The effect of perceived babacan leadership behavior on perceived self performance and mediating roles of self-leadership and psychological empowerment: A research in the energy sector

The main purpose of this study is to determine whether the paternalistic leadership behavior that has attracted the attention with the recent economic developments in far-east countries such as Japan, China, South Korea, etc., is to predict self-performance perceptions of employees in the energy sector and to determine the mediating role of self-leadership and psychological empowerment in this effect. The industrial revolution is started with converting steam energy to mechanical energy and the invention and development of steam engines, then continued with the invention of electricity, electronification, and continues with the integration of information technologies into the industry. As it can be understood from Mahatma Gandhi's words, "you have to be the change that you dream of seeing in the World," in our societies, maybe more than ever, there is a need for leaders who will understand the society they live in and guide their change, transformation processes. Descriptive statistics, factor analysis, and reliability analysis of the data collected within the scope of the study were carried out by SPSS 23 statistical software. Confirmatory factor analysis of the model, validity and reliability tests, relationships between variables, the effects of all variables on the dependent variable, the prediction of the model, and hypothesis tests along with path analyses were performed by using Structural Equation Model (SEM) techniques with the AMOS 23 statistical software. In light of the findings, it can be said that paternalistic leadership behaviors predict self-performance, and self-leadership plays a full mediating effect in this effect in the energy sector.According to the research findings, no effect was found between psychological empowerment and self-performance.