Earticle

본 연구는 주관적 사회경제적 지위가 직무성과 및 조직몰입에 미치는 직접효과와 함께 주관적 사회경제적 지위와 직무성과, 주관적 사회경제적 지위와 조직몰입 간의 관계에서 LMX(Leader-Member Exchange)와 CWX(Coworker Exchange)의 매개효과를 검증하고자 하였다. 본 연구에서 설정한 가설 검증을 위해 국내 소재 기업 303명의 종업원 설문자료를 활용하였다. 실증연구 결과는 다음과 같다. 첫째, 주관적 사회경제적 지위는 직무성과 및 조직몰입에 정(+)의 영향을 미치고 있는 것으로 나타났다. 둘째, LMX는 사회경제적 지위와 직무 성과, 사회경제적 지위와 조직몰입 간의 관계를 완전 매개하는 것으로 나타났다. 셋째, CWX는 사회경제적 지위와 직무성과 간의 관계를 완전 매개하는 한편, 사회경제적 지위와 조직몰입 간의 관계를 부분 매개하는 것으로 나타났다. 연구결과를 토대로 연구의 의의 및 시사점, 향후 연구방향을 제시하였다.

Recently there are conflict among social class due to social injustice and polarization. Though many previous researchers have tried to examine these kinds of phenomenon through socioeconomic status. they have focused on objective socioeconomic status. Unlike objective socioeconomic status, approach of subjective socioeconomic status can explain more fluently employees’ attitude and performance in organization. The purpose of this research is to test the effects of subjective socioeconomic status on job performance and organizational commitment. Also, we attempt to verify the mediating effects of LMX and CWX on the relationships between subjective socioeconomic status and job performance, and between socioeconomic status and organizational commitment. Based on prior research, we derives following hypotheses. H1: Subjective socioeconomic status will be positively related to LMX. H2: Subjective socioeconomic status will be positively related to CWX. H3: LMX will be positively related to job performance. H4: LMX will be positively related to organizational commitment. H5: CWX will be positively related to job performance. H6: CWX will be positively related to organizational commitment. H7: LMX will mediate the relationship between Subjective socioeconomic status and job performance. H8: LMX will mediate the relationship between Subjective socioeconomic status and organizational commitment. H9: CWX will mediate the relationship between Subjective socioeconomic status and job performance. H10: CWX will mediate he relationship between Subjective socioeconomic status and organizational commitment. To examine the proposed hypotheses in this study, we have collected 311 data from employees in eight organizations, after process of excluding unanswered items questionnaires, 303 employees data is used for analysis finally. We examined the H1, H2, H3, H4, H5, and H6 through multiple regression analysis. And bootstrapping regression analysis is used to examine the mediating effects of Subjective socioeconomic status(H7, H8, H9, and H10). The major findings are as follows: 1) subjective socioeconomic status is positively associated with LMX. 2) subjective socioeconomic status is positively associated with CWX. 3) LMX is positively associated with job performance. 4) LMX is positively associated with organizational commitment. 5) CWX is positively associated with job performance. 6) CWX is positively associated with organizational commitment. 7) LMX fully mediates the relationship between socioeconomic status and job performance. 8) LMX fully mediates the relationship between socioeconomic status and organizational commitment. 9) CWX fully mediates the relationship between socioeconomic status and job performance. 10) CWX partially mediates the relationship between socioeconomic status and organizational commitment. Based on these results, theoretical and practical implications were provided, and direction for future research are discussed.

본 연구는 신제품개발 프로젝트팀의 팀 프로세스가 프로젝트 성과에 미치는 영향을 검증하고 자 하였다. 가설검증을 위해 국내 기업 신제품개발 프로젝트팀장을 대상으로 설문조사를 통해 수집하였고, 최종 분석에는 5개 조직 82명의 설문자료를 이용하였다. 본 연구의 결과로 신제품 개발 팀의 팀 프로세스는 팀워크, 과업조정, 과업수행, 외부연계, 정보수집, 그리고 자원획득을 도출하였다. 이 팀 프로세스는 프로젝트 성과 구체적으로 기술성과, 시간성과, 시장성과에 유의 한 영향을 미치는 것으로 나타났다. 구체적으로 살펴보면, 기술성과에는 팀워크와 정보수집 프 로세스가 정의 영향을 주고, 시간성과에는 과업조정, 외부연계와 정보수집 프로세스가 정의 영 향을 주었다. 시장성과에는 팀워크, 과업수행, 외부연계와 정보수집 프로세스가 유의한 정의 영 향을 주었는데, 예상과 다르게 자원획득 프로세스는 시장성과에 한계적으로 부(-)의 영향을 주 는 것으로 나타났다. 이는 자원한계 상황에서 오히려 혁신성과를 창출할 수 있다는 Baker & Nelson(2005)의 주장과 연결될 수 있다. 본 연구는 기존 연구들이 주로 다루어왔던 팀 내부 프 로세스가 프로젝트 성과에 미치는 영향 이외에 추가로 팀 외부 프로세스가 프로젝트 성과에 영 향을 실증하였다. 대체로 외부 프로세스가 내부 프로세스 보다 팀 성과에 미치는 영향이 크게 나타났다. 본 연구결과를 토대로 연구의 시사점과 한계점 및 향후 연구 과제를 제시하였다.

This study investigates the effect of the team processes on new product development project performance with a sample of 82 new product development projects in 5 firms. Findings show that the team processes significantly influence the technological performance, the time-to-market performance, and the market performance of the new product development projects. Specifically, the technological performance of the project is associated with teamwork process, and information gathering process. The time-to-market performance is associated with task coordinating process, external linkage process, and information gathering process. The market performance is associated with teamwork process, task implementation process, external linkage process, and information gathering process. There is a negative relationship between the resource acquisition process and the market performance, which is different from the prediction of this study. This study empirically showes that the importance of the external processes of new product development project besides the importance of the project’s internal processes, which prior empirical studies have dealt with. Implications of the research findings are discussed, and recommendation for future research are provided.

