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Katılımcı liderlik, Duygusal Bağlılık ve İş Tatmini İlişkisi: Örgütsel Güvenin Aracılık Rolü(The Relationship Between Participative Leadership, Affective Commitment and Job Satisfaction: The Mediating Role of Organizational Trust)

dc.contributor.authorSökmen, Alev
dc.contributor.authorYazıcıoğlu, İrfan
dc.contributor.authorKenek, Gökhan
dc.date.accessioned2026-01-04T15:47:50Z
dc.date.issued2021-09-28
dc.description.abstractPurpose – In this study, the effects of participative leadership on affective commitment and job satisfaction are examined; It was aimed to determine the mediating role of organizational trust between participative leadership and emotional commitment, and participative leadership and job satisfaction. Design/methodology/approach – Relational scanning model was used in this research. The data were obtained by using a questionnaire method with 304 food and beverage employees from accommodation businesses operating in Antalya province and selected by simple random sampling method. SPSS 26 was used for descriptive statistics, reliability tests, correlation analysis, simple linear and multiple linear regression analysis. Findings – According to the results of the analysis, it is seen that organizational trust and participative leadership have a significant effect on affective commitment and job satisfaction. It has been determined that participative leadership also has a significant effect on organizational trust. In addition, it has been observed that organizational trust has a partial mediating role between participative leadership and affective commitment, and a full mediating role between participative leadership and job satisfaction. Discussion –These results show that food and beverage employees working in accommodation businesses are sensitive to participative leadership practices. It can be stated that the participative leadership approach enables the employee to have trust in the organization, to develop an affective belonging/commitment to his organization, which he/she thinks has an impact on the decisions made, and to be satisfied from job. In this context, it is thought that the implementation of managerial methods that increase the participation of employees in decisions will have positive outcomes in both individual and organizational terms.
dc.description.urihttps://doi.org/10.20491/isarder.2021.1288
dc.description.urihttps://isarder.org/index.php/isarder/article/download/1543/1496/1502
dc.description.urihttps://dx.doi.org/10.20491/isarder.2021.1288
dc.identifier.doi10.20491/isarder.2021.1288
dc.identifier.endpage2758
dc.identifier.issn1309-0712
dc.identifier.openairedoi_dedup___::ac585485b9ea7f7ec5db81e0649ab7c2
dc.identifier.startpage2746
dc.identifier.urihttps://hdl.handle.net/20.500.12597/39065
dc.identifier.volume13
dc.language.isoeng
dc.publisherJournal of Business Research - Turk
dc.relation.ispartofJournal of Business Research - Turk
dc.rightsOPEN
dc.subject.sdg8. Economic growth
dc.subject.sdg16. Peace & justice
dc.titleKatılımcı liderlik, Duygusal Bağlılık ve İş Tatmini İlişkisi: Örgütsel Güvenin Aracılık Rolü(The Relationship Between Participative Leadership, Affective Commitment and Job Satisfaction: The Mediating Role of Organizational Trust)
dc.typeArticle
dspace.entity.typePublication
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