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Spor Bilimleri Akademisyenleri Arasında İlişki Kalitesinin Örgütsel Bağlılık Üzerindeki Dolaylı Etkileri: Psikolojik Güçlendirme ve Örgütsel Sinizmin Aracı Rolleri

Year 2025, Volume: 27 Issue: 1, 1 - 11, 25.03.2025

Mahmut Ulukan , Adnan Ersoy , Habıb Nozohourı

https://doi.org/10.62425/rses.1476438

Abstract

Bu çalışma, Türkiye'deki spor bilimleri fakültelerindeki akademisyenler arasında lider-üye değişimi (LMX) ve örgütsel bağlılık arasındaki ilişkide psikolojik güçlendirme ve örgütsel sinizmin aracılık rolünü incelemektedir. Türkiye'deki çeşitli üniversitelerden 405 katılımcı (%72,8 erkek, ortalama yaş=41,62) ile kesitsel bir anket olarak yürütülen bu araştırma, çoklu aracılık analizi yapmak için SPSS'te PROCESS makrosunu kullanmıştır. Bulgular, değişkenler arasında pozitif ilişkiler olduğunu ortaya koymuş, özellikle akademisyenlerin LMX'inin örgütsel bağlılık üzerindeki doğrudan etkisini vurgulamıştır. Ayrıca, çalışma örgütsel sinizm ve güçlendirmenin örgütsel bağlılık üzerinde göreceli bir etkisi olduğunu tespit etmiştir. Böylece, ilişki kalitesinin bu aracı faktörler vasıtasıyla örgütsel bağlılığı dolaylı olarak etkilediği sonucuna varılmıştır. Bu çalışma, LMX ve örgütsel bağlılık arasındaki aracılık süreçlerini inceleyerek mevcut literatüre önemli bir katkı sağlamaktadır. Ayrıca, akademik kurumların liderler ve akademisyenler arasındaki etkileşimi güçlendirmek için tasarlanmış politika ve programlar geliştirmelerinin gerekliliği vurgulanmaktadır. Ayrıca, çalışanlar arasında güven ve işbirliğini artıracak stratejilere odaklanılması ve örgütsel sinizmi azaltacak tedbirlerin uygulanması elzemdir. Bu tedbirler arasında şeffaf iletişim kanallarının kurulması, destekleyici liderlik uygulamalarının teşvik edilmesi ve çalışanların katılımını artıracak faaliyetlerin düzenlenmesi yer almaktadır. Akademik kurumlar bu tür önlemleri benimseyerek çalışanların bağlılığını artırabilir ve daha üretken bir çalışma ortamını teşvik edebilir.

Keywords

Lider-üye ilişkisi (LMX) örgütsel bağlılık psikolojik güçlendirme örgütsel sinizm akademik kurumlar