연구는 조직공정성 지각이 심리적 계약위반, 조직몰입, 일탈행동에 미치는 직접효과와 함께 이들 간의 관계에 서 심리적 계약위반의 매개효과 및 LMX(Leader-Member Exchange)와 CWX(Coworker Exchange)의 조절효과를 검증하고자 하였다. 가설 검증을 위해 국내기업 276명의 종업원들의 설문조사 자료를 이용하였다. 실증연구 결과 얻어진 결과는 다음과 같다. 첫째, 조직공정성 지각은 심리적 계약위반에 부(-)의 영향을 미치는 것으로 나타났다. 구체적으로 분배공정성과 절차공정성 모두는 개별적으로 심리적 계약위반에 부(-)의 영향을 주고 있으며, 추가설 명력을 고려할 때 절차공정성이 분배공정성보다 심리적 계약위반에 더 영향을 주는 변수로 나타났다, 둘째, 심리 적 계약위반은 조직몰입에 부(-)의 영향을 미치고 있으며, 조직지향 일탈행동과 개인지향 일탈행동에는 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 심리적 계약위반은 분배공정성과 조직몰입 및 조직지향 일탈행동 간의 관계를 부분 매개하고, 분배공정성과 개인지향 일탈행동 간의 관계는 완전 매개하는 것으로 나타났다. 또한 심리 적 계약위반은 절차공정성과 조직지향 일탈행동 간 관계를 완전 매개하고, 절차공정성과 개인지향 일탈행동 간의 관계를 부분적으로 매개하는 것으로 나타났다. 마지막으로, LMX는 심리적 계약위반이 조직몰입에 미치는 영향을 조절하는 것으로 나타났고, CWX는 심리적 계약위반과 조직몰입, 조직대상 및 개인지향 일탈행동 간의 관계에 있어 조절효과를 갖는 것으로 나타났다. 연구결과를 근거로 연구의 시사점과 추후 연구방향을 제시하였다.

Recently most companies are faced with an intense business environment. Under this situation, many companies are conducting various restructuring. These kind of restructuring can influence employees’ perceptions of organizational justices and cause their performance negatively. Although the high interests about organizational justices, many previous researches have limitations. For extenstion of the model related to organizational justice, it is necessary to consider moderating and mediating variables. The purpose of this study is to examine the influence of perception of organizational justice on psychological contract breach, organizational commitment and deviant behaviors. Also, we attempt to verify the mediating effect of psychological contract breach on the relationships between perception of organizational justice and organizational commitment, and between perception of organizational justice and deviant behaviors. Additionally, this study focuses on LMX and CWX as a possible moderator in the relationships between psychological contract breach and organizational commitment, and between psychological contract breach and deviant behaviors. Based on prior literature, this study derives following hypotheses. H 1: Distributive justice will be negatively related to psychological contract breach. H 2: Procedural justice will be negatively related to psychological contract breach. H 3: Psychological contract breach will be negatively related to organizational commitment. H 4: Psychological contract breach will be positively related to deviant behavior. H 5: LMX will moderate the relationship between psychological contract breach and commitment. H 6: LMX will moderate the relationship between psychological contract breach and deviant behavior. H 7: CWX will moderate the relationship between psychological contract breach and commitment. H 8: CWX will moderate the relationship between psychological contract breach and deviant behavior. H 9: Psychological contract breach will mediate the relationship between distributive justice and organizational commitment. H 10: Psychological contract breach will mediate he relationship between distributive justice and deviant behavior. H 11: Psychological contract breach will mediate the relationship between procedural justice and organizational commitment. H 12: Psychological contract breach will mediate he relationship between procedural justice and deviant behavior. To test the proposed hypotheses in our study, we collected data via a survey with a sample of 295 employees in 12 organizations, and after excluding unanswered items questionnaires, total of 276 employees data is used for analysis. Multiple regression analysis is used to test the H1, H2, H3 and H4. Hierarchical regression is used to test the significance of the moderating effects of LMX and CWX(H5, H6, H7, and H8). Bootstrapping regression analysis is used to test the significance of the mediating effects of Psychological contract breach(H9, H10, H11 and H12). The major findings are as follows: 1) both distributive and procedural justice were negatively associated with psychological contract breach. 2) psychological contract breach is positively related to organizational commitment and is negatively related to organizational and interpersonal deviant behaviors. 3) psychological contract breach partially mediated the relationship between distributive justice and a) organizational commitment and b) organizational deviant behaviors, and fully mediated the relationship between distributive justice and interpersonal deviant behaviors. Also, psychological contract breach has turned out to have a partial mediation effect on the relationship between procedural justice and interpersonal deviant behaviors, and has turned out to have full mediation effects on the relationship between procedural justice and organizational deviant behaviors, but contrary to hypothesis, does not mediate the relationship between procedural justice and organizational commitment. 4) the relationships between psychological contract breach and organizational commitment was moderated by LMX, such that the relationship was stronger for employees with low LMX. And CWX moderated the relationships between psychological contract breach and a) organizational commitment and b) organizational and interpersonal deviant behaviors, implying that CWX acted as a buffer mitigating the negative reactions to psychological contract breach. Based on these findings, implications of the research findings are discussed, and recommendations for future research are provided.

조직 환경이 급변하는 상황에서 구성원들로 하여금 변화하는 상황에 보다 적극적이고 능동적으로 대응할 수 있도록 종업원들의 임파워먼트 지각을 강조하는 추세에 따라 본 연구에서는 임파워링 리더십이 조직후원인식 과 지식공유에 미치는 영향을 살펴보고자 한다. 뿐만 아니라 임파워링 리더십과 조직후원인식 간의 관계에 심리적 계약위반의 조절효과를 검증하고자 한다. 가설의 검증을 위하여 설문조사를 통해 자료를 수집하였으며, 185명의 구성원 설문자료를 실증분석에 활용하였다. 분석 결과, 먼저 임파워링 리더십은 조직후원인식에 긍정적인 영향을 미치는 것으로 드러났다. 이를 통해 조직차원에서 구성원들의 조직후원인식을 높이기 위해서는 임파워링 리더십 개발에 힘써야 함을 시사해 주고 있다. 둘째, 심리적 계약위반은 임파워링 리더십과 조직후원인식 간 관계에 부(-)의 조절효과를 갖는 것으로 나타났다. 구성원들이 임파워링 리더십을 경험했더라도 심리적 계약위반에 따라 구성원들의 조직후원인식이 달라질 수 있으므로 심리적 계약위반 지각을 완화시킬 수 있는 전략이 필요할 것이다. 셋째, 임파워링 리더십은 지식공유에 긍정적 영향을 미치는 것으로 나타났다. 넷째, 조직후원인식은 임파워링 리더십과 지식공유 간의 관계를 부분 매개하는 것으로 나타났다. 연구결과를 통해 임파워링 리더십이 지식공유에 직접적인 영향을 주기도 하지만, 조직후원인식을 매개로 하여 지식공유에 간접적으로 영향을 미치고 있음을 시사해 주고 있다. 마지막으로, 임파워링 리더십이 조직후원인식을 통해 지식공유에 미치는 간접적인 영향(매개효과)에 심리적 계약위반의 부(-)의 조절된 매개효과가 존재함을 발견하였다. 연구결과를 토대로 연구의 시사점, 한계 및 향후 연구방향을 제시하였다.

