{"id":2607,"date":"2022-09-30T09:15:08","date_gmt":"2022-09-30T06:15:08","guid":{"rendered":"https:\/\/worknhuman.com\/?p=2607"},"modified":"2023-02-23T12:30:22","modified_gmt":"2023-02-23T09:30:22","slug":"yeni-nesil-liderlik-calisanlarin-sagligini-destekleyici-liderler","status":"publish","type":"post","link":"https:\/\/worknhuman.com\/en\/new-generation-leadership-employee-health-supporting-leaders\/","title":{"rendered":"Next Generation Leadership: Leaders Who Support Employee Health"},"content":{"rendered":"<p>\u00c7al\u0131\u015fma hayat\u0131 do\u011fas\u0131nda rekabet ve eylemlilik bar\u0131nd\u0131r\u0131r. \u00c7o\u011fu sekt\u00f6r i\u00e7in h\u0131z, verimlilik, \u00fcretkenlik \u00f6nemli kavramlard\u0131r. Bu kavramlar do\u011fru y\u00f6netilmedi\u011finde ise \u00e7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 tehdit edebilmektedir. \u00c7al\u0131\u015fanlar\u0131n \u00e7al\u0131\u015fma hayat\u0131ndan kaynakl\u0131 sorunlar sebebiyle t\u00fckenmi\u015flik, kayg\u0131, depresyon ya\u015fayabildikleri ileri boyutlarda ise intihar riskini olu\u015fabildi\u011fi bilinmektedir.[1]&nbsp;\u00c7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131 sadece bireyler i\u00e7in de\u011fil kurumlar\u0131n geli\u015fimi ve s\u00fcrd\u00fcr\u00fclebilirli\u011fi a\u00e7\u0131s\u0131nda da olduk\u00e7a \u00f6nemlidir. Son y\u0131llarda kurulu\u015flar\u0131n, \u00e7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131 sorunlar\u0131na dikkat etmeleri ve bir\u00e7ok nedenden dolay\u0131 \u00e7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 geli\u015ftirme ve g\u00fcvence alt\u0131na alma sorumlulu\u011funu \u00fcstlenmeleri beklenmektedir.[2]<sup>,[3]&nbsp;<\/sup>\u00c7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 destekleyen mekanizmalardan biri de liderlerdir.<\/p>\n<p>\u00c7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 destekleyen liderlik, sa\u011fl\u0131\u011f\u0131 te\u015fvik eden bir i\u015f yerleri k\u00fclt\u00fcr\u00fc yaratmaya ve \u00e7al\u0131\u015fanlar\u0131n bu sisteme kat\u0131l\u0131m\u0131n\u0131 sa\u011flamaya \u00e7al\u0131\u015fan liderlik&nbsp;olarak tan\u0131mlanabilir.<sup>[4]<\/sup>&nbsp;Ba\u015fka bir \u00e7al\u0131\u015fmada ise sa\u011fl\u0131\u011f\u0131 te\u015fvik eden liderlik hem genel iyi liderlik hem de \u00e7al\u0131\u015fanlar\u0131 bireysel sa\u011fl\u0131klar\u0131n\u0131 koruma konusunda destekleme olarak tan\u0131mlanmaktad\u0131r.[5]&nbsp;Bu tan\u0131mlara fiziksel ve psikolojik sa\u011fl\u0131k dahildir. Sa\u011fl\u0131\u011f\u0131 te\u015fvik eden liderler, \u00e7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 olumlu \u015fekilde etkiler ve i\u015f tatminlerinin y\u00fcksek olmas\u0131na katk\u0131da bulunur.&nbsp;Hastal\u0131k sebebiyle al\u0131nan izin oranlar\u0131n\u0131n d\u00fc\u015fmesine yard\u0131mc\u0131 olur. \u00c7al\u0131\u015fan motivasyonunu ve i\u015f memnuniyetini artt\u0131r\u0131r.