European Journal of Education Studies
ISSN: 2501 - 1111
ISSN-L: 2501 - 1111
Available on-line at: www.oapub.org/edu
Volume 3 │ Issue 7 │ 2017
doi: 10.5281/zenodo.809999
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE
PERCEPTION OF ADMINISTRATORS’ POLITICAL AND
PATERNALISTIC LEADERSHIP BEHAVIORS ON
CONFLICT RESOLUTION BEHAVIORS
Mukadder Boydak Özan1
Tuncay Yavuz Özdemir2
Zübeyde Yaraşi3
Professor, Fırat University, Elazıg, Turkey
1
“ssistant Professor, Fırat University, Elazıg, Turkey
2
PhD Student, Fırat University, Elazıg, Turkey
3
Abstract:
The purpose of this study was to examine the mediation role of organizational justice
perception of administrators’ political and paternalistic leadership behaviors on conflict
resolution behaviors. The study was conducted with 330 high school teachers working
in the central district area in Elazığ. Percentage, frequency, arithmetical mean,
correlation analysis and hierarchal regression analysis was used in analyzing the data.
According to the correlation analysis results, there are positive and significant
relationships
between
administrators’’
paternalistic
leadership
behaviors
and
organizational justice perceptions and between political leadership behaviors and
conflict resolution behaviors. It was observed that there are negative and low level
significant relationships between paternalistic leadership and political leadership
behaviors, paternalistic leadership behaviors and conflict resolution behaviors, political
leadership behaviors and organizational justice. According to the hierarchal regression
analysis results, organizational justice perception has a partly mediation role on
administrators’ political and paternalistic behaviors over conflict resolution behaviors.
Keywords: leadership, political leadership, paternalistic leadership, organizational
justice, conflict resolution
Copyright © The Author(s). All Rights Reserved.
© 2015 – 2017 Open Access Publishing Group
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
1. Introduction
After putting forward that leadership behaviors expected from administrators varies
according to their cultures and because each society has a unique culture, researches
focused on the question concerning which leadership behaviors and approaches are
expected from administrators.
While paternalistic leadership is expected in Asian and Middle East societies due
to their cultural characteristics, it has been suggested that the paternalistic leadership
style is less expected in the Western societies (Chen & Kao, 2009; Pellegrini & Scandura,
Narrator Cerit,
Yardımcı, 2010). When these results are considered, it is
possible to say that cultural difference reflects on the results of the study.
In the field of administration, paternalism is defined as organizing
administrator-worker, master-apprentice or teacher-student relationships as superiorsubordinate relationships Oz & Kılıc,
. Farh and Cheng
define paternalistic
leadership as a leadership style, which morally guides individuals through a strict
discipline and a paternal philanthropist approach. Individuals within an organization
regard paternalistic leaders as factors that attach them to the organization Yardımcı,
2010). In addition, unlike the duty and responsibility distribution in the traditional
leadership
approaches
resulting
from
the
superior-subordinate
relationships,
paternalistic leaders base the leadership process on a moral attachment resulting from
the family atmosphere among the organization’s workers Tanrıogen, ”asturk & ”aser,
2014). In organizations where the superior-subordinate relationships are based on
paternalism due to the nature of this moral attachment, the superior bodies respond to
the leader’s concern and interest with sincerity and feeling of belonging (Pellegrini &
Scandura,
Yardımcı,
. However, leaders do not avoid their responsibilities as
an administrator, do not make a concession of their authority and expect their rules and
orders to be carried out Yardımcı,
.
Political leaders state that it is crucial to become aware of the political truth and
of the resolution paths for possible conflicts that can occur. At this point, knowing the
shareholders and effectively managing conflicts are behaviors that are expected from
leaders. Leaders cannot always fulfill group expectations; however, they create
atmospheres for discussing and negotiating over differences that occur Tanrıogen,
Basturk & Baser, 2014).