The purpose of this study is to examine the effects of empowering leadership on perceived organizational support and knowledge sharing. In addition, we attempt to verify the moderating effect of psychological contract violation on the relationships between empowering leadership and perceived organizational support. To test the proposed hypotheses in our study, we collected data via a survey with a sample of 185 employees. The major findings are as follows: First, empowering leadership was positively associated with perceived organizational support. The findings suggest that organizations should help develop strong empowering leadership within their teams to bolster perceived organizational support. Second, psychological contract violation have turned out to have a moderating effect on the relationship between empowering leadership and perceived organizational support. Third, empowering leadership was positively associated with knowledge sharing. Fourth, perceived organizational support have turned out to have a partial mediation effect on the relationship between empowering leadership and knowledge sharing. That is, this result indicated that empowering leadership also indirectly effects on knowledge sharing through perceived organizational support. Finally, the indirect and positive effect of empowering leadership on knowledge sharing through perceived organizational support was observed when levels of psychological contract violation was moderate to low, but not when psychological contract violation was high. Our study makes key contribution to the literature on empowering leadership by identifying the impact of empowering leadership on perceived organizational support and knowledge sharing. The findings of the moderated mediation analysis is the primary contribution of this study since little research examined a moderated mediation model of psychological contract violation on the indirect effect of empowering leadership on knowledge sharing through perceived organizational support. Based on these findings, implications of the research findings are discussed, and recommendations for future research are provided.

본 연구는 대학생 프로젝트 팀의 리더십 네트워크 특성이 팀 몰입과 팀 성과에 미치는 영향을 검증하고자 하였다. 이는 리더십 연구에 있어 전통적인 접근법이라 할 수 있는 수직적 리더십과 최근 환경의 변화에 부응하기 위해 학계와 실무에서 많은 관심을 받고 있는 공유리더십을 함께 고려하여 팀 기반 환경에 적합한 리더십을 규명하기 위한 의미 있는 연구라 할 수 있다. 본 연구에서는 팀 내 리더십 영향력 패턴을 보다 잘 파악하기 위해 사회네트워크 접근법을 활용하였다. 기존 선행연구들을 토대로 본 연구에서는 리더십 네트워크의 중심성이 팀 몰입과 팀 성과에 정(+)의 영향을 미칠 것이라는 가설과 함께 리더십 네트워크의 밀도 역시 팀 몰입과 팀 성과에 정(+)의 영향을 미칠 것이라는 가설을 설정하였다. 가설 검증을 위해 81개 대학생 프로젝트 팀의 374명의 학생들을 대상으로 설문조사를 실시하였다. 본 연구의 가설검증 결과 리더십 네트워크의 중심성과 밀도 모두 팀 몰입과 팀 성과에 정(+)의 유의한 영향을 주는 것으로 나타났다. 이러한 결과는 중심성과 밀도 모두 팀 내에서 팀 몰입과 팀 성과를 증진시키는 요인으로 작용하고 있음을 의미한다. 나아가 팀 내에서 높은 중심성과 높은 밀도의 특성을 갖는 리더십 네트워크는 함께 공존할 수 있으며 중심성과 밀도 각각의 긍정적인 영향력이 상호 보완적인 역할을 수행하면서 팀 몰입과 팀 성과를 설명하는 요인들로 작용함을 의미한다. 연구결과를 토대로 연구의 한계 및 향후 연구방향을 제시하였다.

Leadership is considered crucial for enabling team effectiveness, but most existing research on team leadership has focused narrowly on the influence of an individual team leader, thus largely neglecting leadership provided by team members. Current forms of teamwork that emphasize knowledge-based work rely on employees who have high levels of expertise and seek autonomy in how they apply their knowledge and skills and therefore desire greater opportunity to shape and participate in the leadership functions for their teams. Utilizing social network approach, we investigated density and centrality of leadership in team and their influence on team commitment and team performance, in order to better capture these overall patterns of influence. The purpose of this study is to examine the effects of leadership network characteristics on team commitment and team performance. Based on prior literature, this study derives following hypotheses. H1. Leadership network centrality will be positively related to team commitment. H2. Leadership network centrality will be positively related to team performance. H3. Leadership network density will be positively related to team commitment. H4. Leadership network density will be positively related to team performance. To test the proposed hypotheses in our study, we collected data via a survey with a sample of 81 university student teams, comprising 374 respondents (on average 4.38 per team). Centrality and density were measured by 3 items from Kent & Moss(1990). The measurement of centrality and density can be measured by tie type among team members(Balkundi & Harrison, 2006). Team commitment was measured by scale from Van der Vegt, Emans & Van de Vliert(2000) on a 4-item scale. Team performance was measured by 11-item scale from Henderson & Lee(1992), Hoegl & Gemuenden(2001), Gemuenden & Lechler(1997). Items were rated on a 7-point Likert-type scale ranging from 1 to 7. The major findings are as follows: First, centrality of leadership network was positively associated with team commitment and team performance. Mangers should therefore ensure that each team has a clear and shared sense of direction, prepares working plans, prioritize and allocate team tasks and promote and establish norms of participations and workload sharing. Second, density of leadership network was also positively associated with team commitment and team performance. The findings suggest that organizations should help develop strong shared leadership patterns within their teams to bolster effectiveness. Organizations can promote shared leadership by setting expectations and encouraging members when teams initially form to view themselves and their fellow team members as leaders and to engage in shred, mutual leadership. Using a network-based measure of centrality and density, which better captures the patterns of mutual influence inherent in the construct, the findings provide several important theoretical and practical implications regarding leadership network characteristics in the team context and future research directions are discussed.

