The Role Of Leadership Practices In Organizational Emotion Management: A Qualitative Research In The Aviation Industry

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dc.contributor.authorTürk, Abdullah Türk
dc.date.accessioned2026-04-04T18:44:21Z
dc.date.available2026-04-04T18:44:21Z
dc.date.issued2024
dc.departmentİstanbul Bilgi Üniversitesi
dc.description.abstractLeadership is the power to influence people in a group and direct people to a specific goal. Leadership for organizations; It means taking on a mentoring role to keep up with changes in the competitive environment, gain advantage, and contribute to sustainability. In particular, leaders who guide employees are identified with the ability to manage organizational emotions like an orchestra conductor by supporting employees in their working lives and supporting the building of responsibility and self-confidence. In this regard, regardless of the sector and institution, a leader is expected to have the ability to navigate differences. While some sectors require vertical control because they require intense expertise, others are more flexible. However, the aviation sector, which we chose to implement as the key here, needs both features. However, regardless of the sector, it is not possible to talk about leadership characteristics that are suitable for all conditions, as different variability requires different leadership characteristics. The fact that leadership needs this diversity in practice requires a certain level of flexibility and capacity. This aims to correctly direct the network of relationships at the organizational level. Based on this, this research focuses on the leader-follower relationship and aims to determine the role of leaders in emotional management through their followers. This expansion took place in the aviation sector, whose operational business processes and dynamics are relatively different compared to other service sectors. Content analysis, a qualitative analysis method, was used in the research. The sample of the research, for which a focus group interview was held, consists of 22 professionals working in the aviation industry. The interviews conducted in the research were analyzed with the maxqda 22 program, conceptual coding was made and the findings were determined in terms of relationship intensity and the results were presented.
dc.identifier.doi10.35408/comuybd.1392132
dc.identifier.endpage937
dc.identifier.issn1304-5318
dc.identifier.issn2147-9771
dc.identifier.issue53
dc.identifier.startpage918
dc.identifier.trdizinid1251284
dc.identifier.urihttps://doi.org/10.35408/comuybd.1392132
dc.identifier.urihttps://search.trdizin.gov.tr/tr/yayin/detay/1251284
dc.identifier.urihttps://hdl.handle.net/11411/10097
dc.identifier.volume22
dc.indekslendigikaynakTR-Dizin
dc.language.isoen
dc.relation.ispartofYönetim Bilimleri Dergisi
dc.relation.publicationcategoryMakale - Ulusal Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.snmzKA_TR-Dizin_20260402
dc.subjectLeadership, Aviation Management, Organizational Behavior, Human Resource Management
dc.titleThe Role Of Leadership Practices In Organizational Emotion Management: A Qualitative Research In The Aviation Industry
dc.typeArticle

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