LİDERLİK TARZI VE DUYGUSAL EMEĞİN ALGILANAN YÖNETİCİ DESTEĞİ VE ALGILANAN ÖRGÜT DESTEĞİ ÜZERİNDEKİ ETKİSİ

Abstract

The aim of this study is to investigate the combined effect of the transformational, transactional, and laissez-faire leadership styles and emotional labor in forms of surface acting and deep acting on perceived supervisor support and perceived organizational support. To test the hypotheses of the study, an experiment was designed where six fictional leader types were designated. Then, the respondents were asked to complete a questionnaire about their self-foreseen levels of perceived supervisor support and perceived organizational support, imagining that they were actually working with the designated fictional leader. The findings of the study reveal that transformational leaders arouse higher levels of perceived supervisor support and perceived organizational support compared to transactional and laissez-faire leaders. Moreover, transactional and laissez-faire leaders who display deep acting arouse higher levels of perceived supervisor support compared to their counterparts displaying surface acting. Lastly, laissez-faire leaders who display deep acting will arouse higher levels of perceived organizational support as compared to laissez-faire leaders who display surface acting.