최근 들어 종업원들의 직무탈진과 이직의도는 기업들이 해결해야 할 중요한 과제로 여겨지고 있다. 이에 본 연구는 종업원들의 직무탈진과 이직의도를 발생시키는 요인과 과정을 설명하고 해결방안을 제시하기 위해 수행되었다. Karasek(1979)의 직무요구-통제 모델을 바탕으로 직무요구 및 직무통제와 일-가정 갈등, 직무탈진 및 이직의도 간의 관계에 대해 검증하였다. 더불어 직무통제의 조절효과 및 일-가정 갈등의 매개효과를 검증하였다. 이를 위해 지방 소재 8개 기업 177명의 종업원을 대상으로 설문조사를 실시하였다. 실증 분석 결과, 직무요구는 일-가정 갈등에 정(+)의 유의한 영향을 주고 있는 반면, 직무통제는 일-가정 갈등에 부(-)의 유의한 영향을 주는 것으로 나타났다. 그리고 본 연구에서 설정한 가설과 달리 직무통제는 직무요구와 일-가정 갈등간의 관계에 있어 정(+)의 조절효과가 있는 것으로 나타났다. 일-가정 갈등 역시 직무탈진과 이직의도에 정(+)의 유의한 관계가 있는 것으로 나타났다. 또한, 일-가정 갈등은 직무통제와 직무탈진 간의 관계를 제외하고 본 연구에서 설정한 모든 매개가설에서 타당한 것으로 나타났다. 연구결과를 통해 종업원들의 직무탈진과 이직의도를 줄이기 위해서는, 적절한 업무배분, 인력 보강을 통해 과다한 직무요구 수준을 낮춰야 한다는 것을 시사해 주고 있다. 또한 다양한 가정 친화적 정책을 시행하여 일-가정 갈등 수준을 낮춰야 한다. 더불어 종업원들에게 직무에 대한 통제 및 자율성을 부여하는 것 역시 해결방안이 될 수 있음을 제시하고 있다. 이러한 연구결과를 토대로 연구의 한계 및 향후 연구방향을 제시하였다.

Recently, many organizations are faced with dynamic environment and intense competition. Under these situation, employees’ burnout and turnover intention are a huge problem that organizations must solve. So this study empirically investigates the effects of job demand and job control on work-family conflict, burnout and turnover intentions, a moderating effect of job control on the relationship between job demand and work-family conflict and mediating effects of work-family conflict among job demand, job control, burnout and turnover intention. To test these relationships, we collected data via a survey on data 200 employees in 8 organizations, and after excluding unanswered questionnaires, total of 177 employees data were used for analysis. Job demand was measured by scale with 12 items used by Jackson, Wall, Martin and Davids(1993). Job control was measured by 6 items from Karasek(1979). Work-family conflict was measured by scale from Carlson, Kacmar and Williams(2000) on a 6-item scale. Burnout was measured by 4-item scale from Maslach(1982) and Maslach and Jackson(1981). Turnover intention was measured by 3-item scale from Cammann, Fichman, Jenkins and Klesh(1979). Items are rated on a 7-point Likert-type scale ranging from 1 to 7. Multiple hierarchical regressions are used to test the proposed hypotheses. Sobel test is used to test the significance of the mediating effects of work-family conflict. Findings show that job demand is positively associated with work-family conflict, and job control is negatively associated with work-family conflict. Job control has a positive moderating effect on the relationship between job demand and work-family conflict contrary to the hypothesis. The results also show that work-family conflict positively relates to burnout and turnover intention. Furthermore work-family conflict has mediating effects on the relationship the job demand-control and employees’ attitude. These results indicate that job demand, control and work-family conflict are major factors for reducing employees’ burnout and turnover intention. Organizations should reduce employees' excessive task by allocating moderate task, hiring additional employees. Also organization should carry out various family-friendly policies and provide work-family balance to employees. In addition, organizations should give autonomy and empowerment on the employees. We expect that organizations can reduce employees’ burnout and turnover intention through these ways. Given the small number of samples, this study constitutes an exploratory attempt in nature. Caution must be exercised in attempting to interpret findings and to generalize the recommendations. The results proposed in this study must be validated by further research in diverse research settings. Especially, future research should consider various sample which have different workload. The results of this study are also limited by its cross-sectional design and by the use of a single method of data collection. Longitudinal and experimental designs are needed to uncover the dynamic relationships among job demand, job control, burnout and turnover intention. Additionally, for a comprehensive model of this research, future research must consider other variables that might reflect a more complex process than is depicted in our model.

본 연구는 최근 관심이 증대되고 있는 조직구성원 혁신행동의 영향요인으로 직무특성의 직접 효과와 더불어 이들 사이의 관계에 대한 자기효능감의 매개 효과를 실증적으로 검증하였다. 이를 위해 광주 및 전남지역에 소재한 9개 기업 151명의 종업원을 대상으로 설문조사를 하여 수집한 자료에 대한 통계분석을 실시하였다. 실증분석 결과를 요약하면, 직무특성 중 기능다양성, 자율성, 피드백은 혁신행동에 유의한 영향을 주는 것으로 나타났다. 기능다양성, 과업정체성, 자율성은 구성원의 자기효능감에 유의한 영향을 미치며, 자기효능감은 구성원의 혁신행동을 유의하게 설명하고 있음을 발견하였다. 매개효과 검증에서 자기효능감은 각각 기능다양성과 혁신행동간의 관계를 부분 매개하고, 자기효능감은 자율성과 혁신행동간의 관계도 부분 매개하였으며, 자기효능감은 과업정체성과 혁신행동간의 관계를 완전 매개 하는 것으로 나타났다. 본 연구는 자기효능감의 매개효과를 검증함으로써 직무특성과 같은 작업환경요인들이 조직구성원의 혁신행동을 어떻게 제고시키는지를 규명하였다는 점에서 이론적 및 실무적 의미를 지니고 있다. 이러한 연구결과를 토대로 본 연구의 한계점들과 이를 보완하기 위해 향후 진행되어야 할 연구의 방향을 제시하였다.

