Since digital leadership has become a critical success factor for securing sustainability in companies, it is of great importance to define scalable characteristics of it. In literature, an adequate measuring instrument is not available for assessing the perceptions regarding digital leadership. This study is about digital leadership characteristics and aims to fill the mentioned research gap by developing a “Digital Leadership Scale” based on an empirical study conducted among 526 people working at different sectors in private and public enterprises in Turkey. After the data were collected, the scope and construct validity of the scale was tested using the statistical programs SPSS and AMOS. The internal consistency coefficient of the scale is .90. As a result of the exploratory and confirmatory factor analysis, the Digital Leadership Scale (DLS) was validated in 9 items and 2 dimensions, so it can be stated that it is a reliable measuring instrument.

Günümüz iş dünyasında dijital dönüşüm şirketler için kaçınılmaz hale gelmiştir. Dijitalleşmenin taleplerini karşılayabilmek adına şirketlerin çevik davranabilmeleri gerekmektedir. Bu bağlamda, bu çalışmanın amacı, dijital dönüşüme adapte olabilmek için örgütsel çevikliği desteklemede örgüt kültürünün rolünü incelemek ve kültürün örgütsel çevikliği nasıl etkilediğini ortaya koymaktır. Çalışma kapsamında Türkiye'de faaliyet gösteren özel sektör kuruluşlarında yönetici pozisyonundaki çalışanlardan anket yöntemiyle toplanan veriler incelenmekte ve dört tip örgüt kültürünün- "klan kültürü", "adhokrasi kültürü", "pazar kültürü" ve "hiyerarşi kültürü"- çeviklik üzerindeki etkileri araştırılmaktadır. Sonuçlar, Türkiye bağlamında klan kültürünün örgütsel çeviklik üzerinde anlamlı bir etkisi olduğunu, diğer kültür tiplerinin ise çevikliği anlamlı bir katkı sağlamadığını göstermektedir.

As different generations have started taking place within the business life simultaneously, it has become crucial for organizations to create a baseline that would satisfy all the employees in every aspect. Based on this fact, this study aims to shed light onto the perceptions and reactions of 3 different generations (Generations X, Y and Z) towards mobbing in order to offer insights that could help practitioners to manage workforce diversity in terms of generations. In this respect, data from 32 participants from different generations were collected and their reactions to mobbing were compared, based on a two-step research process in which, firstly, two different scenarios were offered to the participants, one reflecting a high-mobbing situation whereas the other demonstrated a lower mobbing atmosphere and the possible reactions of participants were collected. Secondly, a survey that followed the scenarios to observe the responses of the participants of each generation to the mobbing situations given in a list was conducted. The results show that for generations Y and Z, the social environment in the company can be considered as a part of their private lives and they are more likely to quit their jobs if this environment is not provided in a healthy way. Generation X is found to have a sharp distinction between professional and private life, and they are more resilient to mobbing than other generations as long as it doesn't affect their work style and productivity.

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