Based on the positive psychology approach, the present study claims that Leader-Member Exchange Theory and Person-Job Fit Theory could be significant antecedents of flow experience in the workplace, as individuals living in the 21st century spend most of their lives at work. Flow experience is a source of high motivation for employees in terms of both cognitive and emotional functions. Therefore, the concept can cause many psychological states of well-being, such as having fun, feeling happy, or optimism. For this reason, it is quite important for the organizational behavior discipline to define the concept in detail and to focus on possible antecedents. In accordance with this purpose, a cross-sectional research study has been performed in Turkey with the participation of 711 white-collar employees from various companies in the service sector in Istanbul, Turkey. The findings of the research show that high quality manager–employee relationships had significant positive impacts on employees’ flow experience (β = 0,801; t = 35,664; p = ,000). In addition, a good match between person and job had significant positive impacts on employees’ flow experience (β = 0,559; t = 17,968; p = ,000). Thus, the proposed hypothesis 1 and hypothesis 2 of the study were supported. The results indicated that leader-member exchange and person-job fit are antecedents of flow experience in the workplace (p < 0,05). In the present study, all study variables are reviewed and the possible relationships among the study variables are discussed in the literature review part. Finally, the implications of the study for both the individual and the organization are presented in the conclusion and discussion section.

En tr Social Exchange Theory (SET) is one of the fundamental theories that has presented theoretical viewpoint in the several disciplines such as anthropology, social psychology, and sociology. It is known that the theory roots which early conceptualized by Thibault & Kelley (1959), Homans (1961), Blau (1964) and Emerson (1962, 1972) base on back to the 1920s (Malinowski, 1922). The main idea of exchange theory is to a series of interactions that generate obligations (Emerson, 1976). At this point, the findings from social exchange studies have many contributions and benefits in order to understand workplace behaviors (Cropanzano & Mitchell, 2005). SET has been one of the main theories that provide a wide comprehension upon exchange dynamics both at an interpersonal and organizational level. Divided into two categories, namely social (SE) and economic (EE), exchange relationships have seen to be related to many organizational outcomes, including organizational commitment (OC), which can be defined as employees’ attitude towards their organization. The present study purposes to determine the correlation between SET and sub-dimensions of OC (affective commitment and continuance commitment). Data of the study has been obtained from 186 employees who work in private sector in Turkey and analyzed through Statistical Package for the Social Sciences. Results indicated that Social Exchange is positively related with affective commitment and continuance commitment, Economic Exchange was found to be negatively related with affective commitment and positively correlated with continuance commitment. Social Exchange Theory (SET) is one of the fundamental theories that has presented theoretical viewpoint in the several disciplines such as anthropology, social psychology, and sociology. It is known that the theory roots which early conceptualized by Thibault & Kelley (1959), Homans (1961), Blau (1964) and Emerson (1962, 1972) base on back to the 1920s (Malinowski, 1922). The main idea of exchange theory is to a series of interactions that generate obligations (Emerson, 1976). At this point, the findings from social exchange studies have many contributions and benefits in order to understand workplace behaviors (Cropanzano & Mitchell, 2005). SET has been one of the main theories that provide a wide comprehension upon exchange dynamics both at an interpersonal and organizational level. Divided into two categories, namely social (SE) and economic (EE), exchange relationships have seen to be related to many organizational outcomes, including organizational commitment (OC), which can be defined as employees’ attitude towards their organization. The present study purposes to determine the correlation between SET and sub-dimensions of OC (affective commitment and continuance commitment). Data of the study has been obtained from 186 employees who work in private sector in Turkey and analyzed through Statistical Package for the Social Sciences . Results indicated that Social Exchange is positively related with affective commitment and continuance commitment, Economic Exchange was found to be negatively related with affective commitment and positively correlated with continuance commitment.

Kariyer endişesi; kişinin çalışma hayatında kariyeriyle ilgili kendisini tehdit eden ve/veya belirsizlik yaşamasına neden olan bir durumla karşı karşıya kaldığında ortaya çıkan duygu durumu olarak tanımlanmaktadır (Pisarik, Rowell & Thompson, 2017). Bu çalışmada; kurumlarda çalışan kişilerin yaşamış oldukları kariyer endişesinin altında yatan konuları tespit etmek amacıyla nitel araştırma yöntemi tercih edilmiş ve hem kamu sektöründe hem de özel sektördeki farklı örgütlerde çalışan 37 katılımcıyla derinlemesine mülakatlar gerçekleştirilmiştir. Yapılan görüşmeler sonucunda söz konusu endişenin arka planında bireysel, örgütsel, teknolojik ve toplumsal konular başta olmak üzere çalışma arkadaşları, yönetici ve istihdam ile ilgili konulardan kaynaklandığı ortaya konulmuş ve çalışanların bu endişeyle baş edebilmeleri için atılması gereken adımlar sıralanmıştır. Bu çalışmanın, kariyerini yerleştirme/sürdürme döneminde olan çalışanların yaşamış oldukları kariyer endişesinin altında yatan nedenleri belirlemeye yönelik olarak yapılan ilk nitel araştırma olması nedeniyle alanyazına katkıda bulunacağına ve konuyla ilgili gelecekte yapılacak araştırmalara zemin oluşturacağına inanılmaktadır.

In this study, we contend that paternalist leadership can be an effective way of managing people and can pave the way for employee motivation and well-being, despite several previous studies linking it to adverse outcomes. In addition, we propose two possible underlying mechanisms (i.e., workaholism, trust in leadership) linking a leader’s paternalistic style to employee work engagement. By doing so, we aim to understand whether paternalist leaders positively influence their subordinates through a social connection path (trust in leader) or task-focusing path (workaholism). We conducted a field survey and collected cross-sectional data using online surveys from 413 participants working in various industries in Istanbul to test the hypotheses. The results indicate a positive relationship to exist between paternalistic leadership and employee work engagement. Therefore, we put forth that the paternalistic leadership style can be beneficial through the task-focusing and social connection paths, contrary to the beliefs commonly shared in Western countries.