This study investigates the mediating effect of self-efficacy on the relationship between job characteristics and innovative behavior with a sample of 151 employees in 9 firms. Findings show that job characteristics (skill variety, autonomy, and feedback) are positively associated with innovative behavior. Self-efficacy also has a significant impact on the innovative behavior. Furthermore, self-efficacy has a partial mediating effect on the relationship between skill variety and innovative behavior, and between autonomy and innovative behavior, respectively. Self-efficacy also fully mediates the relationship between task identity and innovative behavior. Overall, these patterns suggest a complete link between job characteristics and innovative behaviors of employees. Implications of the research findings are discussed. Based on the limitations of this study, recommendation for future research are provided.

지금까지의 팀 리더십에 대한 연구는 한 개인의 리더십에 초점을 맞춰 개인의 특성 및 행동을 강조해 왔다(Bass, 1990). 리더 중심적인 관점은 리더십과 팀 성과 사이의 관계에 있어 많은 시사점을 제공하였지만(Guzzo and Dickson, 1996), 팀 환경에서 한 사람의 리더가 존재하는 것과 둘 이상의 리더가 공존하는 것 중에서 더 바람직한 것이 무엇인가에 대한 답을 얻기 위해 최근 연구자들은 공유리더십(shared leadership) 연구에 노력을 기울여 왔다(O’Toole et al., 2002). 본 연구는 지금까지 연구가 미흡했던 공유리더십이 팀 유효성에 미치는 영향과 함께 이들 사이의 관계에 있어 과업조정 및 업무분담 팀 프로세스의 매개효과에 대한 검증을 시도하였다. 본 연구는 선행 연구를 토대로 공유 리더십과 팀 유효성과의 관계를 77개 프로젝트 팀에 참여하고 있는 339명의 대학생을 대상으로한 설문조사를 통해 실증적으로 검증하고자 하였다. 가설 검증 결과 얻어진 몇 가지 사실에 대해 논의하면,첫째, 공유리더십은 팀 효능감 및 팀 몰입에 유의한 영향을 주는 것으로 나타났다. 둘째, 직무와 관련된 팀 프로세스, 즉 업무분담 및 과업조정은 공유리더십과 팀 효능감, 팀 몰입 간의 관계를 부분매개하고 있는 것으로 나타났다. 이는 팀 내 공유리더십이 팀 효능감과 팀 몰입에 직접적인 영향을 주는 한편, 업무분담 및 과업조정이라는 팀 프로세스를 통해 팀 성과변수에 간접적으로 영향을 주고 있음을 시사해주고 있다. 연구결과를 토대로 연구의 시사점과 향후 연구방향을 제시하였다

The purpose of this study is to examine the effects of shared leadership on team efficacy and team commitment. In addition, we attempt to verify the mediating effects of task coordinations and workload sharing on the relationships between shared leadership and team efficacy and team commitment. To test the proposed hypotheses in our study, we collected data via a survey with a sample of 77 university student teams, comprising 339 respondents (on average 4.4 per team). Shared leadership was measured on the team member survey with 3 items used by Kent and Moss (1990). Response were provided on a 7-point Likert scale. Team efficacy was measured by scale from Riggs and Knight (1994) on a 7-point 3-item Likert scale. Team commitment were measured by scale from Van der Vegt, Emans, and Van De Viliert (2000) on a 7-point 4-item Likert scale. The level of analysis in this study is the team. To justify the aggregation of the responses of multiple respondents for obtaining measures at the team level, we used inter-rater agreement indices, rwg (James, Demaree, and Wolfe, 1984). In all cases, the rwg score provided support for combining team members’ perceptions to produce aggregated scores for the measures. The major findings are as follows: First, shared leadership were positively associated with team efficacy and team commitment. The findings suggest that organizations should help develop strong shared leadership patterns within their teams to bolster effectiveness. Organizations can promote shared leadership by setting expectations and encouraging members when teams initially form to view themselves and their fellow team members as leaders and to engage in shred, mutual leadership. Second, task coordinations and workload sharing have turned out to have a partial mediation effect on the relationship between shared leadership and team efficacy. as well as the relationship between shared leadership and team commitment. That is, this result indicated that shared leadership indirectly effects on team efficacy and team commitment through task coordinations and workload sharing. Mangers should therefore ensure that each team has a clear and shared sense of direction, prepares working plans, prioritize and allocate team tasks and promote and establish norms of participations and workload sharing. Our study makes key contribution to the literature on shared leadership. The findings extend previous research suggesting positive effects of shared leadership on team efficacy and team commitment using a network-based measure of shared leadership that better captures the patterns of mutual influence inherent in the construct. The findings of the mediation analyses are the primary contribution of this study since little research examined a mediation model. Specifically, the mediation analyses showed that even though the mediating effect of task coordinations and workload sharing on the relationship between shared leadership and team efficacy and team commitment. shared leadership still had some direct effects on outcome variables, suggesting the influence process of shared leadership on team outcomes could be more complicated than we originally proposed. This issue needs to be further clarified or even reconsidered. Given the small number of samples from the student teams, this study constitutes an exploratory attempt in nature. Caution must be exercised in attempting to interpret findings and to generalize the recommendations. The results proposed in this study must be validated by further research in diverse research settings. Causality could not be claimed due to the cross-sectional nature of the data. Longitudinal and experimental designs are needed to settle the dynamic relationships between shared leadership and team efficacy and team commitment. Several studies have called for more research on potential conditions such as task type that influenced link between shared leadership and team efficacy and team commitment. Such contextual variables are not fully measured in this study but could be included in future research.

