The Mediator Role Of Resilience In The Effect Of Leader-Member Interaction On Career Plateau

Leader-member interaction plays a critical role in employees' career development, and psychological resilience plays an important mediating role in this process. Leader-member interaction refers to the trust and support relationship that leaders establish with the employees under them. When this interaction is positive, employees feel more valued and supported, making it easier for them to deal with plateaus in their careers, that is, stagnant periods in their career development. This is where psychological resilience comes into play; It is defined as the capacity of employees to be resilient in the face of challenges, adapt positively, and maintain their personal development. An effective leader-member relationship strengthens the psychological resilience of employees, which becomes an effective tool in overcoming career plateaus and their continuous development. Thus, the synergy between leader-member interaction and resilience provides significant momentum in employees' career journeys and helps them overcome career plateaus. The aim of this study is to examine the mediating role of psychological resilience in the effect of leader-member interaction on career plateau for 481 healthcare professionals. There is a 25.4% negative significant correlation between psychological resilience and career plateau. As psychological resilience increases, the negative effects of career plateau decrease. As a result of the structural equation model, leader-member interaction has a negative significant effect on career plateau (β=-0.491, p<0.01), leader-member interaction has a positive significant effect on psychological resilience (β=0.220, p<0.01) and psychological resilience has a significant effect on career plateau. It has a significant negative effect on the plateau (β=-0.282, p<0.01). As a result of the Standardized Bootstrap Analysis, it was determined that psychological resilience had a mediating role in the career plateau effect of leader-member interaction. Thus, hypotheses H1, H2, H4 and H4 were accepted.