Earticle

초록

한국어

본 연구는 심리적 반발이론을 바탕으로 상사의 비인격적 행동과 구성원의 지식공유간의 관계에서 리더인정의 매개효과와 자기효능감의 조절효과를 검증하였다. 실증분석을 위해 서울 및 충청권 소재 17개 기업에서 근무하는 직원 360쌍을 대상으로 설문조사를 실시하였으며, 수집된 설문 300쌍 중 불성실 및 결측치를 제외한 총 255쌍의 자료가 최종분석에 사용되었다. 실증분석 결과 상사의 비인격적 행동은 구성원의 지식공유에 부(-)적 영향을 미치고, 둘의 관계를 리더인정이 완전매개하는 것으로 나타났다. 또한 자기효능감이 높은 구성원들은 낮은 구성원들에 비해 비인격적 행동을 하는 상사를 리더로 인정하지 않으려는 경향이 강하고, 지식공유 또한 적게 하는 것으로 나타났다. 본 연구는 상사의 비인격적 행동이 구성원의 행동에 미치는 영향에 내재된 메커니즘을 실증적으로 확인했다는 측면과 자기효능감의 조절효과를 검증했다는 측면에서 이론적, 실무적 의미를 지니고 있으며, 연구결과를 토대로 연구의 한계 및 향후 연구방향을 제시하였다.

영어

Although much of the leadership research has focused on constructive leader behaviors, recently researchers has shown their interests in dysfunctional or destructive leader behaviors that can be referred as abusive supervision. Abusive supervision, defined as “subordinates’ perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact”, is one of the most common types of dysfunctional leadership. Previous studies have found that abusive supervision correlates negatively with subordinates’ job and life satisfaction, task performance, and OCB. But, knowledge sharing, defined as individual behaviors that involve sharing task-related ideas, information, and suggestions with others at workplace including coworkers and supervisors, is the fundamental means for accomplishing organizational effectiveness, there is a paucity of studies examining how abusive supervision may become a barrier of individuals’ knowledge sharing. So, in this study, we examine abusive supervision as a barrier to knowledge sharing, both because of this close relationship with discretionary behaviors and the destructive outcomes that occur when employees perceive they are receiving abusive treatment from their supervisors. Furthermore, our study examine this relationship drawing on insights from Psychological Reactance Theory. Psychological Reactance Theory contends that any persuasive message may arouse a motivation to reject the advocacy and when ones freedom is lost he or she may engage in a variety of behaviors in order to regain or prevent the loss of freedom. Abused subordinates often experience frustration along with a diminished sense of personal control, and one way they can restore this sense of autonomy and freedom is by intentionally withholding discretionary behaviors like knowledge sharing. And in order to clarify and investigate the mechanisms between these relationships, we consider the Mediating role of Leader Endorsement and Moderating effect of Self-Efficacy. Out of the process, we developed and empirically tested the following hypotheses: H 1: Abusive supervision is negatively related to knowledge sharing. H 2: Leader endorsement mediates the relationship between abusive supervision and knowledge sharing. H 3: Self-Efficacy moderates the negative relationship between abusive supervision and leader endorsement, such that the negative relationship will be stronger when self-efficacy is high than when it is low. H 4: Self-Efficacy moderates the indirect relationship between abusive supervision and knowledge sharing, such that the negative relationship becomes stronger when self-efficacy is high than when it is low. Data was collected by giving questionnaire to 360 pairs of a supervisor and his/her immediate employee. 300 questionnaires were collected. Among those, 255 dyadic data were used for analysis. The result of this study showed that abusive supervision was significantly and negatively related to employee’s job performance, suggesting the support of Hypothesis 1. Also, to test our hypotheses regarding the mediating role of leader endorsement, the result of mediation analysis suggested the support of Hypothesis 2. And there was a significant interaction effect of Self-Efficacy in the relationship between abusive supervision and leader endorsement, so Hypothesis 3 was supported. Finally, our hypotheses regarding the moderated mediating effect of self-efficacy was supported, suggesting the support of Hypothesis 4. In sum, Hypotheses 1, 2, 3, 4 were supported. This study’s implications, limitations and future research are discussed.

목차

국문요약
 Ⅰ. 서론
 Ⅱ. 이론적 배경 및 연구가설
  2.1 심리적 반발이론
  2.2 상사의 비인격적 행동과 구성원의 지식공유
  2.3 리더인정의 매개효과
  2.4 자기효능감의 조절효과
 Ⅲ. 연구방법
  3.1 자료수집 및 연구표본의 특성
  3.2 변수의 측정
  3.3 분석방법
 Ⅳ. 연구결과
  4.1 타당도 및 신뢰도 분석
  4.2 변수의 기술통계량 및 상관관계
  4.3 가설검증
 Ⅴ. 결론
  5.1 연구결과 및 이론적 시사점
  5.2 기업경영에 대한 실무적 시사점
  5.3 연구의 한계 및 향후 연구방향
 <참고문헌>
 Abstract
 Appendix

저자

• 양승주 [ Yang, Seung-Joo | 국방대학교 리더십 전공 석사과정 ] 제1저자
• 손승연 [ Son, Seung Yeon | 국방대학교 국방관리대학원 리더십 전공 부교수 ] 공동저자
• 박희태 [ Park, Hee Tae | 동아대학교 경영대학 경영학과 조교수 ] 교신저자

참고문헌