Hiyerarşi Ve Otorite Olmadan Liderlik: Lateral Liderlik

Abstract

Conventional leadership styles require hierarchical processes primarily characterized by the exertion of power. However, recent studies have indicated that lateral leadership, which substitutes a subordinating approach with insight, collaboration, coordination, and creativity with all stakeholders and especially with employees, can also achieve organizational goals. In this article, lateral leadership and thought system is discussed. Based on lateral thinking, it seeks contributions from all employees to make business more effective through creativity, innovation, and collaborative methods to meet the challenge of a globalized world. The basic mechanisms of lateral leadership are creating common understandings, changing power games, creating an atmosphere of trust, and eliminating hierarchical authority. In this context, the main findings of this article prepared within the framework of narrative review methodology; lateral leadership is a fairly new approach that is suited to changing working environments, leadership characteristics, organizational structures, and followers' qualifications. This leadership style is most appropriate for group studies, ad hoc meetings, or lateral-networking structures in organizations in which conventional leadership is ineffective or dysfunctional.

What leadership styles and traits do industry partners need to exhibit to produce positive outcomes from collaborative projects with researchers from other types of organizations?

“…For example, research sponsors could require application of a multiple principal investigator model to encourage team science. Lateral leadership needs to replace the top-down or hierarchical style of leadership to better meet 21st century challenges (Koçak, 2019).…”

“…This can only be accomplished by understanding the channels of communication that exist within and between partnered organizations. Management research helps to better understand best practices related to leadership styles, characteristics, and skills in the collaborative environment (Boyer et al, 2019;Koçak, 2019;Mousavi et al, 2019;Shani & Coghlan, 2018;Zhang et al, 2018). Beyond appreciation for each partner's contributions, culture, and communications, certain leadership styles and characteristics have been shown to be better than others in helping the team to achieve its goals.…”

“…• Top-down forms of leadership based on authority and control will not work well in a project composed of participants from government, academia, and industry (Hill & Bartol, 2016;Koçak, 2019). • Participants working together to accomplish goals come from differing organizations and cultures.…”

“…Numerous researchers (Koçak, 2019;Rosenman et al, 2016;Stincelli, 2016;Xie et al, 2018) find factors such as trust between leaders and team members to be essential in activities that foster innovation. For collaboratives, trust has been shown to develop from empowerment that includes the provision of necessary support and resources (DeHart, 2017;Oliver et al, 2018).…”

Discrimination Issue Toward the Turkish Minority in Bulgaria in the Post-1989 Era

“…After this first large wave of migration, the remaining Turkish community in Bulgaria was almost a headless body because most of the emigrants had been an intellectual and well-educated group (Özlem, 2019). Leadership is the key success factor at any kind of structure, organization, or business (Koçak, 2020). It took a long time for new intellectuals to emerge among Bulgaria's remaining Turks, which enabled the Bulgarian administration to take advantage with further assimilation policies.…”