This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th

This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Tit le : A uth ors : S ourc e: D ocu m en t T yp e: S ubje cts : A bstr a ct: A ccessio n N um ber: P ers is te n t lin k t o t h is r e co rd (P erm alin k): C ut a n d P aste : D ata b ase: T he lin k in fo rm atio n b elo w p ro vid es a p ers is te nt lin k to th e a rtic le y o u’v e r e queste d. P ers is te nt lin k to th is r e co rd : F ollo w in g th e lin k b elo w w ill b rin g y o u to th e s ta rt o f th e a rtic le o r c it a tio n. C ut a nd P aste : T o p la ce a rtic le lin ks in a n e xte rn al w eb d ocu m ent, s im ply c o py a nd p aste th e H TM L b elo w , s ta rtin g w it h ” < a h re f" T o c o ntin ue, in In te rn et E xp lo re r, s e le ct F IL E th en S AVE A S fr o m y o ur b ro w se r's to olb ar a bove . B e s u re to s a ve a s a p la in te xt file ( .tx t) o r a 'W eb P age, H TM L o nly ' file ( .h tm l) . In F ir e F ox, s e le ct F IL E th en S AVE F IL E A S fr o m y o ur b ro w se r's to olb ar a bove . In C hro m e, s e le ct rig ht c lic k (w it h y o ur m ouse ) o n th is p age a nd s e le ct S AVE A S Reco rd : 1 M anagers C an M otiv ate E m plo yees w it h O ne W ord . H alv ors on, H eid i G ra nt H arv ard B usin ess R evie w D ig it a l A rtic le s. 8 /1 3/2 014, p 2-4 . 3 p. A rtic le E M PLO YEE m otiv atio n S O CIA L: W hy O ur B ra in s A re W ir e d to C onnect ( B ook) In th e a rtic le , th e a uth or d is cusses th e to pic o f b usin ess m anagem ent, p artic ula rly th e im porta nt r o le p la yed b y th e w ord "to geth er" in m otiv atin g e m plo yees to w ork a s a te am , a nd c it e s th e o pin io n b y n euro scie ntis t o n th e is sue a s c it e d in h is b ook " S ocia l: W hy O ur B ra in s A re W ir e d to C onnect." 1 1 8647602 http ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= heh& AN =11 8647602& sit e = eds-liv e& scope= sit e < A h re f= "h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= heh& AN =11 8647602& sit e = eds-liv e& scope= sit e "> M anagers C an M otiv ate E m plo yees w it h O ne W ord . < /A > H ealt h B usin ess E lit e
This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Tit le : A uth ors : P ublic atio n In fo rm atio n: R eso urc e T yp e: D escrip tio n: S ubje cts : C ate g orie s: R ela te d IS B Ns: O CLC : Accessio n N um ber: P ublis h er P erm is sio ns: T he lin k in fo rm atio n b elo w p ro vid es a p ers is te nt lin k to th e a rtic le y o u’v e r e queste d. P ers is te nt lin k to th is r e co rd : F ollo w in g th e lin k b elo w w ill b rin g y o u to th e s ta rt o f th e a rtic le o r c it a tio n. C ut a nd P aste : T o p la ce a rtic le lin ks in a n e xte rn al w eb d ocu m ent, s im ply c o py a nd p aste th e H TM L b elo w , s ta rtin g w it h ” < a h re f" T o c o ntin ue, in In te rn et E xp lo re r, s e le ct F IL E th en S AVE A S fr o m y o ur b ro w se r's to olb ar a bove . B e s u re to s a ve a s a p la in te xt file ( .tx t) o r a 'W eb P age, H TM L o nly ' file ( .h tm l) . In F ir e F ox, s e le ct F IL E th en S AVE F IL E A S fr o m y o ur b ro w se r's to olb ar a bove . In C hro m e, s e le ct rig ht c lic k (w it h y o ur m ouse ) o n th is p age a nd s e le ct S AVE A S Reco rd : 1 7 5 W ays fo r M anagers to H ir e , D evelo p, a nd K eep G re at E m plo yees P aul F alc one N ew Y ork , N Y : A M AC O M . 