<sup>[6]<\/sup><sup>,[7],[8],[9]<\/sup>&nbsp;Ayr\u0131ca \u00e7al\u0131\u015fanlar birbirinde farkl\u0131 ihtiya\u00e7lara sahip olabilmektedir. Destekleyici ve sa\u011fl\u0131\u011f\u0131 te\u015fvik eden liderler \u00e7al\u0131\u015fanlar\u0131n ihtiya\u00e7lar\u0131n\u0131 tespit etmekte daha ba\u015far\u0131l\u0131d\u0131rlar ve farkl\u0131 ihtiya\u00e7lar\u0131 dahi olsa t\u00fcm \u00e7al\u0131\u015fanlar\u0131n i\u015f tatminin artmas\u0131na ve refah seviyelerinin y\u00fckselmesine katk\u0131 sa\u011flarlar.<sup>[10]<\/sup><\/p>\n<h2><strong>SA\u011eLI\u011eI TE\u015eV\u0130K EDEN L\u0130DERLER\u0130N \u00d6ZELL\u0130KLER\u0130<\/strong><\/h2>\n<p>Sa\u011fl\u0131\u011f\u0131 te\u015fvik eden liderlerin bir\u00e7ok bireysel \u00f6zellikleri vard\u0131r. \u00d6ncelikle kendileri sa\u011fl\u0131k konular\u0131nda hassasiyet g\u00f6sterirler ve kendi sa\u011fl\u0131k fark\u0131ndal\u0131klar\u0131, motivasyonlar\u0131 ile \u00e7al\u0131\u015fanlara rol model olurlar.[11]&nbsp;Destekleyici liderler hem kendi sa\u011fl\u0131klar\u0131n\u0131 hem de ekip \u00fcyelerinin sa\u011fl\u0131\u011f\u0131n\u0131 en az i\u015f s\u00fcre\u00e7leri kadar \u00f6nemserler. Ayr\u0131ca destekleyici liderler demokratik ve geli\u015fim odakl\u0131 yakla\u015f\u0131ma sahiptirler. \u00c7al\u0131\u015fanlar\u0131n\u0131n d\u00fc\u015f\u00fcncelerine ve ihtiya\u00e7lar\u0131na duyarlad\u0131rlar. Bu yakla\u015f\u0131m\u0131 i\u015flerinin bir par\u00e7as\u0131 olarak g\u00f6r\u00fcrler.&nbsp; \u00c7al\u0131\u015fanlar\u0131n\u0131n her y\u00f6nden geli\u015fmeleri i\u00e7in planlamalarda bulunurlar ve yap\u0131c\u0131 geri bildirimlerde bulunurlar. Destekleyici liderlerin \u00f6zellikleri a\u015fa\u011f\u0131daki tabloda yer almaktad\u0131r.&nbsp;[12]<sup>,[13]<\/sup><\/p>\n<p>Tablo 1: Sa\u011fl\u0131\u011f\u0131 Destekleyen Liderlerin \u00d6zellikleri<\/p>\n<table border=\"1\" width=\"642\" cellspacing=\"0\" cellpadding=\"0\">\n<tbody>\n<tr>\n<td>\u00d6zellik Tipi<\/td>\n<td>\u00d6zellikler<\/td>\n<\/tr>\n<tr>\n<td>Genel \u00d6zellikleri<\/td>\n<td>\n<ul>\n<li>Demokratik tutuma sahiptir.<\/li>\n<li>\u0130htiya\u00e7lar\u0131 ve zorluklar\u0131 fark eder ve duruma uygun d\u00fczenlemeler yapar.<\/li>\n<li>Farkl\u0131 \u00f6zellikteki \u00e7al\u0131\u015fanlar\u0131n entegrasyonuna \u00f6nem verir.<\/li>\n<li>Eri\u015filebilir.<\/li>\n<li>Geli\u015fime \u00f6nem verir.<\/li>\n<li>Problem \u00e7\u00f6zme becerileri y\u00fcksektir.<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<tr>\n<td>Sa\u011fl\u0131k konusuna \u00f6zg\u00fc \u00f6zellikleri<\/td>\n<td>\n<ul>\n<li>Sa\u011fl\u0131k fark\u0131ndal\u0131klar\u0131 y\u00fcksektir.<\/li>\n<li>\u00c7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131n\u0131 \u00f6nemser.<\/li>\n<li>Sa\u011fl\u0131k politikalar\u0131n\u0131 olu\u015fturulmas\u0131na yard\u0131m eder ve uygulamalar\u0131 destekler.<\/li>\n<li>\u00c7al\u0131\u015fanlar\u0131n politikalara uymas\u0131n\u0131 te\u015fvik eder.