Research Article
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The Effect of Authentic Leadership on Flow at Work: The Role of Psychological Climate

Year 2023, Issue: 128, 43 - 71, 13.06.2023

Meryem Derya Yeşiltaş Azmi Yalçın Sefer Yılmaz

https://doi.org/10.52836/sayistay.1238249

Abstract

This study aims to examine how authentic leadership (AL) affects employees’ flow experiences and the indirect effect of AL on flow at work (FaW) through psychological climate (PC). It offers a different perspective in terms of testing the connection between AL and FaW through the business environment. Its sample consists of 391 public sector employees from different cities in Türkiye. In the study, convenience and snowball sampling methods were used together. Results indicate that perceived AL has a positive and significant impact on the perceived PC. Perceived AL
and perceived PC effect the FaW positively. The most important finding of the study is that PC positively mediates the effect of perceived AL on the FaW experience.

Keywords

Authentic Leadership Work Flow Experience Psychological Climate Public Employees Mediation

References

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  • Avolio, B.J., Gardner, W.L., Walumbwa, F., Luthans, F. and May, D.R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801-823.
  • Avolio, B.J. and Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
  • Bamford, M., Wong, C.A. and Laschinger, H. (2012). The influence of authentic leadership and areas of worklife on work engagement of registered nurses. Journal of Nursing Management, 1–12.
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  • Bakker, A. (2008), The Work-Related Flow Inventory: Construction and Initial Validation of the WOLF, Journal of Vocational Behavior, (72), 400-414.
  • Bakker, A.B. and Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of managerial psychology, 22(3), 309-328.
  • Banks, G.C., McCauley, K.D., Gardner, W.L. and Guler, C.E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652.
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  • Carr, J.Z., Schmidt, A.M., Ford, J.K. and DeShon, R.P. (2003). Climate perceptions matter: a Metaanalytic path analysis relating molar climate, cognitive and affective states and individual level work outcomes, Journal of Applied Psychology, 88(4), 605-619.
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  • Demerouti, E., Bakker, A.B., Sonnentag, S. and Fullagar, C.J. (2012). Work‐related flow and energy at work and at home: A study on the role of daily recovery. Journal of Organizational Behavior, 33(2), 276-295.
  • Dickson, M.W., Resick, C.J. and Hanges, P.J. (2006). When organizational climate is unambiguous, it is also strong. Journal of Applied Psychology, 91, 351-364.
  • Dickson, M.W., Smith, D.B., Grojean, M.W. and Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. The leadership quarterly, 12(2), 197-217.
  • Diener, E. (2000). Subjective well-being, the science of happiness and a proposal for a national index. American Psychologist, 55, 34–43.
  • Eagly, A. (2005). Achieving relational authenticity in leadership: does gender matter?, The Leadership Quarterly, 16(3), 459-474.
  • Engeser, S. and Rheinberg, F. (2008). Flow, performance and moderators of challenge-skill balance. Motivation and Emotion, 32, 158–172.
  • Fernández-Muñiz, B., Montes-Peón, J.M. and Vázquez-Ordás, C.J. (2017). The role of safety leadership and working conditions in safety performance in process industries. Journal of Loss Prevention in the Process Industries, 50, 403-415.
  • Fullagar, C.J. and Kelloway, E.K. (2009). Flow at work:An experience sampling approach. Journal of Occupational and Organizational Psychology, 82(3), 595-615.
  • Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R. and Walumbwa, F.O. (2005), Can you see the real me? A self-based model of authentic leader and follower development, The Leadership Quarterly, 16(3), 343-372.
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Otantik Liderliğin İşte Akışa Etkisi: Psikolojik İklimin Rolü