2 016 eB ook. P ro ducts a nd s erv ic es w ill c hange w it h d em and, b ut o ne th in g th at w ill a lw ays b e r e quir e d fo r a c om pany's s uccess is h avin g th e r ig ht p eople w ork in g h ard fo r y ou. A s a m anager, a re y ou c ult iv atin g th is v it a l r e sourc e? Is th ere m ore y ou could b e d oin g? In th is a ccessib le a nd p ra ctic al p la ybook, H R e xpert a nd a uth or P aul F alc one h elp s ta ke th e g uessw ork o ut o f th is c ru cia l e le m ent fo r s uccess, s how in g m anagers h ow to :• Id entif y th e b est a nd b rig hte st ta le nt• H ir e fo r org aniz atio nal c om patib ilit y • A ddre ss u ncom fo rta ble w ork pla ce s it u atio ns• C re ate a n e nvir o nm ent th at m otiv ate s• R eta in r e stle ss to p p erfo rm ers • D ele gate in a w ay th at d evelo ps y our s ta ff• A nd m uch m ore !E very H R e xecutiv e h as a la undry lis t o f th in gs th ey w is h m anagers k new --b est p ra ctic es th at w ould e nable th e e ntir e o rg aniz atio n to o pera te m ore e ffe ctiv ely . F alc one's b ook 7 5 W ays fo r M anagers to H ir e , D evelo p, a nd K eep G re at E m plo yees h as e ncapsula te d a ll o f th is fo r y ou in a s in gle in dis pensable r e sourc e! P ers onnel m anagem ent E m plo yee r e te ntio n E m plo yee s ele ctio n Leaders hip B U SIN ESS & E C O NO M IC S / H um an R esourc es & P ers onnel M anagem ent B U SIN ESS & E C O NO M IC S / M anagem ent B U SIN ESS & E C O NO M IC S / T ra in in g B U SIN ESS & E C O NO M IC S / O rg aniz atio nal D evelo pm ent 9780814436691. 9 780814436707. 929864377 11 35056 Pers is te n t lin k t o t h is r e co rd (P erm alin k): C ut a n d P aste : D ata b ase: P rin t/E -m ail/ S ave 1 00 P ages U nlim it e d C opy/P aste h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= nle bk& AN =11 35056& sit e = eds-liv e& scope= sit e < A h re f= "h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= nle bk& AN =11 35056& sit e = eds-liv e& scope= sit e "> 75 W ays fo r M anagers to H ir e , D evelo p, a nd K eep G re at E m plo yees< /A > eB ook C olle ctio n ( E BSC O host)
This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Deta ile d R eco rd H ig h R eso lu tio n Im ag e Prin t Title : A rtic le T itle : S ourc e: Im ag e T yp e: C ite : P erm is sio n: E nvis io nin g, P la nnin g a nd In novatin g: A C lo ser In vestig atio n o f P ro activ e G oal G enera tio n, In novativ e W ork B ehavio ur and B oundary C ondit io ns. Journ al o f B usin ess & P sycholo gy, S ep2015, V ol. 3 0 Is sue 3 , p 415-4 33, 1 9p, 1 D ia gra m , 3 C harts , 1 G ra ph D ia gra m ; fo und o n p 416 D ia gra m H ow d o I c it e th is im age? W hat a m I a llo w ed to d o w it h th is im age?
