The impact of charismatic leaderships in government instutions on organisational culture; such as Yalova province

The interest in leadership started to grow in 20th century. In 1900s it was believed that leadership existed from birth. Researchers of that period made deep investigations mainly on human psychology. In following years, American researchers detected that leadership did not exist from birth,but a behaviour learnt later, and existing leaders weren't much more different from other people. It was focused on whether managers prone to business or giving directions on their subordinates. The reason for the occurence of charismatic leadership model is not making an impact on masses. It is realizing the existing of a leader ,who makes modifier and complementary impacts on people with his/her stance, philosophy of life and virtual values. In all studies made in this field, has been understood that people who carry properties of charismatic leader ,impede observable and explainable attitudes. A charismatic leader breaks the taboos existing from the traditional political system to modern political system. Instead, keeps surviving by putting more creative and effective chain of values. As criterion charismatic leader, concentrations on achievements and results that he/she already put forth, how they make impact on organizational structure. This thesis study is a survey consisting of 40 questions, made on 152 public servant who work in Yalova province. The aim of this study determining positive and negative sides of relationship between public servants and their leaders and according to their culture. By doing this, it has been targeted increasing employee productivity, developing social ties, strengthening their relations with their leaders, investigating the impacts that leaders made on their employees. Our survey has been made on SPSS program. It has been implemented factor analysis,corelation and regression analysis. It has been given place to participants' demographic information. When the chart 2 has been analyzed, it is understood that organizational culture and charismatic leadership measurements ,which are used in this research, are highly reliable ( >0,80). It has been given place to participants' averages of their organizational culture, charismatic leadership measurement and extents. The highest average of scale extents is '' setting a vision'', and the lowest one is '' showing extraordinary attitudes.'' According to gender, Charismatic leadership and organizational culture has been compared with detached T-test. When the results of research has been analyzed, it has been understood that students' charismatic leadership measurement and environmental consciousness, showing extraordinary attitudes, personal undertaking risk factors differentiate vary by gender statistically.( p <0,05)