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Öğe Backlash towards male versus female leaders' interpersonal emotion management strategy use: The role of followers' gender-based leadership stereotypes(Wiley, 2024) Bayazit, Mahmut; Czukor, Gergely; Senoguz, Uzay Dural; Turetgen, Ilknur OzalpResearch on the backlash effect predominantly investigated penalties men and women incurred when they violate gender norms in the domain of achievement-oriented aggressiveness. We investigated backlash reactions towards female versus male leaders' attempts to manage follower emotions using one of two gender-stereotypic interpersonal emotion management strategies, cognitive change or expression suppression, in a 2x2 vignette experiment in which undergraduate students as participants acted as followers (N = 206). We hypothesized that followers high in explicit or implicit prejudice towards female leadership would be motivated to show backlash in the form of negative attitudes and anger when female leaders use an expression suppression strategy and when male leaders use a cognitive change strategy, violating gender norms. We also explored the role of followers' gender as a boundary condition of backlash reactions towards leaders of the same versus opposite sex. Male participants with negative explicit attitudes towards women leaders in general expressed higher levels of anger towards a female leader who utilized a suppression strategy. Female participants holding implicit stereotypes reported negative attitudes for both female and male leaders who utilized a gender-incongruent emotion management strategy. We discuss the implications of our findings for theory and research on the backlash effect.Öğe Boosting Him but Not Her: Negative Stereotypes and Leader–Follower Relations(Springer Science and Business Media Deutschland GmbH, 2024) Czukor, Gergely; O’Brien, Anne; Pye, AnnieThis study investigated how situational negative stereotypical expectations about men or women affected followers’ evaluations of their male or female leaders representing their teams in an inter-team context. Undergraduate students enrolled in a leadership course participated in two experiments for experiential learning as part of non-graded in-class course activity. The study used a cross-sectional experimental design with gender stereotype condition (experiment 1: advantage or disadvantage; experiment 2: advantage or control) and leader gender (male or female) as independent variables and followers’ ratings for their team-leaders as the dependent variable. The teams were randomly assigned to the conditions. Prior to the leaders’ performances (experiment 1: giving an oral presentation; experiment 2: participating in a committee meeting), the followers read stereotype manipulations targeting the gender of their leader and then rated their leaders’ communication effectiveness (experiment 1) or representation effectiveness (experiment 2). Followers evaluated male leaders more favorably when males were expected to underperform females, relative to a male stereotype advantage (experiment 1, d =.90) or control condition (experiment 2, d =.87). The ratings for female leaders were not different between the experimental and the comparative conditions. Negative stereotyping seemed to mobilize followers to show solidarity with male leaders, but there was a lack of vigor to show support for female leaders. The study enhances the criterion validity of the stereotype threat construct in leadership by extending outcomes to leader–follower relations, using stereotype salience manipulations. To mitigate consequences of the situational salience of stereotypes, interventions should focus on enhancing follower support for female leaders. © Associação Brasileira de Psicologia 2024.Öğe Charismatic Leadership in Work Organizations: An Evaluation for Energy Industry(Springer Science and Business Media Deutschland GmbH, 2024) Czukor, Gergely; Çınar, CemreCharismatic leadership is a widespread application in organizational research and practice. Organizations favor charismatic leaders who are capable of motivating employees to achieve outstanding results. Scholars proposed various, often conflicting definitions of charismatic leadership. These include charisma as (a) an attribution by the followers to their leaders, (b) as an indicator of leader-follower relations, or (c) as a communication strategy composed of verbal and nonverbal tactics. Charismatic communication, the most recent approach, operationalizes charisma as a distinct measurable construct, which enhances research and construct validity. Charismatic communication is a trainable leadership skill that empowers leaders to motivate and inspire followers to achieve organizational objectives. However, defining charisma as a communication strategy includes theoretical and practical limitations. It deviates from the social/cultural anthropology approach, proposing that individuals earn charisma via overcoming hardships, in which communication skills are secondary. Further, the anthropological view indicates that charismatics primarily seek to respond to the needs of the members of their communities. Finally, overreliance on individual communication strategy as the primary source of influence runs risks of superficial leadership practices and development. To aid cross-disciplinary consistency and to enhance meritocracy in leadership, this chapter introduces the role of earned charisma. Earned charisma refers to the psychological legitimacy to influence others following the demonstration of outstanding achievement. Drawing from social identity theory, we further propose that charismatic leaders possess a unique capacity/ability to discern the needs of their followers by addressing the struggling follower prototype in need of a guider. The present chapter proposes a charismatic leadership model within work organizations focusing on earned charisma as a focal predictor, the leaders’ capacity to address the struggling follower prototype as a moderator of earned charismatic effects. Charismatic communication is an auxiliary predictor and moderator. Charismatic attributions and relations are used as outcome variables. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2024.