Year 2023, Issue: 128, 43 - 71, 13.06.2023

Meryem Derya Yeşiltaş Azmi Yalçın Sefer Yılmaz

https://doi.org/10.52836/sayistay.1238249

Abstract

Bu çalışma, otantik liderliğin çalışanların akış deneyimlerini nasıl etkilediğini ve otantik liderliğin işte akış üzerindeki dolaylı etkisini psikolojik iklim üzerinden incelemeyi amaçlamaktadır. Bu çalışma, otantik liderlik ile işteki akış arasındaki bağlantıyı iş ortamı üzerinden test etmesi açısından farklı bir bakış açısı sunmaktadır. Araştırmanın örneklemini Türkiye’de farklı şehirlerden 391 kamu çalışanı oluşturmaktadır. Araştırmada kolayda ve kartopu örnekleme yöntemleri bir arada kullanılmıştır. Sonuçlar, algılanan otantik liderliğin algılanan psikolojik iklim üzerinde olumlu ve anlamlı bir etkiye
sahip olduğunu göstermektedir. Algılanan otantik liderlik ve algılanan psikolojik iklim işteki akışı olumlu yönde etkilemektedir. Araştırmanın en önemli bulgusu, psikolojik iklimin algılanan otantik liderliğin çalışanın iş akış deneyimine etkisine olumlu yönde aracılık etmesidir.