본 연구는 276명의 대학생들을 대상으로 한 설문자료를 통해 핵심자기평가, 목표 기대감, 목표 자기일치성, 목표달성 사이의 관계구조를 심층적으로 고찰하고, 구체적으로 핵심자기평가 개념이 목표달성에 미치는 영향에 있어 그동안 간과되어왔던 목표 기대감 및 목표 자기일치성의 매개효과를 검증하였다. 본 연구의 가설 검증 결과 얻어진 몇 가지 사실에 대해 논의하면 다음과 같다. 첫째, 핵심자기평가는 목표 기대감 및 목표 자기일치성 모두에 유의한 영향을 미치는 것으로 나타났다. 둘째, 목표 기대감 및 목표 자기일치성은 목표달성에 유의한 영향을 미치는 것으로 나타났다. 셋째, 목표 기대감 및 목표 자기일치성은 핵심자기평가가 목표달성에 영향을 미치는 과정을 부분적으로 매개하고 있는 것으로 나타났다. 다시 말해, 핵심자기평가는 목표달성에 직접적으로 영향을 미치기도 하지만, 목표 기대감 및 목표 자기일치성을 통해 간접적으로도 영향을 주고 있었다. 핵심자기평가는 자신의 행동역량에 대한 믿음을 통해 목표 달성에 대한 기대감을 높이고, 자신의 관심사나 가치에 부합되는 목표를 자율적으로 추구함으로써 목표 달성에 가까워 질 수 있다. 연구결과를 토대로 연구의 시사점과 향후 연구방향을 제시하였다.

Drawing upon existing theoretical and empirical evidence, this study aims to examine the mediating effects of goal expectancies and goal self-concordance on the relationship between core self-evaluations and goal attainment. Data were collected from 276 undergraduate management students at a southwestern Korea university to test theoretical model and its hypotheses. The results of data analyses revealed that (1) core self-evaluations was positively associated with goal expectancies and goal self-concordance, (2) goal expectancies and goal self-concordance were positively associated with goal attainment, and (3) goal expectancies and goal self-concordance had the partial mediating effects on the relationship between core self-evaluations and goal attainment, suggesting that core self-evaluations may have their initial influence on goal expectancies and self-concordance, which subsequently affect goal attainment. Based on these findings, implications of the research findings were discussed, and recommendations for future research were provided.

많은 연구자들이 팀 프로세스에 관한 연구를 수행해 왔지만, 대부분의 연구들은 개별 팀 프로세스 차원의 독립적인 효과를 고려하고 있을 뿐, 팀 프로세스 특성에 따라 팀을 구분하는 형태적 접근방법(configurational approach)은 이루어지지 않고 있다. 이러한 문제점을 해결하기 위해 본 논문은 81개 대학생 프로젝트 팀을 대상으로 개별 팀이 과업 수행 과정에서 보여주는 독특한 팀 프로세스 스타일에 의해 프로젝트 팀을 분류하고, 이들 군집에 따른 선행 및 성과 변수의 차이를 규명하고자 하였다. 연구결과는 다음과 같다. 첫째, 프로젝트 팀은 팀 프로세스의 전반적인 수준뿐만 아니라 각각의 프로세스 조합에 있어 차이를 보였다. 둘째, 팀 프로세스 군집 유형은 팀 구성원들의 연령 및 성별 다양성에는 차이를 보이지 않는 반면, 기능 다양성에 있어서는 유의한 차이를 보였다. 셋째, 팀 프로세스 군집 유형은 팀 구성원들의 집단 과업 선호도에서 유의한 차이를 보였다. 마지막으로, 팀 프로세스 군집 유형에 따라 팀 성과 및 팀 만족에 유의한 차이가 있는 것으로 나타났다. 연구결과에 대한 시사점과 한계가 논의되었고, 향후 연구를 위한 방향이 제시되었다.

Although many researchers have been conducted research on team process, there is still work that needs to be done. While the majority of team process studies have focused on the independent effect of the specific team process components, configurational approach, which categorize teams by the distinctive styles they seem to exhibit in interact with each other to accomplish the task, have not been explored to explain team effectiveness. To address this gap, this study conducted an empirical study to differentiate the teams by the distinctive team process styles, and to investigate the implications of those forms. A total of 81 university student project teams were surveyed for the data collection. The results of analysis can be summarized as follows. First, project teams differ not only in the general level of team processes to exhibit in interact with each other to accomplish team task but also in how to mix various team processes. Second, project teams that utilized different team process styles differ in terms of functional diversity, but demographical diversity such as age and sex make no meaningful difference in the team process styles. Third, project teams that utilized different team process styles differed in terms of preference of teamwork. Lastly, the team process styles used by project teams, in turn, have an effect on team performance and team satisfaction. Based on these findings, implications of the research findings are discussed, and recommendation for future research and practice are provided.

본 연구는 국내 공공 및 민간 부문 전자, 통신, 기계, 화학분야 22개 연구기관 92개 팀을 대상으로 수집한 실증 자료를 통해 프로젝트 리더에 의한 챔피언 리더십이 팀에 대한 자원 공급 및 조직 지원, 팀원들의 팀 효력에 미치는 영향을 고찰하였다. 분석결과 프로젝트 리더의 챔피언 리더십은 높은 수준의 조직 지원 및 자원 공급과 관련되어 있으며, 프로젝트 리더의 챔피언 리더십을 높게 지각하는 팀의 팀원들은 보다 높은 수준의 팀 효력을 보였다. 또한, 프로젝트 유형 및 혁신 분위기는 챔피언 리더십과 자원 공급 및 조직 지원, 팀 효력 사이의 관계를 조절하고 있음을 발견하였다. 끝으로, 연구결과의 이론적 및 실무적 시사점이 논의되고 연구의 한계점과 미래의 연구방향이 제시되었다.

This study draws on a sociopolitical perspective to investigate the possible impact of champion leadership by project leaders on project viability(resource supply and organizational support) and team members' team efficacy by analyzing the empirical data of 92 ongoing projects collected from 22 public and private R&D institutes in the electronics, telecommunication, machinery, and chemical industries. Results revealed that higher level of project championing by project leader tended to positively related to a high level of organizational support and resource supply. It was also found that teams members who experienced higher level of project championing by project leader tended to have higher team efficacy. Furthermore, project type and innovative climate moderate the champion leadership-project performance relationships. The results found in this study offer several theoretical and managerial implications. First, champion leadership by project leaders is quite helpful to get more moral support and legitimacy of the organization for the project, and thus for acquisition of more tangible and intangible resources required for successful implementation of the R&D project. Champion leadership by project leaders also impacts the morale and self-confidence of the team members. Project leaders gives a sense of purpose and meaning to project members by actively and enthusiastically promoting the project, and by expressing confidence in team members' capabilities to perform a given task. In addition, his or her soliciting assistance and additional resources can contribute the building the confidence of members that the project can be performed well. Second, the relationship between champion leadership and project performances is context-specific (i.e., project type and innovative climate). This study is one of the few to have tested the moderating effects between champion leadership and project performances with a empirical research design. This study extends the current knowledge on champion leadership in the innovation process by generalizing their importance in R&D projects to a new industrializing context, Korea, and further sheds light on the contingent relationship between champion leadership and project performances in the innovation process. Based on these findings, some areas for future research are discussed.

