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Abstract


THE EFFECTS OF LEADER MEMBER INTERACTION ON THE ORGANIZATIONAL TRUST PERSEPTION

The general purpose of this study was to determine whether organizational trust perception will be affected positively in the case that leader-member interaction is realized positively. The sub-aim of the study was to determine the perceptions of the leader-member interaction and organizational trust perceptions of the participants included in the scope of the study, and to determine whether there is a relationship and interaction between these two said concepts. In the scope of the method of this study, since it was aimed to determine whether the perceptions of the leader-member interaction had an effect on the perception of organizational trust, the transactional model design was preferred. With the hypothesis prepared in accordance with the research model, the relationship and interaction between variables were discussed individually. The working group of the study consisted of 418 personnel working in development and investment banks in Turkey. In order to obtain data within the scope of the research, 12-item "Multi-Dimensional Leader-Member Interaction (LMX-12)"scale, which was developed by Liden and Maslyn (1998) and adapted to Turkish by Erdogan et al. (2004) and the 22-item "Organizational Trust" scale which was developed by Cook, J., and Wall, T. (1980) and Daboval et al. (1994) and adapted to Turkish by Omarov (2009) were used. SPSS 21.0 statistical program was used in the analysis of the collected data. According to the findings of the research, it was concluded that there is a positively and statistically significant relationship at a moderate and high level between leader-member interaction and organizational trust perception and that positive practices on leader-member interaction can reveal a positive effect on organizational trust perception. To sum up, in this study, the relationship and interaction between two variables that can have a positive effect on the emergence of desired situations such as productivity, performance and organizational commitment in the enterprises were examined. In order to manage the organizational trust perception, it is possible to conclude that the practice of leader-member interaction can be an alternative management style.



Keywords
Leader Member Interaction, Organizational Trust Perception, Development and Investment Banks,



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