The term justice is an objective that people aim at in the social, political field and
other areas of life (Chengi, 2009). Educational organizations, whose inputs and outputs
are humans, are open systems with potentials to affect the society they belong in. Thus,
the society gets affected when educational organizations achieve their goals.
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Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
Organizational justice refers to individuals’ opinions on how lustful they are
treated within the organization, to their perceptions about the distribution, operation,
procedure and interaction within the organization and to the effects of administrator
behaviors on organizational devotion and trust Greenberg,
“ltınkurt & Yılmaz,
2010). Individuals set certain criteria in developing their perceptions about
administrator behaviors and determine whether or not the administrators are fair based
on these criteria. “ltınkurt & Yılmaz,
. Organizational justice promotes fair and
moral practices to take place within the organization and focuses on to what extent the
costs and benefits of individual and group activities are equally distributed to the
individuals and groups İscan & Naktiyok,
İscan & Karabey,
.
When the literature on organizational justice is considered, there are three subdimensions of justice namely distributive, procedural and interactional (Egilmezkol,
2011; Gunes & Buluc, 2012). Distributive justice refers to worker perceptions about how
equally the rewards, punishments and promotions are distributed among the workers
within the organization İscan & Naktiyok,
. The main purpose of distributive
justice is to enable a perception in the individual that they equally benefit from the
distributed resources (Ozdevecioglu, 2003). Procedural justice refers to carrying out a
fair process or methods when making decisions about distributing the resources and
rewards (Beugre, 2002; Nar, Ozmen, Arbak & Ozer, 2007). Interactional justice refers to
workers becoming aware of justice through the communication between their
administrators and workers (Ozdevecioglu, 2003). In interactional justice, the process is
explained to the individuals by emphasizing moral principles İçerli,
.
The differences among people and groups pave the way for conflicts (Schmidt
and Tannebaum, 2000; Nar.: Samdan, 2008).Conflicts are inevitable once the behaviors
of individuals or groups within an organization counter against the interests of other
individuals or groups or when they set a barrier against their needs being satisfied
(Gordon, 1997; Corey, 2002). Administrators undertake a key role in such events and
their conflict management skills come to the forth.
Conflict can be defined as a drawback in satisfying social, psychological and
physical needs of people and as a state of disagreement among people or groups (Peker
& Ayturk, 2000; Eren, 2001). Conflicts are inevitable in the relationships among
individuals and groups. Thus, it is better to focus on the benefits of the process rather
than on the negative effects that conflicts can create ”ursalıoglu,
.
Previous studies have focused on the relationship between paternalistic
leadership and job devotion, job satisfaction, motivation, organizational citizenship,
organizational performance and job stress (Yetim & Yetim, 2006; Erben & Güneser,
2008; Cerit, 2009; Yeh, Chi & Chiou, 2
Chu & Hung,
European Journal of Education Studies - Volume 3 │ Issue 7 │ 2017
Oz & Kılıc,
153
Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
Yardımcı,
Chou,
, its effects on the behaviors of individuals within the
organization (Cheng, Chou, Wu, Huang & Farh, 2004), and the relationship between
organizational justice (Koksal, 2011). There are also studies which examine the cultural
dimension of paternalistic leadership and put forward its indirect relationship with
organizational justice Lind & Early,
Paşa, Kabasakal & ”odur,
Farh &
Cheng, 2000). In addition to these studies, in the national and international literature,
there are studies which underline that there are political leadership behaviors among
the leadership styles of school principals (Messer, 2002; Dereli, 2003; Baker, 2008; Dias,
Hall,
Tanrıogen, ”asturk & Baser, 2014); studies on organizational justice
focus on its relationship with variables such as organizational citizenship,
organizational justice in schools, the effects of organizational justice on teacher
performance evaluations, organizational devotion (Hoy & Tarter, 2004; Comert,
Demirtas & Ustuner,
“nnamalai, “bdullah & “lazidiyeen,
Egılmezkol,
Atalay, 2015); studies on organizational conflict are observed to focus primarily on
conflict management (Ozmen, 1997; Sarpkaya, 2002; Mirzeoglu, 2005; Kandemir, 2006;
Samdan, 2008; Erol, 2009). Previous studies have focused on the relationship between
paternalistic or political leadership and certain variables such as motivation and
commitment; however, there have been very few studies which underlined the
relationships between organizational justice or conflict resolution behaviors.