<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<hr>\n<hr>\n<p><strong>Referanslar<\/strong><\/p>\n<hr align=\"left\" size=\"1\" width=\"33%\">\n<p>[1]&nbsp;ILO, (2016). \u0130\u015f Yerinde Stres: Ortak Bir Zorluk, (\u00c7ev. N_HumaN Dan\u0131\u015fmanl\u0131k). Ankara<\/p>\n<p>[2]Rigotti, T., Holstad, T., Mohr, G., Stempel, C., Hansen, E., Loeb, C., Perko, K.,(2014).&nbsp; Rewarding and sustainable healthpromoting leadership. Dortmund: Bundesanstalt f\u00fcr Arbeitsschutz und Arbeitsmedizin.<\/p>\n<p>[3]&nbsp;Horstmann, D., and Eckerth, H. L. (2016). \u201cThe need for healthy leadership in the health care sector: consideration of specific conditions for implementation,\u201d in Healthy at Work, eds. M. Wiencke, M. Cacace, and S. Fischer (Berlin: Springer-Verlag), 139\u2013148.<\/p>\n<p>[4]&nbsp;Eriksson, A.&nbsp;(2011)&nbsp;<em>Health promoting leadership: a study of the concept of critical conditions for implementation and evaluation. Doctoral thesis<\/em>. Nordic School of Public Health, Gothenburg, Sweden.<\/p>\n<p>[5]&nbsp;Gurt J., Elke G. (2009).&nbsp;<em>Sa\u011fl\u0131\u011f\u0131 te\u015fvik eden liderlik: Bilgisayarlarla \u00c7al\u0131\u015fman\u0131n Ergonomi ve Sa\u011fl\u0131k Y\u00f6nleri&#8217;nde&nbsp;<\/em>bir kurumsal sa\u011fl\u0131k k\u00fclt\u00fcr\u00fcn\u00fcn arac\u0131l\u0131k rol\u00fc&nbsp;,&nbsp;ed Karsh B. (Berlin: Springer-Verlag; ), 29-38.<\/p>\n<p>[6]&nbsp;Nyberg A., Bernin P., teoril T. (2005) Liderli\u011fin Astlar\u0131n Sa\u011fl\u0131\u011f\u0131 \u00dczerindeki Etkisi.&nbsp;Arbeidslivsinstitutet. Rapor numaras\u0131&nbsp;1;&nbsp;Saltsa \u2013 Ortak Program, Stockholm.<\/p>\n<p>[7]&nbsp;Avey J. B.,&nbsp; Patera J. L., West, B. J.&nbsp;(2006)&nbsp;The implications of positive psychological capital on employee absenteeism.&nbsp;<em>Journal of Leadership &amp; Organizational Studies<\/em>,&nbsp;13,&nbsp;42\u201360.<\/p>\n<p>[8]&nbsp;Dellve L., Skagert, K.,&nbsp;Vilhelmsson, R., (2007). Leadership in workplace health promotion projects: 1- and 2 year effects of long-term work attendance.&nbsp;<em>European Journal of Public Health,&nbsp;<\/em>17,&nbsp;471\u2013476.<\/p>\n<p>[9]&nbsp;Skarholt K.,&nbsp;Andersen&nbsp;T.,&nbsp;Antonsen&nbsp;S.,&nbsp;Hansson&nbsp;L.,&nbsp;Leistad&nbsp;L.,&nbsp;Sandsund&nbsp;M.&nbsp;(2012)&nbsp;HSE at Work within Construction and Health Care.&nbsp; Sixth Working on Safety Conference,&nbsp;Sopot, Poland.<\/p>\n<p>[10]&nbsp;Hersey, P., Blanchard, K. H., &amp; Natemeyer, W. E. (1979). Situational leadership, perception, and the impact of power.&nbsp;<em>Group &amp; organization studies<\/em>,&nbsp;<em>4<\/em>(4), 418-428.<\/p>\n<p>[11]&nbsp;Franke F., Felfe J., Pundt A. (2014).&nbsp;The impact of health-oriented leadership on follower health: development and test of a new instrument measuring health-promoting leadership.&nbsp;<em>Zeitschrift Pers<\/em>.&nbsp;28, 139\u2013161. 