References

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  • Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: the mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968. https://doi.org/10.1002/job.283
  • Barton, L.C. & Ambrosini, V. (2012). The moderating effect of organizational change cynicism on middle manager strategy commitment. The International Journal of Human Resource Management, 24(4), 1–26. https://doi.org/10.1080/09585192.2012.697481
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  • Calıskan, G. (2015). An examination of coach and player relationships according to the adapted lmx 7 scale: a validity and reliability study. Measurement in Physical Education and Exercise Science, 19(1), 22–33. https://doi.org/10.1080/1091367x.2014.977996
  • Cheung, G. W., & Lau, R. S. (2007). Testing mediation and suppression effects of latent variables: Bootstrapping with structural equation models. Organizational research methods, 11(2), 296–325. https://doi.org/10.1177/1094428107300343
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  • De Vries, H., Tummers, L., & Bekkers, V. (2019). The Benefits of Teleworking in the Public Sector: Reality or Rhetoric? Review of Public Personnel Administration, 39(4), 570-593. https://doi.org/10.1177/0734371x18760124
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  • Graen, G.B. & Uhl-Bİen, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5
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  • Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371–382. https://doi.org/10.1016/j.leaqua.2009.03.006
  • Hayes, A.F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-Based Approach. Guilford Press.
  • Hsiung, H.-H., & Tsai, W.-C. (2009). Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes. Journal of Occupational and Organizational Psychology, 82(1), 89–112. https://doi.org/10.1348/096317908x292374
  • Jaiswal, D., & Dhar, R. L. (2016). Impact of perceived organizational support, psychological empowerment and leader member exchange on commitment and its subsequent impact on service quality. International Journal of Productivity and Performance Management, 65(1), 58–79. https://doi.org/10.1108/ijppm-03-2014-0043
  • Karacaoğlu, K., & İnce, F. (2012). Reliability and validity of the Turkish version of Brandes, Dharwadkar, and Dean’s (1999) organizational cynicism scale: The case of the organized industrial zone, Kayseri. Business and Economics Research Journal, 3(3), 77-92.
  • Karasar, N. (2015). Scientific research methods (28th ed.). Ankara: Nobel Academic Publishing.
  • Kraimer, M.L., Wayne, S.J. & Jaworski, R.A. (2001). Sources of support and expatriate performance: the mediating role of expatriate adjustment. Personnel Psychology, 54(1), 71–99. https://doi.org/10.1111/j.1744-6570.2001.tb00086.x
  • Leiter, M. P., & Spence Laschinger, H. K. (2006). Relationships of Work and Practice Environment to Professional Burnout. Nursing Research, 55(2), 137–146. https://doi.org/10.1097/00006199-200603000-00009
  • Liao, S.-H., Hu, D.-C., & Chung, H.-Y. (2009). The relationship between leader-member relations, job satisfaction and organizational commitment in international tourist hotels in Taiwan. The International Journal of Human Resource Management, 20(8), 1810–1826. https://doi.org/10.1080/09585190903087222
  • Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723–746. https://doi.org/10.1002/job.409
  • Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407–416. https://doi.org/10.1037/0021-9010.85.3.407
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  • Morrow, P.C., vd. (2005). The role of leader-member exchange in high turnover work environments. Journal of Managerial Psychology, 20(8), 681-694. https://doi.org/10.1108/02683940510631444
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Indirect Effects of Relationship Quality on Organizational Commitment among Academics in Sports Science: The Mediating Roles of Psychological Empowerment and Organizational Cynicism

Year 2025, Volume: 27 Issue: 1, 1 - 11, 25.03.2025

Mahmut Ulukan , Adnan Ersoy , Habıb Nozohourı

https://doi.org/10.62425/rses.1476438

Abstract

This study examines the mediating role of psychological empowerment and organizational cynicism in the relationship between leader-member exchange (LMX) and organizational commitment among academics in sports science faculties in Turkey. Conducted as a cross-sectional survey with 405 participants (72.8% male, mean age=41.62) from various universities in Turkey, this research employed the PROCESS macro in SPSS to conduct a multiple mediation analysis. The findings revealed positive associations among the variables, particularly highlighting the direct impact of academics' LMX on organizational commitment. Additionally, the study identified a relative influence of organizational cynicism and empowerment on organizational commitment. Thus, it was concluded that relationship quality indirectly affects organizational commitment through these mediating factors. By examining the mediation processes between LMX and organizational commitment, this study contributes significantly to the existing literature. Moreover, the necessity for academic institutions to develop policies and programs designed to strengthen interactions between leaders and academics is emphasized. Furthermore, focusing on strategies to enhance trust and collaboration among employees and implementing measures to reduce organizational cynicism are essential. These measures include establishing transparent communication channels, promoting supportive leadership practices, and organizing activities to enhance employee participation. By adopting such measures, academic institutions can enhance employee commitment and foster a more productive work environment.

Keywords

Leader-member exchange (LMX) organizational commitment psychological empowerment organizational cynicism academic institutions