This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Tit le : A uth or(s ): S ourc e: A vaila b ilit y : P eer R evie w ed : P ublic atio n D ate : D escrip to rs : L ocatio n Id en tif ie rs : K eyw ord : A bstr a ct: T he lin k in fo rm atio n b elo w p ro vid es a p ers is te nt lin k to th e a rtic le y o u’v e r e queste d. P ers is te nt lin k to th is r e co rd : F ollo w in g th e lin k b elo w w ill b rin g y o u to th e s ta rt o f th e a rtic le o r c it a tio n. C ut a nd P aste : T o p la ce a rtic le lin ks in a n e xte rn al w eb d ocu m ent, s im ply c o py a nd p aste th e H TM L b elo w , s ta rtin g w it h ” < a h re f" T o c o ntin ue, in In te rn et E xp lo re r, s e le ct F IL E th en S AVE A S fr o m y o ur b ro w se r's to olb ar a bove . B e s u re to s a ve a s a p la in te xt file ( .tx t) o r a 'W eb P age, H TM L o nly ' file ( .h tm l) . In F ir e F ox, s e le ct F IL E th en S AVE F IL E A S fr o m y o ur b ro w se r's to olb ar a bove . In C hro m e, s e le ct rig ht c lic k (w it h y o ur m ouse ) o n th is p age a nd s e le ct S AVE A S Reco rd : 1 T he R ole o f S ta ff D evelo pm ent a nd th e C orp ora te C ult u re . W aric k, R uth 9 p p. N /A 1 987 A dult E ducatio n, C orp ora te E ducatio n, C ult u ra l C onte xt, F ore ig n C ountr ie s, G ro up D ynam ic s, O rg aniz atio nal C lim ate , O rg aniz atio nal D evelo pm ent, O rg aniz atio nal O bje ctiv es, S ocia l E nvir o nm ent, S ta ff D evelo pm ent C anada S askatc hew an T his p aper d is cusses th e r o le o f s ta ff d evelo pm ent u nit s w it h r e spect to " c orp ora te c ult u re " a nd in lig ht o f th e e xperie nce of th e S ta ff D evelo pm ent D iv is io n o f th e S askatc hew an P ublic S erv ic e. T he te rm " c orp ora te c ult u re " h as b een d efin ed a s th e v alu es, s ym bols , a nd b elie fs th at p eople in a g iv en o rg aniz atio n h old jo in tly a nd th at th us g uid e a n o rg aniz atio n. C orp ora te c ult u re h as a p ow erfu l in flu ence th ro ughout a n o rg aniz atio n, a ffe ctin g e very th in g fr o m w hat d ecis io ns g et m ade to w ho g ets p ro m ote d. It is e specia lly im porta nt fo r p ers ons jo in in g a n o rg aniz atio n to k now w heth er th e o rg aniz atio n's c ult u re a nd v alu es a re c om patib le w it h th eir o w n. M anagers m ust lik ew is e u nders ta nd h ow th eir o rg aniz atio n's c orp ora te c ult u re w ork s if th ey w ant to a ccom plis h th e g oals th at th ey h ave esta blis hed. S ta ff d evelo pm ent u nit s c an p erfo rm fo ur ro le s w it h r e spect to c orp ora te c ult u re . S uch u nit s c an ( 1 ) a naly ze a n o rg aniz atio n's v alu es, ( 2 ) d efin e th em , ( 3 ) in flu ence th em , a nd ( 4 ) r e fle ct th em . A naly zin g a n o rg aniz atio n's v alu es m ig ht in volv e id entif y in g th e v alu es p eople b elie ve th at a g iv en o rg aniz atio n h as, o r it m ay m ean m akin g a n o rg aniz atio nal d ia gnosis ( i. e ., d ete rm in in g w here th e o rg aniz atio n is t o day, w here it w ants to g o, a nd h ow it c an g et