10.1688\/ZfP-2014-01-Franke<\/p>\n<p>[12]&nbsp;Yao, L., Li, P., &amp; Wildy, H. (2021). Health-Promoting Leadership: Concept, Measurement, and Research Framework.&nbsp;<em>Frontiers in Psychology<\/em>,&nbsp;<em>12<\/em>. https:\/\/doi.org\/10.3389\/fpsyg.2021.60233<\/p>\n<p>[13]&nbsp;Skarholt, K., Blix, E. H., Sandsund, M., &amp; Andersen, T. K. (2015). Health promoting leadership practices in four Norwegian industries: Table&nbsp;1:&nbsp;<em>Health Promotion International<\/em>, dav077. https:\/\/doi.org\/10.1093\/heapro\/dav077<\/p>\n\n\n<div data-wp-interactive=\"core\/file\" class=\"wp-block-file\"><object data-wp-bind--hidden=\"!state.hasPdfPreview\" hidden class=\"wp-block-file__embed\" data=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/YENI-NESIL-LIDERLIK-CALISANLARIN-SAGLIGINI-DESTEKLEYICI-LIDERLER.pdf\" type=\"application\/pdf\" style=\"width:100%;height:600px\" aria-label=\"Embed of YENI-NESIL-LIDERLIK-CALISANLARIN-SAGLIGINI-DESTEKLEYICI-LIDERLER.\"><\/object><a id=\"wp-block-file--media-067eccf0-f233-44eb-be16-903a63f66e7a\" href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/YENI-NESIL-LIDERLIK-CALISANLARIN-SAGLIGINI-DESTEKLEYICI-LIDERLER.pdf\">YENI-NESIL-LIDERLIK-CALISANLARIN-SAGLIGINI-DESTEKLEYICI-LIDERLER<\/a><a href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/YENI-NESIL-LIDERLIK-CALISANLARIN-SAGLIGINI-DESTEKLEYICI-LIDERLER.pdf\" class=\"wp-block-file__button wp-element-button\" download aria-describedby=\"wp-block-file--media-067eccf0-f233-44eb-be16-903a63f66e7a\">\u0130ndir<\/a><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Working life is inherently competitive and active. For most industries, speed, efficiency and productivity are important concepts. If these concepts are not managed correctly, they can threaten employee health. Due to the problems arising from the working life of the employees \u2026 <\/p>","protected":false},"author":1,"featured_media":2957,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"aside","meta":{"footnotes":""},"categories":[48],"tags":[237,264,222,262,261,265,263,266],"class_list":["post-2607","post","type-post","status-publish","format-aside","has-post-thumbnail","hentry","category-icerikler","tag-calisma-hayati","tag-destekleyici-liderlik","tag-isveren","tag-leadership","tag-liderlik","tag-rekabet","tag-support","tag-yeni-nesil","post_format-post-format-aside"],"_links":{"self":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2607","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/comments?post=2607"}],"version-history":[{"count":0,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2607\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media\/2957"}],"wp:attachment":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media?parent=2607"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/categories?post=2607"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/tags?post=2607"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}