Kranhnke, K. (2016). Spiritual leadership as a model for performance excellence: A study of Baldrige award recipients. Journal of Management, Spirituality & Religion, 14(1), 22-47. https://doi.org/10.1080/14766086.2016.1202130
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Gibbons, B., Fernando, M., & Spedding, T. (2016). Teaching and learning responsible decision-making in business: A qualitative research evaluation of a simulation-based approach. Journal of Business Ethics Education, 13, 293-324.
Gond, J. P., Igalens, J., Swaen, V., & El Akremi, A. (2011). The human resources contribution to responsible leadership: An exploration of the CSR-HR interface. In Responsible leadership (pp. 115-132). Springer, Dordrecht. https://doi.org/10.1007/978-94-007-3995-6_8
Haque, A., Fernando, M., & Caputi, P. (2017). The relationship between responsible leadership and organisational commitment and the mediating effect of employee turnover intentions: An empirical study with Australian employees. Journal of Business Ethics, 156(3), 759-774. https://doi.org/10.1007/s10551-017-3575-6
Hofstede, G. (1980). Cultural consequences: International differences in work-related values. London: Sage.
James, K. V., & Priyadarshini, R. G. (2021). Responsible leadership: A new paradigm for organizational sustainability. Management and Labour Studies, 1-19. https://doi.org/10.1177/0258042X211043035
Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16, 366-395. https://doi.org/10.2307/258867
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751-765. https://doi.org/10.1037/0021-9010.85.5.751
Kaptein, M. (2008). Developing a measure of unethical behavior in the workplace: A stakeholder perspective. Journal of Management, 34, 978-1008. https://doi.org/10.1177/0149206308318618
Kempster, S., Maak, T., & Parry, K. (Eds.). (2019). Good dividends: Responsible leadership of business purpose. Routledge. https://doi.org/10.4324/9781351055333
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Maak, T., & Pless, N. M. (2006). Responsible leadership: A relational approach. In Responsible leadership (pp. 53-73). Routledge. https://doi.org/10.4324/9781351283392
Maak, T., & Pless, N. M. (2009). Business leaders as citizens of the world: Advancing humanism on a global scale. Journal of Business Ethics, 88(3), 537-550. https://doi.org/10.1007/s10551-009-0122-0
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Referanslar
Afsar, B., Maqsoom, A., Shahjehan, A., Afridi, S. A., Nawaz, A., & Fazliani, H. (2019). Responsible leadership and employee’s proenvironmental behavior: The role of organizational commitment, green shared vision, and internal environmental locus of control. Corporate Social Responsibility and Environmental Management, 27(1), 297-312. https://doi.org/10.1002/csr.1870
Akkuş, M. (2022). Okul yöneticilerinin sorumlu liderlik özelliklerinin öğretmenlerin iş tatminleri üzerindeki etkisi. Balkan ve Yakın Doğu Sosyal Bilimler Dergisi, 8(1), 31-35.
Athanasopoulou, A., & Selsky, J. W. (2015). The social context of corporate social responsibility: Enriching research with multiple perspectives and multiple levels. Business & Society, 54(3), 322-364. https://doi.org/10.1177/0007650312449260
Austin, E. J., Farrelly, D., Black, C., & Moore, H. (2007). Emotional intelligence, Machiavellianism and emotional manipulation: Does EI have a dark side? Personality and Individual Differences, 43(1), 179-189. https://doi.org/10.1016/j.paid.2006.11.019
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Balı, M., Karaca, M., Karaca, P., Gündüz, İ. G., & Karaboğa, İ. (2023). Okul müdürlerinin sorumlu liderlik özelliklerinin öğretmenlerin örgütsel bağlılık düzeylerine etkisi. Balkan & Near Eastern Journal of Social Sciences (BNEJSS, 9)(3), 1-12.
Bandura, A. (1986). Social foundations of thought and action. Engelwood Cliffs, NJ: Prentice-Hall.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
Burns, J. (1978). Leadership. New York: Harper & Row.
Cameron, K. (2011). Responsible leadership as virtuous leadership. In Responsible leadership (pp. 25-35). Springer, Dordrecht. https://doi.org/10.1007/978-94-007-3995-6_3
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), 375-393. https://doi.org/10.1177/1548051812471724
Cavagnora, E., & Van Der Zande, I. S. E. (2021). Reflecting on responsible leadership in the context of higher education. Journal of Leadership Education, 139-151. https://doi.org/10.12806/V20/I2/R9
Ciulla, J. B. (2013). Remembering and forgetting: Leadership in a transitional world. In W. W. Gasparski & B. Rok (Eds.), Transition redesigned: A practical philosophy perspective (pp. 39-50). New Brunswick-London: Transaction Publishers.