2. Method
In this section, information about the sample group and inventories used in the study,
which aims at determining the mediation role of organizational justice perception about
administrators’ political and paternalistic behaviors on conflict resolution behaviors,
will be given. A factor analysis was conducted for each variable and the correlation
coefficients regarding each variable were determined. Hierarchal regression analyses
and Sobel tests were conducted to determine the effects of the independent variables on
the dependent variables and then to determine the mediation role of organizational
justice perception and conflict resolution behaviors, hypotheses of the study were
defined by resorting to various studies and the findings were explained based on the
analyses results.
2.1. The Study Group
The simple random sampling method was conducted in selecting the study group of
the study. According to this method, each unit within the population has the equal and
independent chance of being selected in the sample. In other words, each individual has
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
the equal the chance of being selected and neither participant affects the other
individuals’ possibility of being selected (Buyukozturk, Cakmak, Akgun, Karadeniz &
Demirel, 2011:84).
Data were collected from a total of 330 high school teachers working in the
central district of Elazığ during the
-2015 academic period. After examining the
data 24 forms were filled in either incorrectly or incompletely, thus these 24 forms were
marked as invalid and 306 scales were accepted. Demographic data concerning the
teachers who participated in the study are given on Table 1.
Table 1: Demographic Information Concerning the Teachers Participating in the Study
Type of School
Branch
Gender
Anatolian
Vocational
Cultural
Vocational
H.
H.
Courses
Courses
Female
Age
Seniority
(Ave)
(Ave)
39.03
15
Male
f
%
f
%
f
%
f
%
f
%
f
%
192
62.7
114
37.3
242
79.1
64
20.9
115
37.6
191
62.4
2.2. Measurement Instruments
Four inventories were used in the study as data collection instruments. Information on
these inventories is given below:
A.
Organizational Justice Inventory: The Organizational Justice Inventory,
developed by Neihoff and Moormann (1993), consists of 20 items. This scale was
translated into Turkish by Akgeyik (2014). The Organizational Justice Inventory, which
consists of 20 items and which was translated into Turkish by Akgeyik (2014), was used
in the study
The scale consists of three sub-dimensions, namely interactional, distributive and
procedural justice. In this five point Likert type scale, five options were placed beside
each question to express the frequency of each behavior. These options were degreed as
I totally disagree , I disagree , I’m not sure I partly agree/partly disagree , I
agree and I totally agree
-5).
According to the explanatory factor analysis results, the scale was appropriate
for a three factor structure and the factor loads were observed to be between .85 and .50.
There were no items with factor load value below .30. Keiser-Meyer- Olkin (KMO)
analysis result for the scale was .925 and the Barlett test was observed to be significant
(p=.001).
B.
Paternalistic Leadership Inventory: This inventory, developed by Pellegrini and
Scandura
, consists of
items. This scale was translated into Turkish by Yardımcı
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Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
(2010). The Paternalistic Leadership Inventory, which consists of 18 items and which
was translated into Turkish by Yıldırım
, was used in the study. The scale was
developed with a five point Likert type degree and five options were given for each
question to express the frequency of each behavior. The Cronbach Alpha internal
consistency coefficient for the study conducted by Yıldırım
was .
, however,
this value was .883 for this study. These values indicate that the scale has internal
reliability.
According to the explanatory factor analysis results, the factor loads of the scale
were between 81 and .51. There were no items with factor load value below .30. KeiserMeyer- Olkin (KMO) analysis result for the scale was .886 and the Barlett test was
observed to be significant (p=.001).
C.