References

  • Abdullah, A.G.K., Almadhoun, T.Z. & Ling, Y.-L. (2015). Organizational empowerment and commitment: The mediating effect of psychological empowerment. Asian Journal of Social Sciences Arts and Humanities, 3(2), 1-7.
  • Aghaei, N., & Savari, M. (2014). The relationship between psychological empowerment and professional commitment of selected physical education teachers in Khuzestan province, Iran. European Journal of Experimental Biology, 4(4), 147-155.
  • Allen, T.D. (2003). Mentoring others: A dispositional and motivational approach. Journal of Vocational Behavior, 62(1), 134–154. https://doi.org/10.1016/S0001-8791(02)00046-5
  • Audenaert, M., George, B., & Decramer, A. (2017). How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis. Public Administration, 97(1), 11–27. https://doi.org/10.1111/padm.12378
  • Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: the mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968. https://doi.org/10.1002/job.283
  • Barton, L.C. & Ambrosini, V. (2012). The moderating effect of organizational change cynicism on middle manager strategy commitment. The International Journal of Human Resource Management, 24(4), 1–26. https://doi.org/10.1080/09585192.2012.697481
  • Bhatnagar, J. (2005). The power of psychological empowerment as an antecedent to organizational commitment in Indian managers. Human Resource Development International, 8(4), 419-433. https://doi.org/10.1080/13678860500356101
  • Brandes, P, Dharwadkar, R. & Dean, J. W., (1999). Does organizational cynicism matter? Employee and supervisor perspectives on work outcomes. Eastern Academy of Management Proceedings, 2(1), 150-153.
  • Brunetto, Y., Farr-Wharton, R., & Shacklock, K. (2010). The impact of supervisor-subordinate relationships on morale: Implications for public and private sector nurses’ commitment. Human Resource Management Journal, 20(2), 206–225. https://doi.org/10.1111/j.1748-8583.2009.00117.x
  • Calıskan, G. (2015). An examination of coach and player relationships according to the adapted lmx 7 scale: a validity and reliability study. Measurement in Physical Education and Exercise Science, 19(1), 22–33. https://doi.org/10.1080/1091367x.2014.977996
  • Cheung, G. W., & Lau, R. S. (2007). Testing mediation and suppression effects of latent variables: Bootstrapping with structural equation models. Organizational research methods, 11(2), 296–325. https://doi.org/10.1177/1094428107300343
  • Christensen, L. B., Johnson, R. B., & Turner, L. A. (2015). Araştırma yöntemleri desen ve analiz (3. baskı). (A. Aypay, Çev.). Ankara: Anı Yayıncılık.
  • Daglı, A., Elcicek, Z., & Han, B. (2018). Adaptation of the “organizational commitment scale” into Turkish: Validity and reliability study. Electronic Journal of Social Sciences, 17(68), 1765-1777.
  • Davis, W. D., & Gardner, W. L. (2004). Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective. The Leadership Quarterly, 15(4), 439–465. https://doi.org/10.1016/j.leaqua.2004.05.002
  • De Vries, H., Tummers, L., & Bekkers, V. (2019). The Benefits of Teleworking in the Public Sector: Reality or Rhetoric? Review of Public Personnel Administration, 39(4), 570-593. https://doi.org/10.1177/0734371x18760124
  • Dean, J. W., Brandes, P., & Dharwadkar, R. (1998). Organizational cynicism. Academy of Management Review, 23(2), 341–352. https://doi.org/10.5465/amr.1998.533230
  • Dearing, E., & Hamilton, L. C. (2006). Contemporary advances and classic advice for analyzing mediating and moderating variables. Monographs of the Society for Research in Child Development, 71(3), 88–104. https://doi.org/10.1111/j.1540-5834.2006.00406.x
  • Durrani, D. K., Xiang Yang, L., Dilawar, S. M., & Khurshid, H. (2017). Moderated relations among empowerment, cynicism and commitment. Human Systems Management, 36(3), 229–239. https://doi.org/10.3233/hsm-171793
  • Fraenkel, J. R., & Wallen, N. E (2006). How to Design and Evaluate Research in Education (6th Ed.). New York: McGraw-Hill.
  • Fuller, C. M., vd. (2016). Common methods variance detection in business research. Journal of Business Research, 69(8), 3192-3198. https://doi.org/10.1016/j.jbusres.2015.12.008
  • Garg, S., & Dhar, R. L. (2016). Extra-role customer service: The roles of leader–member exchange (LMX), affective commitment, and psychological empowerment. International Journal of Hospitality & Tourism Administration, 17(4), 373–396. https://doi.org/10.1080/15256480.2016.1226151
  • Graen, G.B. & Uhl-Bİen, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5
  • Harman, H. H. (1976). Modern factor analysis (3rd. ed.). Chicago: University of Chicago Press
  • Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371–382. https://doi.org/10.1016/j.leaqua.2009.03.006
  • Hayes, A.F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-Based Approach. Guilford Press.
