ORGANIZATIONAL CULTURE'S ROLE IN THE RELATIONSHIP BETWEEN POWER BASES AND JOB STRESS

Erkutlu H., Chafra J., Bumin B.

HACETTEPE UNIVERSITESI EGITIM FAKULTESI DERGISI-HACETTEPE UNIVERSITY JOURNAL OF EDUCATION, sa.40, ss.198-209, 2011 (SSCI) identifier

  • Yayın Türü: Makale / Tam Makale
  • Basım Tarihi: 2011
  • Dergi Adı: HACETTEPE UNIVERSITESI EGITIM FAKULTESI DERGISI-HACETTEPE UNIVERSITY JOURNAL OF EDUCATION
  • Derginin Tarandığı İndeksler: Social Sciences Citation Index (SSCI), Scopus, TR DİZİN (ULAKBİM)
  • Sayfa Sayıları: ss.198-209
  • Anahtar Kelimeler: Leader's power bases, job stress, organizational culture, SOCIAL POWER, LEADERSHIP, RELIABILITY, PERFORMANCE, EMPLOYEES, EXCHANGE, MODEL
  • Gazi Üniversitesi Adresli: Evet

Özet

The purpose of this research is to examine the moderating role of organizational culture in the relationship between leader's power bases and subordinate's job stress. Totally 622 lecturers and their superiors (deans) from 13 state universities chosen by random method in Ankara, Istanbul, Izmir, Antalya, Samsun, Erzurum and Gaziantep in 2008-2009 fall semester, constitute sample of the research. Dean's power bases were measured using the Interpersonal Power Inventory (IPI). Job Stress Survey and The Organizational Culture Profile (OCP) were used to assess job stress and organizational culture respectively. In the study, the hypotheses were tested by using moderated hierarchical regression. The results of this study reveal that aggressiveness dimension of culture from the OCP, strengthened the positive relationship between harsh power bases and job stress and another dimension, respect for people, weakened that relationship. Furthermore, respect for people dimension strengthened the negative relationship between soft power bases and job stress.