th ere ). A s ta ff d evelo pm ent u nit c an e sta blis h m echanis m s w here by people a t a ll le vels in th e o rg aniz atio n c an d efin e it s v alu es. In flu encin g a n o rg aniz atio n's v alu es e nta ils e sta blis hin g hero es w ho p ers onif y th e c ult u re , d evelo pin g c om munic atio ns s yste m s to c arry th e c ult u re 's m essage, a nd d evelo pin g perfo rm ance m anagem ent s yste m s to r e w ard p erfo rm ance th at is in k eepin g w it h c orp ora te v alu es. L ik e h um an re sourc e d epartm ents , s ta ff d evelo pm ent u nit s fu lf ill a s upportiv e fu nctio n. Y et, b ecause s ta ff d evelo pm ent h as a s tr o ng Lan guag e: N um ber o f P ag es: P ublic atio n T yp e: E ntr y D ate : A ccessio n N um ber: P ers is te n t lin k t o t h is r e co rd (P erm alin k): C ut a n d P aste : D ata b ase: m andate to p ro vid e e ducatio n ( w hic h is a fo rm o f s ocia liz atio n), it h as a n o pportu nit y to s ocia liz e e m plo yees to th e corp ora te c ult u re a nd v alu es o f a n o rg aniz atio n. ( M N) Englis h 9 O pin io n P apers ; S peeches/M eetin g P apers 1 988 E D 290893 http ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= eric & AN =E D 290893& sit e = eds-liv e& scope= sit e < A h re f= "h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= eric & AN =E D 290893& sit e = eds-liv e& scope= sit e "> The R ole o f S ta ff D evelo pm ent a nd th e C orp ora te C ult u re .< /A > ER IC
This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Tit le : A uth ors : S ourc e: P ublic atio n Y ear: S ubje ct T erm s: A uth or-S upplie d K eyw ord s: A bstr a ct: T he lin k in fo rm atio n b elo w p ro vid es a p ers is te nt lin k to th e a rtic le y o u’v e r e queste d. P ers is te nt lin k to th is r e co rd : F ollo w in g th e lin k b elo w w ill b rin g y o u to th e s ta rt o f th e a rtic le o r c it a tio n. C ut a nd P aste : T o p la ce a rtic le lin ks in a n e xte rn al w eb d ocu m ent, s im ply c o py a nd p aste th e H TM L b elo w , s ta rtin g w it h ” < a h re f" T o c o ntin ue, in In te rn et E xp lo re r, s e le ct F IL E th en S AVE A S fr o m y o ur b ro w se r's to olb ar a bove . B e s u re to s a ve a s a p la in te xt file ( .tx t) o r a 'W eb P age, H TM L o nly ' file ( .h tm l) . In F ir e F ox, s e le ct F IL E th en S AVE F IL E A S fr o m y o ur b ro w se r's to olb ar a bove . In C hro m e, s e le ct rig ht c lic k (w it h y o ur m ouse ) o n th is p age a nd s e le ct S AVE A S Reco rd : 1 E nvis io nin g, P la nnin g a nd In novatin g: A C lo ser In vestig atio n o f P ro activ e G oal G enera tio n, In novativ e W ork B ehavio ur and B oundary C ondit io ns. M onta ni, F ra ncesco O doard i, C arlo B attis te lli, A dalg is a Journ al o f B usin ess & P sycholo gy; S ep2015, V ol. 3 0 Is sue 3 , p 415-4 33, 1 9p, 1 D ia gra m , 3 C harts , 1 G ra ph 2015 E M PLO YEE a ttit u des T E C HNO LO GIC AL in novatio ns O RG AN IZ ATIO NAL g oals T E AM S in th e w ork pla ce S ELF -e ffic acy W ORK e nvir o nm ent A C Q UIS IT IO N o f d ata M ULT IL E