Political Leadership Inventory: There are 8 items concerning political leadership
in the Leadership Orientations Questionnaire LOQ scale developed by ”olman and
Deal
to determine school administrators’ leadership styles. The scale was
translated into Turkish by Dereli (2003). The 8 items, concerning the political leadership
dimension, of the Leadership Orientations Questionnaire scale that Dereli translated
into Turkish were used in this study.
The scale was developed with a five point Likert type degree and five options
were given for each question to express the frequency of each behavior. These were
degreed as
never ,
rarely ,
sometimes ,
often
and
always
(1-5). The Cronbach
Alpha internal consistency coefficient of the scale was .890 for this study. These values
indicate that the scale has internal reliability.
According to the explanatory factor analysis results, the factor loads of the scale
were between .83 and .60. There were no items with factor load value below .30. KeiserMeyer- Olkin (KMO) analysis result for the scale was .892 and the Barlett test was
observed to be significant (p=.001).
D.
Organizational Justice Inventory: The Organizational Conflict Inventory was
developed by Rahim (1983) and consists on 28 items. The scale was translated into
Turkish by Gumuseli (1994). The Organizational Conflict Inventory, consisting of 28
items and which was translated into Turkish by Gumuseli (1994), was used in this
study.
The scale was developed with a five point Likert type degree and five options
were given for each question to express the frequency of each behavior. These were
degreed as very rare , rare , sometimes , often and always
-5). The Cronbach
Alpha internal consistency coefficient for the study conducted by Gumuseli (1994) was
.77, however, this value was .880 for this study. These values indicate that the scale has
internal reliability.
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Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
According to the explanatory factor analysis results, the factor loads of the scale
were between .85 and .47. There were no items with factor load value below .30. KeiserMeyer-Olkin (KMO) analysis result for the scale was .915 and the Barlett test was
observed to be significant (p=.001).
2.3. Data Analysis
The data were entered analyzed through a software program. Percentage and frequency
values were used to express the demographic characteristics of the participants. A
correlation analysis was conducted to determine the relationship between paternalistic
leadership behaviors and teachers’ organizational justice perceptions and conflict
resolution behaviors. The Pearson Product-Moment Correlation Coefficient was used in
the correlation analysis. The lowest and highest value that the correlation coefficient can
equal to was (-1) and (+1). However, in practice, (-1) and (+1) values are not always
obtained (Baykul and Güzeller, 2014:578). In interpreting the correlation coefficients,
values between 1.00-0.70 indicate high; values between 0.70-0.30 indicate moderate;
values between 0.30-0.00 indicate a low level of relationship (Büyüköztürk et. al., 2011:
227).
2.4. Research Model and Hypotheses
In the research model, the purpose of this study was; to determine the effects of school
administrators’
paternalistic
and
political
leadership
behaviors
on
teachers’
organizational justice perceptions and conflict resolution behaviors and to examine the
mediation role of organizational justice perception in the relationship between
administrators’ paternalistic and political leadership behaviors and conflict resolution
behaviors.
The following hypotheses were developed concerning the paternalistic
leadership study and were tested.
Hypothesis 1:
“dministrators’ paternalistic leadership behaviors positively and
significantly affect teachers’ organizational justice perceptions.
Hypothesis 2:
“dministrators’ paternalistic leadership behaviors negatively and
significantly affect teachers’ conflict resolution behaviors.
Hypothesis 3:
Organizational justice perception negatively and significantly
affects conflict resolution behaviors.
Hypothesis 4:
Organizational justice perception has a mediation role over the
effects of administrators’ paternalistic leadership behaviors on teachers’ conflict
resolution behaviors.
The research model created based on the hypotheses is given on Figure 1.
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
Figure 1: The research model
The following hypotheses were developed concerning the political leadership study
and were tested:
Hypothesis 5:
“dministrators’ political leadership behaviors negatively and
significantly affect teachers’ organizational justice perceptions.
