Author(s): Tuba GÃKGÃZ, Hakan Ä°ÅÃZEN
In today’s world, there are numerous organization formed for economic purposes. These organization must be managed in an effective and strategic manner to survive in the market and to have competitive conditions successfully. These organizations need an effective leader to successfully sustain management process. A leader is highly effective in processes such as employee motivation and efficiency. Due to all these reasons, correct leader selection is important both for employees and organizations. Individuals who work with the right leader tend to complete the compliance with tasks and instructions determined by the leader in line with organizational interests. This study is conducted to analyses the connection between perceived leadership style by individuals working in the organization and compliance behavior to leader instructions. Based on this connection, the effects of employee perception of leaders as transformative, autocratic or democratic in compliance with the instruction process are emphasized. When problem question is centered, the hypothesis that expresses “while compliance with instructions behavior is more visible in perceived transformative and autocratic leadership style, there is less compliance behavior for perceived democratic style” is created. To test this hypothesis; ?stanbul, Kocaeli and Ankara cities are selected as the universe and 310 employees are selected randomly with simple random sampling to equally include all employees in the sample. Leadership Style Scale and Submissiveness to Organizational Authority Scale is applied. Leadership Style Scale is used for determining whether individuals expressed as leaders by employees have democratic, transformative, authoritarian, interactive and laissez-faire leadership style. Submissiveness to Organizational Authority Scale is used for determining compliance behavior of the individuals working in the organization to the individuals perceived as leaders. Lastly, correlation between these two scales are calculated and the connection between perceived leadership style and compliance behavior is tried to be determined. The results of this quantitative study prove that employees tend to show more compliance behavior to leaders perceived as transformative autocratic and tend to show less compliance behavior to leaders perceived as democratic.
The Journal of International Social Research received 7760 citations as per Google Scholar report