VEL m odels E m pow erm ent G oal g enera tio n In novativ e w ork b ehavio ur Te am s upport fo r in novatio n P urp ose: B uild in g o n g oal- re gula tio n th eory , w e e xam in e a ) w heth er th e r e gula to ry e le m ents o f p ro activ e g oal g enera tio n, nam ely e nvis io nin g a nd p la nnin g, c an s equentia lly s tim ula te in div id ual in novativ e w ork b ehavio ur, w it h p la nnin g a ctin g a s a m edia to r in th e e nvis io nin g-in novatio n r e la tio nship a nd b ) w heth er th e lin k b etw een e nvis io nin g a nd p la nnin g c an b e str e ngth ened b y th e jo in t c ontr ib utio ns o f p sycholo gic al e m pow erm ent a nd te am s upport fo r in novatio n ( T S I) . D esig n/M eth odolo gy/A ppro ach: D ata w ere c olle cte d fr o m 2 68 e m plo yees o f fiv e Ita lia n c om panie s. F in din gs: H ie ra rc hic al lin ear m odellin g a naly ses in dic ate d th at p la nnin g w as p osit iv ely p re dic te d b y e nvis io nin g, a nd p artia lly m edia te d it s e ffe ct IS SN : DO I: A ccessio n N um ber: P ers is te n t lin k t o t h is r e co rd (P erm alin k): C ut a n d P aste : D ata b ase: on in novativ e w ork b ehavio ur. In a ddit io n, e m plo yees w ho w ere h ig hly in volv ed in e nvis io nin g a ctiv it ie s r e porte d th e hig hest le vels o f p la nnin g w hen b oth p sycholo gic al e m pow erm ent a nd T S I w ere h ig h. Im plic atio ns: T he r e sult s o f th is r e searc h in dic ate th at a n e ffe ctiv e m eans b y w hic h m anagers a nd p ra ctit io ners c an in cre ase e m plo yees' in novativ e effo rts is b y e ncoura gin g th eir in volv em ent in p ro activ e g oal s ettin g a nd g oal p la nnin g a ctiv it ie s. A ddit io nally , o ur fin din gs hig hlig ht th e im porta nce o f c re atin g a n in novatio n-s upportiv e te am e nvir o nm ent a nd n urtu rin g in div id ual p sycholo gic al em pow erm ent to in cre ase th e o dds th at e m plo yees w ill tr a nsla te th eir e nvis io ned p ro activ e g oals in to e ffe ctiv e a ctio n pla ns O rig in alit y /V alu e: T his is th e fir s t s tu dy to a ssess th e e nvis io nin g-p la nnin g m echanis m in r e la tio n to in novatio n, th us advancin g o ur u nders ta ndin g o f h ow in div id ual a nd c onte xtu al c ondit io ns c an a m plif y th e e ffe cts o f e nvis io nin g o n pla nnin g a ctiv it ie s. [A BSTR AC T F R O M A U TH O R] Copyrig ht o f J ourn al o f B usin ess & P sycholo gy is th e p ro perty o f S prin ger N atu re a nd it s c onte nt m ay n ot b e c opie d o r em aile d to m ult ip le s it e s o r p oste d to a lis ts erv w it h out th e c opyrig ht h old er's e xpre ss w rit te n p erm is sio n. H ow ever, u sers m ay p rin t, d ow nlo ad, o r e m ail a rtic le s fo r in div id ual u se. T his a bstr a ct m ay b e a brid ged. N o w arra nty is g iv en a bout th e accura cy o f th e c opy. U sers s hould r e fe r to th e o rig in al p ublis hed v ers io n o f th e m ate ria l fo r th e fu ll a bstr a ct. ( C opyrig ht applie s to a ll A bstr a cts .) 0 8893268 10.1 007/s 10869-0 14-9 371-8 1 08840379 http ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= edb& AN =108840379& sit e = eds-liv e& scope= sit e < A h re f= "h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= edb& AN =108840379& sit e = eds-liv e& scope= sit e "> E nvis io nin g, P la nnin g a nd In novatin g: A C lo ser In vestig atio n o f P ro activ e G oal G enera tio n, In novativ e W ork B ehavio ur a nd B oundary C ondit io ns.< /A > C om ple m enta ry In dex