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

Regarding the study in innovation/R&D programs evaluation, twelve cases from the U.S ., U. K., Germany, France, Sweden, Australia, Japan, and EC are analyzed, and its implications to Korean situation are investigated. From the analysis of the cases, some valuable guidelines for Korea are developed. Some of the guidelines are: the evaluation must be treated as an integral part of the Government supported programs, specialists in evaluation should be raised, the long-term effects and non-economic/social effects should also be included in the evaluation, various efforts to acquire more exact and versatile information necessary for quality evaluation should be made, and additional effort is required for the evaluation to be actualized.

This study aims to examine the influences of psychological capital on informal learning, employability, job performance, and innovative behavior, and to examines the moderated mediation effects of transformational leadership and innovation-oriented cultures on the relationships between psychological capital and employability, job performance and innovative behavior via informal learning. The major findings are as follows; 1) psychological capital was positively associated with informal learning. 2) informal learning had positive effects on employability, job performance and innovative bahavior. 3) informal learning had the partial mediating effects on the relationship between psychological capital and employability, job performance and innovative behavior. 4) the relationships between psychological capital and informal learning was moderated by transformational leadership. Also, transformational leadership moderated the strength of the mediated relationships between psychological capital and employability, job performance and innovative behavior via informal learning, such that the mediated relationships were strengthened by high levels of transformational leadership. 5)innovation-oriented cultures positively moderated the relationship between psychological capital and informal learning. Innovation-oriented cultures also moderated the strength of the mediated relationship between psychological capital and innovative bahavior via informal learning, such that the mediated relationship was stronger when innovation-oriented cultures was high as opposed to when it was low.

본 연구는 LMX가 상대적 박탈감 및 일탈행동에 미치는 영향과 함께 상대적 박탈감의 매개효과를 검증하고, LMXSC의 조절된 매개효과를 검증하고자 하였다. 본 연구의 가설검증을 위해 25개 기업 278명의 종업원을 대상으로 설문자료를 수집하였다. 연구결과는 다음과 같다. 첫째, LMX는 상대적 박탈감에 부(-)의 영향을 미치는 것으로 나타났다. 둘째, 상대적 박탈감은 조직대상 일탈행동과 개인대상 일탈행동에 정(+)의 영향을 주는 것으로 나타났다. 셋째, 상대적 박탈감은 LMX와 조직대상 및 개인대상 일탈행동 간의 관계를 완전 매개하는 것으로 나타났다. LMX는 상대적 박탈감을 통해 개인대상 및 조직대상 일탈행동에 간접적으로 영향을 미치는 것으로 나타났다. 넷째, LMXSC는 LMX와 상대적 박탈감 간의 관계를 조절하는 것으로 나타났다. 구체적으로, LMX가 상대적 박탈감에 미치는 부의 영향은 LMXSC가 낮을 때 보다 높을 때 강한 것으로 나타났다. 마지막으로, LMXSC는 LMX와 조직대상 및 개인대상 일탈행동 간의 관계에서 상대적 박탈감의 매개효과를 조절하는 것으로 나타났다. 구체적으로, LMX가 상대적 박탈감을 매개로 조직대상 일탈행동, 개인대상 일탈행동에 미치는 부의 영향은 LMXSC가 낮을 때 보다 높을 때 강한 것으로 나타났다. 연구결과를 토대로 이론적, 실무적 시사점을 논의하고, 향후 연구 방향을 제시하였다.

Leader-member exchange (LMX) theory posit that leaders tend to develop different relationships with different employees. Differentiation however can also lead to unintended negative consequence such as the perception of unfairness, and in particular employees engaged in relatively low-quality LMX are likely to be frustrated when comparing their situation with that of their peers. Based on the relative deprivation theory, this study aims to investigate the effect of LMX on feelings of relative deprivation and both interpersonal and organizational deviant behaviors and to verify the mediating role of feelings of relative deprivation in these relationships. In addition the study examines how LMXSC might moderate this mediated relationship. To test the hypothesized relationships, a survey of the 25 Korean firms was conducted. The final sample size for this study totaled 278 employees. The results of the analysis were as follows. 1) LMX is negatively linked to feelings of relative deprivation. 2) feelings of relative deprivation is negatively linked to both interpersonal and organizational deviant behaviors. 3) feelings of relative deprivation fully mediates the relationships between LMX and both interpersonal and organizational deviant behaviors. 4) relationship between LMX and feelings of relative deprivation was moderated by LMXSC, such that these relationship is stronger when employees believe that they have a better relationship with their supervisor than their co-worker. 5) LMXSC negatively moderates the mediating effect of feelings of relative deprivation in the relationship between LMX and both interpersonal and organizational deviant behaviors. Based on these findings, implications and limitations of this study as well as recommendations for future studies are provided.