Hypothesis 6:
“dministrators’ political leadership behaviors positively and
significantly affect teachers’ conflict resolution behaviors.
Hypothesis 7:
Organizational justice perception has a mediation role over the
effects of administrators’ political leadership behaviors on teachers’ conflict resolution
behaviors.
The research model created based on the hypotheses is given on Figure 2.
Figure 2: The research model
3. Findings and Comments
3.1. The Relationship between Political and Paternalistic Leadership Behaviors and
Organizational Justice Perception and Conflict Resolution Behaviors
The correlation matrix indicating the relationship between political and paternalistic
leadership behaviors and organizational justice perception and conflict resolution
behaviors are given in Table 2.
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
Table 2: Average, Standard Deviation and Correlation Values concerning the Data
Variables
Ave.
sd.
1
2
3
B
C
D
A. Organizational Justice
3.26
.74
A
1
.65**
.86**
.92**
.70**
-.28**
-.45**
1. Distributive Justice
3.15
.81
.65**
1
.41**
.40**
.35**
-.16**
-.24**
2. Procedural Justice
3.17
.93
.86**
.41**
1
.74**
.58**
-.28**
-.42**
3. Interactional Justice
3.37
.89
.92**
.40**
.74**
1
.72**
-.25**
-.42**
B. Paternalistic Leadership
3.17
.63
.70**
.35**
.58**
.72**
1
-.30**
-.42**
C. Political Leadership
2.92
.80
-.28**
-.16**
-.28**
-.25**
-.30**
1
.66**
D. Conflict Resolution Behavior
2.97
.62
-.45**
-.24**
-.42**
-.42**
-.42**
.66**
1
*p< .05 ** p< .01, N=306
It is evident on Table 2 that there is a statistically significant relationship between
paternalistic leadership behaviors and organizational justice perception (r= .070; p<.01).
It is suggested that teachers’ perceptions on justice will increase positively as
administrators’ tendencies to display paternalistic behaviors increase.
It can be observed that there are negative and low level significant relationships
between paternalistic leadership and political leadership behaviors (r= -.30; p<.01) and
paternalistic leadership behaviors and conflict resolution behaviors (r= -.42; p<.01).
According to this finding, administrators avoid political leadership behaviors as
their tendencies to display paternalistic leadership behaviors increase.
It is evident that there is a negative and low level relationship between political
leadership behaviors and organizational justice (r= -.28; p<.01). A statistically significant
positive relationship is evident between political leadership behaviors and conflict
resolution behaviors (r= .66; p<.01).
While there is usually a positive and high level relationship between paternalistic
leadership and organizational justice perception, the relationship between political
leadership and conflict resolution behaviors is negative and at a low level.
While there is a positive and high level relationship between political leadership and
conflict resolution behaviors, the relationship with organizational justice perception is
negative and at a low level. There reason for this can be because administrators who
display political leadership behaviors decrease conflicts by coming to an agreement and
because they are competent in resolving conflicts.
3.2. Mediation Role of Organizational Justice Perception on the Effects of Political
and Paternalistic Leadership Behaviors on Conflict Resolution Behaviors
A hierarchal regression analysis was conducted in order to determine the effects of
administrators’ political and paternalistic leadership behaviors on conflict resolution
behaviors and to explain the mediation role of organizational justice perception on this
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
effect. When the mediation variable is included in the regression analysis with the
independent variable, the regression coefficient of the independent variable (political
and paternalistic leadership behaviors) over the dependent variable (conflict resolution
behavior) decreases, the significant effect of the mediation variable (organizational
justice perception) on the dependent variable (conflict resolution behavior) continues.
Results of the hierarchal regression analysis, conducted to determine the mediation role
of organizational justice perception, are given on Table 3.
With regards to the mediation test, the effects of the independent variable,
political and paternalistic leadership behaviors, on organizational justice perception,
whose mediation variable role was being observed, were examined.
