Research on the regulatory impact of authentic leadership in the impact of psychologi̇cal capital on job satisfaction

The political, cultural and economic impacts of rapid change in the world have highlighted the importance of human resources in business life. Human resources is the most important factor that provides strong and effective business outcomes and can be developed and managed within the organization. Besides, the positive psychology flow which has provided the development of psychological capital, provides the individual with the most effective use of these positive powers with the synergistic effect of the four basic sub-dimensions of hope, self-efficacy, optimism and endurance. Employees' job satisfaction is not a static structure and is influenced by physical, cultural and social factors. The differences in the responses to the same events within the organization and how they perceive it stem from the individual differences. In the study, there was a positive relationship between psychological capital and job satisfaction which is one of the organizational outputs. Organizations provide the employee with a behavioral pattern that supports positive personal development in order to improve self-awareness, internalized moral point of view, balanced information, and mutual understanding of authentic leadership. The aim of this study is to investigate whether authentic leadership is a regulatory effect in the relationship between the levels of job satisfaction of the individual's psychological capital. In this article, the results of the questionnaires answered by 304 people working in private and public institutions and organizations within the boundaries of Istanbul were studied. Multiple linear regression analysis was performed to test the hypothesis. When multiple linear regression analysis was performed, multicollinearity should not be related to multiple linearity relationship and according to this, correlation values between the variables and VIF (Variance Inflaction Factor) which measure the multiple binding problem were examined. T-test and ANOVA were performed to determine whether there was a difference between the variables. In this study model, positive psychological capital levels (self-efficacy, endurance, hope, optimism) affect job satisfaction. T-test was used to test the hypotheses that there were no differences in gender variables. Regarding job satisfaction, there is a difference according to gender. It was observed that women had a significant change in job satisfaction compared to men. The T-test was used to test the hypotheses established that there was no difference in the scales determined to be private or public. According to the obtained values of authentic leadership, durability, hope, optimism variables do not differ according to the institution type. There is a significant difference in self-efficacy variable according to institution form. There was a difference in job satisfaction variable according to institution type. Individuals working in the public sector are considered to have higher job satisfaction than those working in the private sector. ANOVA was used to test whether the variables were different in terms of age and working time. When the difference between the groups was seen, the Post-Hoc tests Tukey and Scheffe tests were applied in order to understand the category of the group. As a result of the analysis made between age groups, there is no difference on the variables of authentic leadership, self-efficacy variable, hope variable, optimism variable and job satisfaction. According to age groups, there was a difference in terms of psychological resilience. Post-Hoc tests were applied to determine the difference between the 20-30,31-40,41-50,51-60 age groups. As a result of Tukey HSD and Scheffe tests, it was seen that there was a significant difference between the participants between the ages of 31-40 and between 41-50 age group. There was no statistically significant difference between the other age groups as p values were greater than 0.05. Accordingly, depending on age-related supervision, employment and adherence to the organization, it can be seen that the employee's reaction to endurance and adverse conditions will be positive and strong. In addition, in this study it was seen that there was no difference between the participants' authentic leadership, positive psychology capital and job satisfaction statements according to their working hours in the institution. The strong effect of psychological capital levels on job satisfaction is higher in environments where the authentic leadership behaviors of managers are perceived more positively. In this context, it is important to reach the desired organizational outcomes to be employed in recruitment of authentic leaders who have high levels of psychological capital and those who support these people positively within the organization