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Aycan, Zeynep; Fikret‐Pasa, Selda

doi:10.1023/a:1026112127918

Cited by 7 publications

(8 citation statements)

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“…According to Edwards and Quinter (2011), students opt for a career based on the benefits that the job/vocation can provide, for example, employment stability, work accessibility, job happiness, and monetary compensation. Aycan and Pasa (2003) concluded that social status, financial resources, affordability, and future employability are essential factors in a student's professional decision. Hafer and Schank (1982) concluded that career-related criteria such as employment stability, availability, and financial benefits are primary indicators in students' primary choices and, by extension, in their career decision.…”

Section: Extrinsic Factors and Career Choicementioning

confidence: 99%

Factors Influencing Career Choice among Business Administration Students of Pokhara University

et al. 2022

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Career development theories imply that various factors might influence students' career choices. The study examined the existent factors influencing career choice among business administration students of Pokhara University. A quantitative paradigm guided the study. A purposive sample of 303 undergraduate and postgraduate students participated in the study. The data was collected using the Career Choice Scale (CCS), which looked at the four components of career choice: intrinsic, extrinsic, interpersonal, and institutional influences. The analysis of data was performed with SPSS and Amos. The results demonstrated that four factors, intrinsic factors such as personal interest, advancement in career, and personality traits; extrinsic factors such as prestigious job, well-paying employment, and job security; interpersonal factors such as parental support and influence, the influence of older siblings and peer influence, and institutional factors such as career counseling activities, teachers and educators’ impact; type of academic program offered were found influential factors. The findings may have implications for Nepalese higher education institutions to guide and counsel students interested in a career in management. Understanding how students make career decisions allows efforts to guide students toward more realistic career choices.

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Section: Extrinsic Factors and Career Choicementioning

confidence: 99%

Factors Influencing Career Choice among Business Administration Students of Pokhara University

et al. 2022

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“…Nonetheless, it is also noted that the leadership ideals of employees seem to diverge from the prevalent leadership styles in Turkish organizations. For instance, Aycan and Fikret-Pasa's (2003) study revealed that employees prefer transformational leadership over authoritarian and paternalistic leadership styles. That preference was attributed to the contribution of transformational leadership practices into professional development, societal change, and advancement.…”

Section: Theoretical Background and Hypotheses Organizational Commitment Dimensions And Leadership Stylesmentioning

confidence: 99%

The Mediating Effect of Perceived Stress on Transformational and Passive-Avoidant, Leadership-Commitment Linkages

Ekmekci¹,

Camgöz²,

Güney³

et al. 2021

IJOL

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The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees' affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey's electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.

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“…Due to the cultural structures of these societies, authoritarian leaders are observed to be an indisputable authority and disobedience is seen as disrespect. As a matter of fact, in these societies authority is assigned a spiritual meaning and workers are acknowledged to have limited capabilities (Aycan and Fikret-Pasa, 2003;Pellegrini and Scandura, 2008;Erben and Güneşer, 2008;Farh and Cheng, 2000). Research…”

Section: Conceptual Relationships and Hypothesesmentioning

confidence: 99%

“…Regarding this, a paternalistic leadership style in Turkish culture is associated not only with creating a family atmosphere but also with protecting and guiding the workers both in and outside the workplace, which indicates a context in which the subordinates are dependent upon the managers. In response to this style, paternalistic leaders expect their workers to be loyal and respectful (Aycan, 2006;Aycan and Fikret-Pasa, 2003). Aycan et al (2000) detected that the subordinates who work with paternalistic leaders cannot act independently and take the initiative.…”

Section: Conceptual Relationships and Hypothesesmentioning

confidence: 99%

“…They believe that they make decisions for the good of their workers, and they aim to protect and guide their workers as they see them as family members (Aycan, 2001). Despite this, decision making is made in the group together (Aycan and Fikret-Pasa, 2003). Considering this, effective school leaders try to have contact with the teachers all the time and they want to include them in the decision-making processes in order to increase their schools' academic performance and improve their own leadership capacity (Marks and Printy, 2003;Truong et al, 2016).…”

Section: Conceptual Relationships and Hypothesesmentioning

confidence: 99%

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Paternalistic School Principal Behaviours and Teachers’ Participation in Decision Making: The Intermediary Role of Teachers’ Trust in Principals

Cansoy¹,

Polatcan²,

Parlar³

2020

REAL

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Article InfoIn this study, the effect of school principals' administrative mentality on teachers' participation in the decision-making process was analysed via the intermediary role of teachers' trust in principals. In this study, which utilised structural equation modelling (SEM) to analyse conceptual relationships, the sample consisted of 646 teachers who worked in various school types in the Çekmeköy district of Istanbul. In the findings, a positive correlation was found between benevolent and moral leadership (dimensions of paternalistic leadership behaviour), and trust in principals and teachers' participation in decision making. On the other hand, a negative and significant relationship was found between the authoritarian leadership dimension and trust in principals and teachers' participation. The results of the SEM analysis, in which the

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Cited by 7 publications

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Factors Influencing Career Choice among Business Administration Students of Pokhara University

Factors Influencing Career Choice among Business Administration Students of Pokhara University

The Mediating Effect of Perceived Stress on Transformational and Passive-Avoidant, Leadership-Commitment Linkages

Paternalistic School Principal Behaviours and Teachers’ Participation in Decision Making: The Intermediary Role of Teachers’ Trust in Principals

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