Collins, J. D., Uhlenbruck, K., & Rodriguez, P. (2009). Why firms engage in corruption: A top management perspective. Journal of Business Ethics, 87, 89-108. https://doi.org/10.1007/s10551-008-9872-3
Coşkun, A. (2017). Ahlaki kimlik ve makyavelizmin örgüt yararına ahlaki olmayan davranış üzerinde etkisi: Ahlaki iklimin düzenleyici rolü. (Doktora tezi, İstanbul Ticaret Üniversitesi, Sosyal Bilimler Enstitüsü).
Decety, J., Philip, L., & Jackson, P. L. (2006). A social-neuroscience perspective on empathy. Current Directions in Psychological Science, 15, 54-58. https://doi.org/10.1111/j.0963-7214.2006.00406.x
Demirtaş, Ö. (2020). Etik liderlik. In Örgütsel davranış ölçekleri rehberi (pp. 100-116). Ankara: Nobel Yayın Dağıtım.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005
Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. Academy of Management Perspectives, 28(3), 255-274. https://doi.org/10.5465/amp.2014.0013
Doh, J., & Stumpf, S. (Eds.). (2005). Handbook of responsible leadership and governance in global business. London: Edward Elgar.
Doh, J. P., Stumpf, S. A., & Tymon Jr., W. G. (2011). Responsible leadership helps retain talent in India. Journal of Business Ethics, 98, 85-100. https://doi.org/10.1007/s10551-011-1018-3
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology, 99(5), 771-783. https://doi.org/10.1037/a0036474
Dugan, J. P., Morosini, A. M. R., & Beazley, M. R. (2011). Cultural transferability of socially responsible leadership: Findings from the United States and Mexico. Journal of College Student Development, 52, 456-474. https://doi.org/10.1353/csd.2011.0055
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.
Fry, L. W., Latham, J. R., Clinebell, S. K., & Kranhnke, K. (2016). Spiritual leadership as a model for performance excellence: A study of Baldrige award recipients. Journal of Management, Spirituality & Religion, 14(1), 22-47. https://doi.org/10.1080/14766086.2016.1202130
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Gibbons, B., Fernando, M., & Spedding, T. (2016). Teaching and learning responsible decision-making in business: A qualitative research evaluation of a simulation-based approach. Journal of Business Ethics Education, 13, 293-324.
Gond, J. P., Igalens, J., Swaen, V., & El Akremi, A. (2011). The human resources contribution to responsible leadership: An exploration of the CSR-HR interface. In Responsible leadership (pp. 115-132). Springer, Dordrecht. https://doi.org/10.1007/978-94-007-3995-6_8
Haque, A., Fernando, M., & Caputi, P. (2017). The relationship between responsible leadership and organisational commitment and the mediating effect of employee turnover intentions: An empirical study with Australian employees. Journal of Business Ethics, 156(3), 759-774. https://doi.org/10.1007/s10551-017-3575-6
Hofstede, G. (1980). Cultural consequences: International differences in work-related values. London: Sage.
James, K. V., & Priyadarshini, R. G. (2021). Responsible leadership: A new paradigm for organizational sustainability. Management and Labour Studies, 1-19. https://doi.org/10.1177/0258042X211043035
Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16, 366-395. https://doi.org/10.2307/258867
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751-765. https://doi.org/10.1037/0021-9010.85.5.751
Kaptein, M. (2008). Developing a measure of unethical behavior in the workplace: A stakeholder perspective. Journal of Management, 34, 978-1008. https://doi.org/10.1177/0149206308318618
Kempster, S., Maak, T., & Parry, K. (Eds.). (2019). Good dividends: Responsible leadership of business purpose. Routledge. https://doi.org/10.4324/9781351055333
Kohlberg, L. (1984). The psychology of moral development: Essays on moral development. San Francisco: Harper & Row.
Lu, Y. H. (2012). The impact of responsible leadership on business growth performance: Based on the view of the stakeholder theory. (Master’s thesis, Zhejiang University, Hangzhou).
Lynham, S. A., & Chermack, T. J. (2006). Responsible leadership for performance: A theoretical model and hypotheses. Journal of Leadership & Organizational Studies, 12(4), 73-88. https://doi.org/10.1177/107179190601200406
Maak, T. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74(4), 329-343. https://doi.org/10.1007/s10551-007-9510-5
Maak, T., & Pless, N. M. (2006). Responsible leadership: A relational approach. In Responsible leadership (pp. 53-73). Routledge. https://doi.org/10.4324/9781351283392
Maak, T., & Pless, N. M. (2009). Business leaders as citizens of the world: Advancing humanism on a global scale. Journal of Business Ethics, 88(3), 537-550. https://doi.org/10.1007/s10551-009-0122-0
Marques, T., Reis, N. R., & Gomes, J. F. (2018). Responsible leadership research: A bibliometric review. Bar. Brazilian Administration Review, 15, 1-25. https://doi.org/10.1590/1807-7692bar2018180067
Miska, C., & Mendenhall, M. E. (2015). Responsible leadership: A mapping of extant research and future directions. Journal of Business Ethics, 148(1), 117-134. https://doi.org/10.1007/s10551-015-2999-0
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