This week you learned more about organizational culture and how internal and external factors can impact an organization. Managers need to consider environmental impacts to an organization and how th
Tit le : A lt e rn ate T it le : A uth ors : S ourc e: D ocu m en t T yp e: S ubje cts : A uth or S upplie d K eyw ord s: T he lin k in fo rm atio n b elo w p ro vid es a p ers is te nt lin k to th e a rtic le y o u’v e r e queste d. P ers is te nt lin k to th is r e co rd : F ollo w in g th e lin k b elo w w ill b rin g y o u to th e s ta rt o f th e a rtic le o r c it a tio n. C ut a nd P aste : T o p la ce a rtic le lin ks in a n e xte rn al w eb d ocu m ent, s im ply c o py a nd p aste th e H TM L b elo w , s ta rtin g w it h ” < a h re f" T o c o ntin ue, in In te rn et E xp lo re r, s e le ct F IL E th en S AVE A S fr o m y o ur b ro w se r's to olb ar a bove . B e s u re to s a ve a s a p la in te xt file ( .tx t) o r a 'W eb P age, H TM L o nly ' file ( .h tm l) . In F ir e F ox, s e le ct F IL E th en S AVE F IL E A S fr o m y o ur b ro w se r's to olb ar a bove . In C hro m e, s e le ct rig ht c lic k (w it h y o ur m ouse ) o n th is p age a nd s e le ct S AVE A S Reco rd : 1 T H E E FFE C TS O F O RG AN IZ ATIO NAL C IT IZ E N SH IP B EH AV IO RS A N D D EC IS IO N-M AKIN G S TY LE S O N TR AN SFO RM ATIO NAL L E AD ER SH IP B EH AV IO R. Ö RG ÜTS EL V ATA N DAŞLIK D AV R AN IŞ LA R I v e K AR AR V ER M E T A R ZLA R IN IN D Ö NÜŞTÜ RÜCÜ L İD ER LİK D AV R AN IŞ LA R I Ü ZE R İN DEKİ E TK İS İ. B ATTA L, F etu lla h , fb atta [email protected] bayburt.e du.tr D URM UŞ, İb ra him , ib ra him durm [email protected] gum ushane.e du.tr Ç IN AR , E rtu ğru l , e rtu gru lc in [email protected] bayburt.e du.tr E le ctr o nic T urk is h S tu die s; F all2 017, V ol. 1 2 Is sue 3 1, p 1-2 8, 2 8p A rtic le O RG AN IZ ATIO NAL c it iz enship b ehavio r T R AN SFO RM ATIO NAL le aders hip I N FO RM ATIO N s ocie ty E C O NO M IC d ecis io n m akin g M AN AG EM EN T s cie nce Ö rg üts el V ata ndaşlı k D önüştü rü cü L id erlik D ecis io n M akin g S ty le s K ara r V erm e T a rz la rı O rg aniz atio nal C it iz enship S tr u ctu ra l E quatio n M odel Tra nsfo rm atio nal L eaders hip Y apıs al E şit lik M odeli Ö rg üts el V ata ndaşlı k D önüştü rü cü L id erlik K ara r V erm e T a rz la rı 1 2 1 Abstr a ct ( E nglis h ): A bstr a ct ( T u rk is h ): Y apıs al E şit lik M odeli L anguage o f K eyw ord s: E nglis h; O rg aniz atio nal C it iz enship , D ecis io n-M akin g S ty le s a nd T ra nsfo rm atio nal L eaders hip c oncepts a re in cre asin gly im porta nt para dig m s in p ost- m odern tim es