Kriz Döneminde Transformasyonel Lider Davranişlarinin Işletme Performansi Bağlaminda Firsat Yönetimine Etkisi: Bankacilik Sektöründe Bir Uygulama
| dc.contributor.author | Doğanalp, Burcu | |
| dc.date.accessioned | 2023-03-02T20:05:51Z | |
| dc.date.available | 2023-03-02T20:05:51Z | |
| dc.date.issued | 2009 | en_US |
| dc.department | Selçuk Üniversitesi, İktisadi Ve İdari Bilimler Fakültesi, İşletme Bölümü | en_US |
| dc.description.abstract | İşletmelerin amaçlarını ve sürekliliğini tehdit eden gerilimli bir durum olarak olumsuz algınanan kriz; kar elde etmenin, müşterinin, kalitenin ve yenilikçiliğin öne çıkması, örgütsel sorunlarının ortaya çıkması ve yeniden yapılanma için zemin oluşması, yapılan işe verilen önemin ve ekip çalışmasının artması, yönetici-çalışan kesiminin birbirine yaklaşması, maliyetlerin azalması gibi özelliklere sahip bir süreç olarak işletmeye fırsat sağlayan bir dönüm noktası olabilmektedir. Aslında kriz yönetimi, işletmenin yaşamında yönetimsel bir sınavdır. Etkili bir liderlik, kriz durumunda krizden daha güçlü bir şekilde çıkmayı sağlayabilir. Bu çalışmada, transformasyonel liderliğin kriz döneminde başarılı olma koşulları ve işletme performansı üzerindeki etkisi Konya ilinde görev yapan bankacıların anket uygulaması yoluyla görüşlerinin alınmasıyla irdelenmektedir. Araştırmanın gerçekleştirildiği bankalarda üst yönetimin transformasyonel liderlik özelliklerini çoğunlukla taşıdığı, bu özelliklerini kriz döneminde kullanarak işletme performansını orta derecede olumlu yönde etkilediği bulgulanmıştır. | en_US |
| dc.description.abstract | Regardless of the size of enterprises, employees have to understand the reason of why the crisis are a part of today’s world and if any what to do to reduce the effects. In every day context, the term crisis is used to refer to “an unstable situation of extreme danger or difficulty” or a condition/ situation requiring urgent action or attention. In organizational context, crisis has been defined as a tense situation threatening the continuity of the enterprise, making risk preventive actions insufficient, requiring urgent reaction, effecting the planning and deciding mechanisms negatively and making nonsense of daily practices. Perceived negatively as a tension situation that threaten the continuity and goals of the enterprises, the crisis can be a turning point providing for opportunities at the same time owing to the fact that it is a process when there is an increased focus on profitability; customer, quality, innovativeness; organizational problems appear; restructuring becomes easier; the importance of the job and teamwork increase; executive staff and employees become closer and the costs decrease. The achievement of the enterprises is mainly a positive function of assessing the constraints and facilities that their environment creates. The enterprises can survive by developing initial flexibility behavior. It is important to come through disclaim and shock periods and focus on the opportunities as early as possible. They require an immediate response, as well as coordinated application of resources, facilities, and efforts beyond those regularly available to handle routine problems. In this context, the manpower is the most important resource that manages the crisis and transforms it into opportunities. The necessity of developing urgent reaction in the crisis period highlights the leaders making quick and right decisions. In the crisis period an effective leadership without overlooking opportunities that may occur and by reaping benefits from them can make workers adhere the organizational targets and make the enterprises more powerful after this period. The enterprises harboring creative managers are the luckiest ones. Today, the chaos philosophers accept the existence of the limited stability and uncertainty, and irregularity increase the necessity of management. The enterprises in the new economy focus on personal development, innovativeness and change rather than before. And the new economy has differentiated the meaning of the conventional manager. In this context, the organizational leadership can be defined as “the process of creating a vision for the enterprise which accommodates to the change and achieve innovativeness, making all of the workers adopt this vision, and institutionalizing the changes vision-oriented. As a consequence, there are new managerial skills sticking out. These are: focusing on diversity, creating cooperation and synergy, creating an environment enabling development of the workers, taking into account variable and parameters, searching information, conceptual flexibility, entrepreneurship, managing change and being creative. In the new economy that is direct, digital, molecular and innovative, it is very difficult to compete without a workforce and the cooperation of them. In other words, the transition from the manager who is able to answer all of the questions to the manager who trusts to his personnel, develop, and empower them is the case. Moreover the manager style of the new century is not a person standing out with his physical characteristics and vocational knowledge. He is a person that seeks and assesses the