Öğe Conceptualizations of societal development: an under-investigated construct and its potential implications for employee-organization fit(İstanbul Bilgi Üniversitesi Yayınları, 2021-10-04) Işık, İdil; Czukor, Gergely; Çınar, CemreABSTRACT: Following the emergence of post-materialistic societies after World War II, economic growth was the dominating societal development dimension. However, universal societal growth principles ignore that societies and groups construe their own subjective societal development map parallel to their members' needs, values, and beliefs. Recent research on conceptualizations of societal development provides an opportunity to elaborate on the potential implications for work organizations. This paper aims to draw attention to conceptualizations of societal development as a potentially critical factor determining how employees perceive their organizations and their jobs serving sustainable development goals. We apply a social identity perspective to reflect on employee-organization fit built on shared views of societal development, providing the foundation of employee motivation to achieve the organization's goals. Finally, a research agenda integrating employees' and organizations' perceptions of societal developmental goals is proposed.Öğe Hopeful employees: Societal development aims as a source of employee-organization fit(Slovenian Psychologists' Association, 2024) Czukor, Gergely; Çınar, Cemre; Işık, İdilThis study investigated the concurrent validity of an employee-organization fit measure based on societal development aims to forecast employee hope in successful work outcomes via enhancing perceived task significance. White-collar employees from various roles and sectors of professional organizations in Turkey participated in this survey study. A subjective fit index was computed based on ratings of the extent participants preferred 26 development aims and the extent they perceived their organizations incorporated those goals into their agenda. Validity was confirmed in binary correlations of fit with hope and task significance and polynomial regressions on hope. The mediating role of task significance was confirmed in the relationship between employee-organization fit and hope. Direct involvement as a moderator was not significant. The research expands fit dimensions with a validated measure of societal development that aims to measure and incorporate hope, positive psychology, and employee-level corporate social responsibility outcomes. © Avtorji / Authors.Öğe Integrating Artificial Intelligence into Fuzzy Decision Analytics: A Novel Approach to Mitigating Stereotype Threat in Sustainable Business Environments(Research Expansion Alliance (REA), 2025) Czukor, Gergely; Dinçer, Hasan; Eti, Serkan; Yüksel, Serhat; Pamucar, DraganPreventing the threat of stereotyping is critical for business performance improvements. Because of this situation, businesses must take the necessary precautions. However, these actions have an impact on cost increase for the businesses. The number of studies in the literature performing priority analysis for these factors is quite limited. This situation increases the need for a new study that prioritizes the analysis of these variables. Accordingly, this study aims to evaluate the factors against the stereotype threat in the sustainable business environment. An artificial intelligence model is implemented in the first stage to weigh the experts. In the following stage, selected criteria are evaluated with the help of T-Spherical fuzzy DEMATEL. Thirdly, a comparative analysis was performed using different values. Finally, selected industries are ranked by Spherical Fuzzy RATGOS with respect to the stereotype threat. The weights of the experts can be identified in the analysis process. This situation has a strong contribution to the effectiveness of the findings. It is concluded that training activities are critical to minimizing the threat of stereotypes in companies. © 2025, Research Expansion Alliance (REA). All rights reserved.Öğe P-O fit based on SDGs and willingness to work: A moderation model examining the regulatory focus(John Wiley & Sons Ltd, 2024) Senol, Aleyna B.; Cinar, Cemre; Czukor, Gergely[Abstract Not Available]Öğe The Human Factor in Energy: Influence from the Ground Up(Springer Science and Business Media Deutschland GmbH, 2025) Balcı, Kerim; Czukor, GergelyLeadership studies remain mostly leader-centered, emphasizing how leaders influence followers to engage in action to pursue collective goals. However, modern organizational theory progressively acknowledges leadership as a two-way, interactive process (Uhl-Bien & Carsten, Organ Dyn 36:187–201, 2007). Upward influence theories highlight that followers actively shape leader behavior, practices, and strategies. One theoretical perspective that can account for this process is resource dependence theory (RDT), which contends that power originates from controlling valuable organizational resources (Pfeffer & Salancik, The external control of organizations: A resource dependence perspective, Stanford University Press, 1978; Tripathi, Front Psychol 12:699340, 2021). Employees, as they are frequently “hosts of tacit resources” in the form of specialized knowledge and distinctive expertise, have the potential to impact their leaders, forming interdependence relationships instead of pure hierarchies (Tripathi, Front Psychol 12:699340, 2021; Pfeffer & Salancik, The external control of organizations: A resource dependence perspective, Stanford University Press, 1978). In support of this concept, leader-member exchange theory (LMX) (Graen & Uhl-Bien, The Leadership Quarterly 6:219–247, 1995) emphasizes the quality of interaction between the leader and the follower regarding mutual trust, respect, obligation, and open communication, which may impact and premise the convenient conditions for followers to engage in upward influence. Because high-quality LMX ensures the psychological safety of employees, it results in speaking up or engaging in voice behavior (Detert & Burris, Acad Manag J 50:869–884, 2007). Moreover, French and Raven’s (Studies in social power, University of Michigan Press, 1959) classic power bases, especially referent and expert power, also explain how followers can influence leaders. Followers with specialized knowledge or high social influence in teams can effectively guide leadership decisions and actions. This is a vital consideration in the energy sector, where risks can be eliminated through speaking up and team participation in the decision-making process. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2025.Öğe THE ROLE OF HIGHER EDUCATION INSTITUTIONS IN DEVELOPING A CSR PRONE SOCIAL IDENTITY The UN Global Compact(Information Age Publishing-Iap, 2018) Cleve, Robert A.; Czukor, Gergely; Isik, Idil[Abstract Not Available]