in m anagem ent s cie nce. T he r a pid p ro gre ss o f te chnolo gy a nd in fo rm atio n a ge m akes it v ery n ecessary to p la n a head a nd d evelo p th e r e fle xes in th is w ay in o rd er to d ete rm in e w hat k in d o f p osit io n th e C om pany a nd In stit u tio nal m anagers s hould d ete rm in e in th e h yper-c om petit iv e e nvir o nm ent. In o ur w ork , T he org aniz atio nal c it iz enship e valu ate d in a ccord ance w it h O th ern ess, ( b enevole nce), C onscie ntio usness, C ourte sy, G entilit y ( S ports m anship ), C iv il V ir tu e, a nd S ponta neous D ecis io n M akin g, R atio nal D ecis io n M akin g, In tu it iv e D ecis io n M akin g, D ependent D ecis io n M akin g, S hyly D ecis io n M akin g w ere c onsid ere d ty pes o f D ecis io n-M akin g S ty le s.F in ally , w e tr ie d to a ddre ss th e d im ensio ns o f th e c oncept o f T ra nsfo rm atio nal L eaders hip , w hic h w e h ave e xam in ed a s a d ependent v aria ble in o ur r e searc h m odel: " M enta l E ncoura gem ent, C haris m a - B ehavio r, In stin ctiv e L eaders hip , In te re st at In div id ual L evel a nd C haris m a - A ttr ib utio n D im ensio ns". T he u niv ers e o f th e r e searc h, th e F acult y o f E conom ic s a nd A dm in is tr a tiv e S cie nces a nd V ocatio nal S chools o f B usin ess A dm in is tr a tio n, w hic h a re lo cate d in G um ushane a nd B ayburt p ro vin ces a nd a re c andid ate s fo r th e fu tu re , c onstit u te d ay s tu dents . A to ta l o f 2 21 s tu dents fr o m G üm üşhane U niv ers it y ( 1 1 0) a nd B ayburt U niv ers it y ( 1 11 ) p artic ip ate d in th e r e searc h. T he e xam ple o f th e r e searc h w as fo rm ed in t h is w ay. T he tu rn over r a te o f th e q uestio nnair e s is 7 4% . M any p re vio us c onceptu al a nd la te nt ( d im ensio nal) s tu die s o n O rg aniz atio nal C it iz enship , D ecis io n-m akin g S ty le s a nd T ra nsfo rm atio nal L eaders hip h ave b een c onducte d h ow ever in t h is s tu dy th e e ffe cts o f O rg aniz atio nal C it iz enship B ehavio r a nd D ecis io n-M akin g S ty le s o n T ra nsfo rm er L eaders hip e xam in ed fo r h e fir s t tim e b y u sin g S tr u ctu ra l E quatio n M odelin g ( S EM ). [A BSTR AC T F R O M A U TH O R] Ö rg üts el V ata ndaşlı k , K ara r V erm e T a rz la rı v e D önüştü rü cü L id erlik k avra m la rı y önetim b ilim in de p ost m odern d önem le rd en s onra ö nem i g it tik çe a rta n p ara dig m ala rın dandır. T e knolo jin in v e B ilg i ç ağın ın b aş d öndürü cü b ir ş ekild e ile rle m esi, Ş ir k et v e K uru m y önetic ile rin in H ip er-R ekabet o rta m ın da n e tü r b ir p ozis yon b elir le m ele ri g ere ktiğ in i ç ok önceden p la nla yıp b u y önde r e fle ks g eliş tir m ele rin i z oru nlu k ılm akta dır. Ç alı ş m am ız d a; Ö rg üts el V ata ndaşlı k k avra m ın ı: ''D iğ erk âm lı k , ( y ard ım severlik ), V ic danlı lı k , N ezaket, C entilm enlik ( S portm enlik ) , S iv il E rd em , b oyutla rıy la e le a lı r k en, K ara r V erm e T a rz la rın ı: A ni ( s ponta ne) k ara r v erm e, R