Table 3: Results of the Hierarchal Regression Analysis Displaying the
Mediation Role of Organizational Justice Perception between Paternalistic and
Political Leadership Behaviors and Conflict Resolution Behaviors
β
Independent Variables
Organizational
Conflict Resolution Behaviors
Justice
Test 1
Paternalistic Leadership
-.42
.182
.180
R=, 427
F=67,773
p= 0.000**
Test 2
Paternalistic Leadership
.70
.501
.500
Paternalistic Leadership
R=, 708
F=305,761
p= 0.000**
Test 3
Paternalistic Leadership
-.21
Organizational Justice
-.29
.226
.221
R= ,476
F=44,315
p= 0.000**
Sobel Test (z)= (z=4.06; p<.001)
Test 1
Political Leadership
.66
.437
Political Leadership
.435
R= ,661
F=236,268
p= 0.000**
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
Test 2
Political Leadership
-.28
.084
.081
R= ,289
F=27,771
p= 0.000**
Test 3
Political Leadership
.57
Organizational Justice
-.28
.511
.507
R= ,715
F=158,070
p= 0.000**
Sobel Test (z)= (z=6.02; p<.001)
*p .05 ** p< .01 *** p< .001
There are two independent variables in the study namely paternalistic and political
leadership. In the first section, the relationship between the first independent variable,
paternalistic leadership, and the dependent variable, conflict resolution behaviors was
determined. According to the hierarchal regression analysis, paternalistic leadership,
namely the first independent variable, negatively and significantly affects conflict
resolution behaviors, namely the dependent variable β= -.42, p< .01). In the second
section, the effects of paternalistic leadership on organizational justice perception were
determined. According to the analysis results, paternalistic leadership behaviors
positively and significantly affect organizational justice perceptions β= .
, p< .
. “t
this point, the effects of organizational justice perception, whose mediation role was
being examined, on conflict resolution behaviors were reported β= -.45, p< .01).
Organizational justice perception negatively and significantly affects conflict resolution
behaviors. In the third section, the independent variable paternalistic leadership and
organizational justice perception, whose mediation role was being observed, were
analyzed together and their effects on conflict resolution behaviors were determined.
The effect of paternalistic leadership on conflict resolution behaviors continued even
after being analyzed together with organizational justice, however, the coefficient value
decreased β= -.21, p< .01). The significant effect of organizational justice perception on
conflict resolution behaviors continued
β= -.29, p< .01). After completing these
processes, Sobel test was conducted to confirm the mediation role of organizational
justice and this mediation effect was observed to be significant (z=4.06; p<.001).
According to this result, organizational justice has a partial mediation role in the effects
of paternalistic leadership on conflict resolution behaviors. Based on this result, it can
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Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
be concluded that Hypothesis 1, Hypothesis 2, Hypothesis 3 and Hypothesis 4 are
supported.
Secondly, the relationship between the second independent variable, political
leadership, and the dependent variable, conflict resolution behaviors, was determined.
According to the hierarchal regression analysis, political leadership, namely the
independent variable, positively and significantly affects conflict resolution behaviors,
namely the dependent variable β= .
, p< .
. In the second section, the effects of
political leadership on organizational justice perception were determined. According to
the analysis results, political leadership behaviors negatively and significantly affect
organizational justice perceptions β= -.28, p< .01). In the third section, the independent
variable political leadership and organizational justice perception, whose mediation
role was being observed, were analyzed together and their effects on conflict resolution
behaviors were determined. The effect of political leadership on conflict resolution
behaviors continued even after being analyzed together with organizational justice,
however, the coefficient value decreased β= .
, p< .
. The significant effect of
organizational justice perception on conflict resolution behaviors continued β= -.28, p<
.01). After completing these processes, the Sobel test was conducted to confirm the
mediation role of organizational justice and this mediation effect was observed to be
significant (z=6.02; p<.001). According to this result, organizational justice has a partial
mediation role in the effects of political leadership on conflict resolution behaviors. It is
evident that these results support Hypothesis 5, Hypothesis 6 and Hypothesis 7.