opportunities of the new century and resolves the threats. Also it is important to build ways of organizational learning for the new working class of the new economy: the knowledge worker, induce self-control, and empower by governance. Academic leadership is seen as today’s ascendant leadership model, because the whole-of-life learning is his life pattern, he makes his workers be active in the planning and coordination of the learning process and leads them about translating their learning efforts into the operation in accordance with the objectives of the enterprise. The idea of transformational leadership been introduced by Burns (1978) and Bass (1985) is the consequence of the leadership mechanism efforts on accommodating the conditions of the new economy and it gained in popularity among practicers and researchers. The transformational leadership is characterized as the ability of the leader on articulating for a shared vision, stimulating the workers intellectually, and monitoring the differences of the workers. The global competition requires the leaders, who are intellectual stimulators, inspiring, future-oriented, and that knows the authorization of his workers, charges them in appropriate works and strengthen them and able to cope with the complexity. All of these characteristics indicate transformational leadership of whose components are formulized by Bass and Avolio as charisma, individualized consideration, intellectual stimulation, inspirational motivation, idealized influence. According to Burns, transformational leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". In the theoretical framework of the study, the conditions of being successful of transformational leadership regarded as a post-modernism leadership approach in the literature and its influence on business performance in the crisis period will be explained by means of its qualifications. The application part of the study gives information about the opinions of bank workers in Konya related to the manner of their senior management and especially to the positive results of the crisis period, how they perceive the applied policies and operations of their senior management and in this context, of which manners the senior management influence the business performance affirmatively in the crisis period. Because of having a vision and an ability of inspiring the followers and being a long-term planner, the researches indicate the necessity of transformational leadership in the change period when it is important to shape the future. Because of the characteristics of him mentioned (inspiring the followers, believing in the potential of them, being intelligent about coping with the complexity and having an effective vision) the transformational leaders are able to create value by making his followers work more. The transformational leaders in the crisis period, makes transformation with charisma, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. The very important point in terms of the study which must be emphasized is that the transformational leadership is more effective in the crisis periods. Consequently, in the context of the study it is emphasized that the transformational leadership has a positive and radical effect on the organizational performance. | en_US |
| dc.identifier.citation | Doğanalp, B., (2009). Kriz Döneminde Transformasyonel Lider Davranişlarinin Işletme Performansi Bağlaminda Firsat Yönetimine Etkisi: Bankacilik Sektöründe Bir Uygulama. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 22, 131-146. | en_US |
| dc.identifier.endpage | 146 | en_US |
| dc.identifier.issn | 2667-4750 | en_US |
| dc.identifier.issue | 22 | en_US |
| dc.identifier.startpage | 131 | en_US |
| dc.identifier.uri | https://hdl.handle.net/20.500.12395/45520 | |
| dc.institutionauthor | Doğanalp, Burcu | |
| dc.language.iso | tr | en_US |
| dc.publisher | Selçuk Üniversitesi | en_US |
| dc.relation.ispartof | Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi | en_US |
| dc.relation.publicationcategory | Makale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı | en_US |
| dc.rights | info:eu-repo/semantics/openAccess | en_US |
| dc.selcuk | 20240510_oaig | en_US |
| dc.subject | Kriz Süreci | en_US |
| dc.subject | Kriz Yönetimi | en_US |
| dc.subject | Fırsat Yönetimi | en_US |
| dc.subject | Liderlik | en_US |
| dc.subject | Transformasyonel Liderlik | en_US |
| dc.subject | İşletme Performansı | en_US |
| dc.subject | Bankacılık Sektörü | en_US |
| dc.subject | Crisis Period | en_US |
| dc.subject | Crisis Management | en_US |
| dc.subject | Opportunity Management | en_US |
| dc.subject | Leadership | en_US |
| dc.subject | Transformational Leadership | en_US |
| dc.subject | Business Performance | en_US |
| dc.subject | Banking Sector | en_US |
| dc.title | Kriz Döneminde Transformasyonel Lider Davranişlarinin Işletme Performansi Bağlaminda Firsat Yönetimine Etkisi: Bankacilik Sektöründe Bir Uygulama | en_US |
| dc.title.alternative | The Effect of Transformational Leader Behaviors on Opportunity Management in the Context of Business Performance in the Crisis Period: An Application in Banking Sector | en_US |
| dc.type | Article | en_US |