asyonel ( A kılc ı) k ara r v erm e, S ezgis el K ara r V erm e, B ağım lı K ara r V erm e, Ç ekin gen K ara r V erm e o la ra k e le a ld ık . S on o la ra k a ra ştır m a m odelim iz de b ağım lı d eğiş ken o la ra k in cele diğ im iz D önüştü rü cü lid erlik k avra m ın ın b oyutla rın ı d a: Z ih in sel T e şvik , K ariz m a - D avra nış ı, T e lk in E dic i L id erlik , B ir e ysel D üzeyde İlg i v e K ariz m a - A tfe tm e b oyutla rı'' ile e le a lm aya ç alı ş tık . A ra ştır m anın e vre nin i G üm üşhane v e B ayburt ille rin de İk tis adi İd ari B ilim le r F akült e si v e G üm üşhane M esle k Y üksekokulu nda ö ğre nim in e d evam e den, gele ceğin y önetic i a dayla rı o la n iş le tm e g ündüz ö ğre ncile ri te şkil e tm ekte dir . A ra ştır m aya G üm üşhane Ü niv ers it e sin den (1 1 0) v e B ayburt Ü niv ers it e sin den ( 1 11 ) ö ğre nci to pla m d a 2 21 ö ğre nci k atılm ış tır. A ra ştır m anın ö rn ekle m i b u ş ekild e olu ştu ru lu rk en A nketle rin d evir h ız ı% 7 4't ü r D aha ö nceden Ö rg üts el V ata ndaşlı k , K ara r V erm e T a rz la rı v e D önüştü rü cü Lid erlik ü zerin e k avra m sal v e la te nt ( b oyuts al) o la ra k b ir ç ok ç alı ş m a y apılm ış tır a ncak b u ç alı ş m ada Y apıs al E şit lik Auth or A ffilia tio ns: IS SN : DO I: A ccessio n N um ber: P ers is te n t lin k t o t h is r e co rd (P erm alin k): C ut a n d P aste : D ata b ase: M odelle m esin i ( Y EM ) k ulla nara k ilk d efa Ö rg üts el V ata ndaşlı k D avra nış la rı v e K ara r V erm e T a rz la rın ın D önüştü rü cü Lid erlik ü zerin deki e tk is i in cele nm eye ç alı ş ılm ış tır. [A BSTR AC T F R O M A U TH O R] Copyrig ht o f E le ctr o nic T urk is h S tu die s is th e p ro perty o f E le ctr o nic T urk is h S tu die s a nd it s c onte nt m ay n ot b e c opie d o r em aile d to m ult ip le s it e s o r p oste d to a lis ts erv w it h out th e c opyrig ht h old er's e xpre ss w rit te n p erm is sio n. H ow ever, u sers m ay p rin t, d ow nlo ad, o r e m ail a rtic le s fo r in div id ual u se. T his a bstr a ct m ay b e a brid ged. N o w arra nty is g iv en a bout th e accura cy o f th e c opy. U sers s hould r e fe r to th e o rig in al p ublis hed v ers io n o f th e m ate ria l fo r th e fu ll a bstr a ct. ( C opyrig ht applie s to a ll A bstr a cts .) A rş . G ör., İş le tm e B ölü m ü, İk tis adi v e İd ari B ilim le r F akült e si, B ayburt Ü niv ers it e si Ö ğr. G ör., İş le tm e B ölü m ü, G üm üşhane M esle k Y üksekokulu , G üm üşhane Ü niv ers it e si 13082140 10.7 827/T urk is hS tu die s. 127198566 http ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= hsi& AN =127198566& sit e = eds-liv e& scope= sit e < A h re f= "h ttp ://e zpro xy.u m gc.e du/lo gin ?url= http s://s earc h.e bscohost.c om /lo gin .a spx? dir e ct= tr u e& db= hsi& AN =127198566& sit e = eds-liv e& scope= sit e "> TH E E FFE C TS O F O RG AN IZ ATIO NAL C IT IZ E N SH IP B EH AV IO RS A N D D EC IS IO N-M AKIN G S TY LE S O N T R AN SFO RM ATIO NAL L E AD ER SH IP B EH AV IO R.< /A > H um anit ie s S ourc e U lt im ate 1 2