4. Conclusion and Discussion
According to the correlation analysis, conducted to determine the mediation role of
organizational justice perceptions on administrators’ political and paternalistic
leadership behaviors over conflict resolution behaviors, there is a positive significant
relationship between paternalistic leadership behaviors and organizational justice
perception, a negative and low level relationship between paternalistic leadership and
political leadership behaviors and between paternalistic leadership behaviors and
conflict resolution behaviors. According to a study conducted by Koksal (2011), there is
a positive and significant relationship between organizational justice and paternalism.
The study conducted by Aycan and Kanungo (2000) suggests that employees expect
their administrators to be paternalistic leaders. Other studies underlined that
individuals have positive opinions about their administrators concerning the perception
on organizational justice Yazıcıoglu & Topaloglu,
“ltınkurt & Yılmaz,
. In
addition, a study carried out by Akgeyik (2014) states that justice perception of teachers
European Journal of Education Studies - Volume 3 │ Issue 7 │ 2017
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Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
is lower than those of their administrators. Studies have also suggested that
paternalistic leadership, which requires administrators to be understanding, helpful
and honest, can increase worker commitment, respect between the workers, job
performance, commitment to work, motivation and decrease job stress (Yetim & Yetim,
2006; Erben & Guneser, 2008; Cerit, 2009; Yeh, Chi & Chiou, 2008; Chu & Hung, 2009;
Oz & Kılıc,
Yardımcı,
.
Study results indicate a negative and low level relationship between political
leadership behaviors and organizational justice and a positive and significant
relationship with conflict resolution behaviors. When previous studies are considered, it
is evident that political leadership is one of the most preferred leadership styles among
administrators Messer,
Dereli,
”aker,
Dia
Hall,
Tanrıogen,
Basturk & Baser, 2014).
According to the hierarchal regression analysis, which was conducted to
determine the effects of administrators’ political and paternalistic leadership behaviors
on conflict resolution behaviors and to explain the mediation role of organizational
justice perception on this effect, the first independent variable paternalistic leadership
has a negative and significant effect on the dependent variable conflict resolution
behaviors and a positive and significant effect on the perception of organizational
justice. It was also observed that organizational justice perception negatively and
significantly affects conflict resolution behaviors. When the effects of paternalistic
leadership and organizational justice perceptions on conflict resolution behaviors are
considered, the effect of paternalistic leadership on conflict resolution behaviors
continued even after being analyzed together with organizational justice, however, the
coefficient value decreased. The significant effect of organizational justice perception on
conflict resolution behaviors was observed to continue. Sobel test was conducted to
confirm the mediation role of organizational justice and this mediation effect was
observed to be significant. According to this result, organizational justice has a partial
mediation role in the effects of paternalistic leadership on conflict resolution behaviors.
While the second independent variable, political leadership, positively and
significantly affects the dependent variable, conflict resolution behaviors, it was
observed to affect organizational justice perception negatively and significantly. The
effect of political leadership on conflict resolution behaviors continued even after being
analyzed together with organizational justice, however, the coefficient value of effect
decreased. The significant effect of organizational justice perception on conflict
resolution behaviors was observed to continue. Sobel test was conducted to confirm the
mediation role of organizational justice and this mediation effect was observed to be
European Journal of Education Studies - Volume 3 │ Issue 7 │ 2017
163
Mukadder ”oydak 5zan, Tuncay Yavuz 5zdemir, Z(beyde Yaraş
MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
significant. According to this result, organizational justice has a partial mediation role
in the effects of political leadership behaviors on conflict resolution behaviors.
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MEDIATION ROLE OF ORGANIZATIONAL JUSTICE PERCEPTION OF “DMINISTR“TORS’ POLITIC“L “ND
PATERNALISTIC LEADERSHIP BEHAVIORS ON CONFLICT RESOLUTION BEHAVIORS
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