  • Hsiung, H.-H., & Tsai, W.-C. (2009). Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes. Journal of Occupational and Organizational Psychology, 82(1), 89–112. https://doi.org/10.1348/096317908x292374
  • Jaiswal, D., & Dhar, R. L. (2016). Impact of perceived organizational support, psychological empowerment and leader member exchange on commitment and its subsequent impact on service quality. International Journal of Productivity and Performance Management, 65(1), 58–79. https://doi.org/10.1108/ijppm-03-2014-0043
  • Karacaoğlu, K., & İnce, F. (2012). Reliability and validity of the Turkish version of Brandes, Dharwadkar, and Dean’s (1999) organizational cynicism scale: The case of the organized industrial zone, Kayseri. Business and Economics Research Journal, 3(3), 77-92.
  • Karasar, N. (2015). Scientific research methods (28th ed.). Ankara: Nobel Academic Publishing.
  • Kraimer, M.L., Wayne, S.J. & Jaworski, R.A. (2001). Sources of support and expatriate performance: the mediating role of expatriate adjustment. Personnel Psychology, 54(1), 71–99. https://doi.org/10.1111/j.1744-6570.2001.tb00086.x
  • Leiter, M. P., & Spence Laschinger, H. K. (2006). Relationships of Work and Practice Environment to Professional Burnout. Nursing Research, 55(2), 137–146. https://doi.org/10.1097/00006199-200603000-00009
  • Liao, S.-H., Hu, D.-C., & Chung, H.-Y. (2009). The relationship between leader-member relations, job satisfaction and organizational commitment in international tourist hotels in Taiwan. The International Journal of Human Resource Management, 20(8), 1810–1826. https://doi.org/10.1080/09585190903087222
  • Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723–746. https://doi.org/10.1002/job.409
  • Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407–416. https://doi.org/10.1037/0021-9010.85.3.407
  • Limpanitgul, T. (2009). Methodological considerations in a quantitative study exmanining the relationship between job attitudes and citizenship behaviours. Presented at the 18. EDAMBA Summer Academy, Soreze, France.
  • Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538
  • Mittal, S., & Dhar, R. L. (2015). Transformational leadership and employee creativity. Management Decision, 53(5), 894–910. https://doi.org/10.1108/md-07-2014-0464
  • Morrow, P.C., vd. (2005). The role of leader-member exchange in high turnover work environments. Journal of Managerial Psychology, 20(8), 681-694. https://doi.org/10.1108/02683940510631444
  • Moye, M. J., Henkin, A. B., & Egley, R. J. (2005). Teacher‐principal relationships: Exploring linkages between empowerment and interpersonal trust. Journal of Educational Administration, 43(3), 260–277. https://doi.org/10.1108/09578230510594796
  • Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539-569. https://doi.org/10.1146/annurev-psych-120710-100452
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. https://doi.org/10.1037/0021-9010.88.5.879
  • Raub, S., & Robert, C. (2013). Empowerment, organizational commitment, and voice behavior in the hospitality industry: Evidence from a multinational sample. Cornell Hospitality Quarterly, 54(2), 136-148. https://doi.org/10.1177/1938965512457240
  • Rizvi, F., Farooq, W., & Ahmed, I. (2020). LMX and affective commitment to change: moderating role of psychological empowerment. International Journal of Business and Administrative Studies, 6(5), 275-285. https://doi.org/10.20469/ijbas.6.10005-5
  • Safari, K., Haghighi, A. S., Rastegar, A., & Jamshidi, A. (2011). The relationship between psychological empowerment and organizational learning. Procedia - Social and Behavioral Sciences, 30, 1147–1152. https://doi.org/10.1016/j.sbspro.2011.10.224
  • Sanoubar, N., & Bajestani, M.F. (2015). Organizational change cynicism: Does it hinder change commitment? Change Management: An International Journal, 15(2), 19-33. https://doi.org/10.18848/2327-798X/CGP/v15i02/50770
  • Saunders, M., Lewis, P., & Thornhill, A. (2007). Research methods for business students (4th ed.). England: Pearson Education Limited.
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Details

Primary Language English
Subjects Biomechanics in Sports Science, Sports Activity Management, Sports and Recreation
Journal Section Research Articles
Authors

Mahmut Ulukan 0000-0003-3623-395X

Adnan Ersoy 0000-0002-7018-9318

Habıb Nozohourı 0009-0008-0165-5830

Publication Date March 25, 2025
Submission Date May 1, 2024
Acceptance Date December 31, 2024
Published in Issue Year 2025 Volume: 27 Issue: 1

Cite

APA Ulukan, M., Ersoy, A., & Nozohourı, H. (2025). Indirect Effects of Relationship Quality on Organizational Commitment among Academics in Sports Science: The Mediating Roles of Psychological Empowerment and Organizational Cynicism. Research in Sport Education and Sciences, 27(1), 1-11. https://doi.org/10.62425/rses.1476438
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