Abstract:
Questionnaires were applied to the subjects via the face-to-face interview method. The universe of the research is composed of teachers working in Public Primary Schools affiliated to The Ministry of National Education operating in the Central Anatolia Region. 508 questionnaires were delivered to the teachers in this universe and 442 questionnaires were collected. The return rate of the questionnaire is 87%. 32 of the questionnaires were eliminated for various reasons and a total of 410 questionnaires were analyzed. After
analyzing the significance and validity of the hypotheses, we have looked at the regression coefficients R which show the relationship between independent variables and dependent variables and R2 which show the change between independent variables and dependent variables.For model 1, the R value is 0.372 and the R2 value is 0.138, the R value for model 2 is 0.308 and the R2 value is 0.095, the R value for model 3 is 0.224, and the R2 value is 0.050. On the other hand, when the results of the research hypotheses are examined it was found a relationship between the variables in the hypotheses from the beta coefficients that indicate the level of relationship between independent variables and dependent variables in three hypotheses. As a result, the hypotheses H1, H2 and H3 are accepted. Previous regression analyzes have shown that the first three conditions have been provided. In order to see whether the fourth condition is also provided, a multiple regression analysis in which dependent variable was job performance, independent variables leader-member exchange and organizational cynicism was carried out.
The regression coefficients (Beta values) between the independent variable (leader member exchange) and the dependent variable (work performance) in H1 and H4 Hypotheses were examined for the effect of the instrument variable. According to this datas, the beta coefficient of H4 (313) was found to be lower than the beta coefficient of H1 (, 182). This suggests that organizational cynicism assumes the role of a partial mediating role between leader-member exchange and job performance.