Keywords

Otantik Liderlik İş Akış Deneyimi Psikolojik İklim Kamu Çalışanları Aracılık

References

  • Adil, A., Kamal, A. and Shujja, S. (2019). Perceived Authentic Leadership in Relation to In-role and Extra-role Performance: A Job Demands and Resources Perspective. Journal of Behavioural Sciences, 29(1).
  • Akçakanat, T., Erhan, T. and Uzunbacak, H.H. (2019). Meslek aşkının iş tatmini üzerine etkisi: akış deneyiminin aracı rolü. İzmir Katip Çelebi Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 2(1), 80-95.
  • Alzghoul, A., Elrehail, H., Emeagwali, O.L. and Al Shboul, M.K. (2018). Knowledge management, workplace climate, creativity and performance: The role of authentic leadership. Journal of Workplace Learning.
  • Andreassen, C.S., Hetland, J. and Pallesen, S. (2010). The relationship between ‘workaholism’, basic needs satisfaction at work and personality. European Journal of Personality: Published for the European Association of Personality Psychology, 24(1), 3-17.
  • Argon, T. and Limon, İ. (2017). Psikolojik iklim ölçeğinin Türkçeye uyarlanması: geçerlik ve güvenirlik çalışması. Journal of Human Sciences, 14(3), 2888-2901.
  • Avolio, B.J., Gardner, W.L., Walumbwa, F., Luthans, F. and May, D.R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801-823.
  • Avolio, B.J. and Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
  • Bamford, M., Wong, C.A. and Laschinger, H. (2012). The influence of authentic leadership and areas of worklife on work engagement of registered nurses. Journal of Nursing Management, 1–12.
  • Bakker, A.B. (2005). Flow among music teachers and their students: The crossover of peak experiences. Journal of vocational behavior, 66(1), 26-44.
  • Bakker, A. (2008), The Work-Related Flow Inventory: Construction and Initial Validation of the WOLF, Journal of Vocational Behavior, (72), 400-414.
  • Bakker, A.B. and Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of managerial psychology, 22(3), 309-328.
  • Banks, G.C., McCauley, K.D., Gardner, W.L. and Guler, C.E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652.
  • Barrick, M.R., Mount, M.K. and Li, N. (2013). The theory of purposeful work behavior: The role of personality, higher-order goals, and job characteristics. Academy of Management Review, 38(1), 132–153.
  • Brown, S. and Leigh, T. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358-360.
  • Carr, J.Z., Schmidt, A.M., Ford, J.K. and DeShon, R.P. (2003). Climate perceptions matter: a Metaanalytic path analysis relating molar climate, cognitive and affective states and individual level work outcomes, Journal of Applied Psychology, 88(4), 605-619.
  • Catley, D. and Duda, J.L. (1997). Psychological antecedents of the frequency and intensity of flow in golfers. International Journal of Sport Psychology, 28, 309–322.
  • Chun, J.U., Sosik, J.J. and Yun, N.Y. (2012). A longitudinal study of mentor and protégé outcomes in formal mentoring relationships. Journal of Organizational Behavior, 33(8), 1071-1094.
  • Colombo, L. and Zito, M. (2014). Demands, resources and the three dimensions of Flow at Work. A study among professional nurses. 4, 255-264.
  • Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row.
  • Csikszentmihalyi, M. and Csikszentmihalyi, I. (1988). Optimal experience: psychological studies of flow in consciousness. Cambridge, UK: Cambridge University Press.
  • Csikszentmihalyi, M. (2003). Good Business, Leadership, flow, and the making of meaning. USA: Pinguin Books.
  • De Hoogh, A.H. and Den Hartog, D.N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The leadership quarterly, 19(3), 297-311.
  • Debus, M.E., Sonnentag, S., Deutsch, W. and Nussbeck, F.W. (2014). Making flow happen: The effects of being recovered on work-related flow between and within days. Journal of Applied Psychology, 99(4), 713-722.
  • Demerouti, E. (2006). Job characteristics, flow, and performance: the moderating role of conscientiousness. Journal of Occupational Health Psychology, 11(3), 266-280.
  • Demerouti, E., Bakker, A.B., Sonnentag, S. and Fullagar, C.J. (2012). Work‐related flow and energy at work and at home: A study on the role of daily recovery. Journal of Organizational Behavior, 33(2), 276-295.
  • Dickson, M.W., Resick, C.J. and Hanges, P.J. (2006). When organizational climate is unambiguous, it is also strong. Journal of Applied Psychology, 91, 351-364.
  • Dickson, M.W., Smith, D.B., Grojean, M.W. and Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. The leadership quarterly, 12(2), 197-217.
  • Diener, E. (2000). Subjective well-being, the science of happiness and a proposal for a national index. American Psychologist, 55, 34–43.
  • Eagly, A. (2005). Achieving relational authenticity in leadership: does gender matter?, The Leadership Quarterly, 16(3), 459-474.
  • Engeser, S. and Rheinberg, F. (2008). Flow, performance and moderators of challenge-skill balance. Motivation and Emotion, 32, 158–172.
  • Fernández-Muñiz, B., Montes-Peón, J.M. and Vázquez-Ordás, C.J. (2017). The role of safety leadership and working conditions in safety performance in process industries. Journal of Loss Prevention in the Process Industries, 50, 403-415.
  • Fullagar, C.J. and Kelloway, E.K. (2009). Flow at work:An experience sampling approach. Journal of Occupational and Organizational Psychology, 82(3), 595-615.
  • Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R. and Walumbwa, F.O. (2005), Can you see the real me? A self-based model of authentic leader and follower development, The Leadership Quarterly, 16(3), 343-372.
  • Gill, C. and Caza, A. (2015). An investigation of authentic leadership’s individual and group influences on follower responses. Journal of Management, 20(10), 1–25.
  • George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, CA: Jossey Bass.
  • George, D., and Mallery, P. (2010). SPSS for Windows step by step. A simple study guide and reference (10. Baskı). GEN, Boston, MA: Pearson Education.
  • Hair, J.F. Jr., Black, W.C. Babin, B.J. and Anderson, R.E. (2014). Multivariate data analysis. Seventh Ed., Essex: Pearson Education.
  • Hayes, A.F. (2013). An Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach. New York: Guilford.
  • Hmieleski, K.M., Cole, M.S. and Baron, R.A. (2012), Shared authentic leadership and new venture performance, Journal of Management, 38(5), 1476-1499.
  • Ilies, R., Morgeson, F.P. and Nahrgang, J.D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The leadership quarterly, 16(3), 373-394.
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There are 87 citations in total.

Details

Primary Language English
Subjects Public Administration
Journal Section Research Articles
Authors

Meryem Derya Yeşiltaş 0000-0001-5067-4538

Azmi Yalçın 0000-0002-9323-3350

Sefer Yılmaz 0000-0001-8784-2777

Publication Date June 13, 2023
Published in Issue Year 2023 Issue: 128

Cite

APA Yeşiltaş, M. D., Yalçın, A., & Yılmaz, S. (2023). The Effect of Authentic Leadership on Flow at Work: The Role of Psychological Climate. Sayıştay Dergisi(128), 43-71. https://doi.org/10.52836/sayistay.1238249
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