본 연구는 포용적 리더십이 직무성과에 미치는 영향과 함께 이들 간 관계에서 피드백 추구 행동의 매개효과를 검증하고자 하였다. 또한, 포용적 리더십과 피드백 추구 행동 간 관계에서 주도적 성격의 조절 효과와 함께 포용적 리더십이 피드백 추구 행동을 매개로 직무성과에 미치는 영향을 조절하는 조절된 매개효과를 검증하고자 하였다. 가설 검증을 위해 본 연구는 국내 5개 기업 136명의 종업원을 대상으로 설문조사를 실시하였다. 분석 결과는 다음과 같다. 첫째, 포용적 리더십은 직무성과에 유의한 정의 영향을 주는 것으로 나타났다. 둘째, 포용적 리더십은 긍정 피드백 추구 행동과 부정 피드백 추구 행동에 정의 영향을 미쳤다. 셋째, 긍정 피드백 추구행동과 부정 피드백 추구 행동은 직무성과에 유의한 정의 영향을 주는 것으로 나타났다. 넷째, 부정 피드백 추구행동은 포용적 리더십과 직무성과 간의 관계를 부분 매개하는 것으로 나타났지만, 긍정 피드백 추구 행동의 매개효과는 유의하지 않는 것으로 나타났다. 포용적 리더십은 직무성과에 직접 영향을 주기도 하지만, 부정 피드백 추구 행동을 매개로 간접적으로도 영향을 미치고 있음을 알 수 있다. 다섯째, 주도적 성격은 포용적 리더십과 부정 피드백 추구 행동 간의 관계를 조절하는 것으로 나타났고, 포용적 리더십과 긍정 피드백 추구 행동 간의 관계는 조절하지 않는 것으로 나타났다. 포용적 리더십이 부정 피드백 추구 행동에 미치는 영향은 주도적 성격이 높을 때 보다 낮을 때 더 강하게 나타났다. 마지막으로, 주도적 성격은 부정 피드백 추구 행동의 매개 효과를 조절하는 것으로 나타났다. 구체적으로 포용적 리더십이 부정 피드백 추구 행동을 매개로 직무성과에 미치는 영향은 주도적 성격이 높을 때 보다 낮을 때 더 강하게 나타났다. 연구 결과를 토대로 급격히 변화하는 경영환경에서 종업원의 성과 향상을 바라는 기업은 종업원의 긍정적 혹은 부정적 피드백 추구행동을 촉진하는 조직환경을 조성할 필요성에 대한 시사점과 함께 향후 연구 방향을 제시하였다.

We examine the influence of inclusive leadership on job performance. Also, we attempt to verify the mediating effects of feedback seeking behaviors between inclusive leadership and job performances and to examine whether proactive personality moderates the mediating relationship between inclusive leadership and job performance via feedback seeking behaviors. To test the proposed hypotheses, we collected data via a survey with a sample of 136 employees. The major findings are as follows: 1) inclusive leadership was positively associated with job performance, 2) inclusive leadership were positively associated with positive feedback seeking behaviors and negative feedback seeking behaviors, 3) both positive feedback seeking behaviors and negative feedback seeking behaviors had positive effects on job performance. 4) negative feedback seeking behaviors had turned out to have a partial mediation effect on the relationship between inclusive leadership and job performance. 5) the relationships between inclusive leadership and negative feedback seeking behaviors was moderated by proactive personality, such that the relationship was stronger for employees with low proactive personality. Finally, proactive personality moderated the strength of the mediated relationships between inclusive leadership and job performance via negative feedback seeking behaviors, such that the mediated relationships were stronger under low proactive personality than under high proactive personality. Based on the results, the theoretical and practical implications are discussed, and recommendations for future research are provided.

본 연구는 경력정체가 경력몰입, 고용가능성, 경력만족에 미치는 영향과 함께 경력정체가 경력몰입을 매개로 고용가능성과 경력만족에 영향을 미치는 관계에서 경력개발지원인식의 조절된 매개효과를검증하고자 하였다. 가설 검증을 위해 본 연구는 국가과학기술인력개발원(KIRD: Korea Institute of Human Resources Development in Science and Technology)의 2022년 과학기술 인재개발실태조사를 통해 수집된 2066부의 설문자료를 분석하였다. 분석결과는 다음과 같다. 첫째, 구조적 경력정체와 내용적 경력정체는 모두 경력몰입에 유의한 부의영향을 주는 것으로 나타났다. 둘째, 경력개발지원인식은 내용적 경력정체와 경력몰입의 관계를 조절하는 것으로 나타났다. 셋째, 경력몰입은 경력만족과 고용가능성 모두에 유의한 정의 영향을 미치는것으로 나타났다. 넷째, 경력몰입은 구조적 경력정체와 경력만족 간의 관계를 부분 매개하고, 내용적경력정체와 경력만족 간의 관계를 완전 매개하는 것으로 나타났다. 다섯째, 경력몰입은 구조적 경력정체와 고용가능성, 내용적 경력정체와 고용가능성 간의 관계를 부분 매개하는 것으로 나타났다. 여섯째, 경력개발지원인식은 내용적 경력정체가 경력몰입을 통해 경력만족과 고용가능성에 미치는 간접효과를조절하고 있으며, 경력개발지원인식이 낮을수록 내용적 경력정체가 경력몰입을 통해 경력만족 및 고용가능성에 미치는 부정적인 영향은 더 강하게 나타났다. 본 연구 결과를 토대로 연구의 시사점 및 향후 연구 방향을 제시하였다.

This study aims to examine the influences of career plateau on career commitment, employability, and career satisfaction, and to examines the moderated mediation effects of perceived support for career development on the relationships between career plateau and employability and between career plateau and career satisfaction via career commitment. To test the proposed hypotheses, this study utilized data collected from the 'Science and Technology Human Resources Development Panel Survey' of the Korea Institute of R&D Human Resource Development in Science and Technology(KIRD). The final sample size for this study is 2,066 employees. The results of data analyses reveal that 1) structural career plateau and content career plateau were negatively associated with career commitment, 2) the relationships between content career plateau and career commitment was moderated by perceived support for career development. 3) career commitment had positive effects on employability and career satisfaction, 4) career commitment had the partial mediating effect on the relationship between structural career plateau and career satisfaction, and had the full mediating effects on the relationship between content career plateau and career satisfaction. 5) career commitment had the partial mediating effects on the relationship between structural career plateau and employability, between content career plateau and employability. 6) perceived support for career development moderated the strength of the mediated relationships between content career plateau and career satisfaction and employability via career commitment, such that the mediated relationships were strengthened when perceived support for career development was low as opposed to when it was high. Based on these findings, implications of the research findings are discussed, and recommendations for future research are provided.

본 연구는 상사의 윤리적 리더십이 부하의 직무성과, 창의성과 및 조직몰입에 미치는 영향과 함께 이들 간관계에서 부하의 상사충성도의 매개효과를 검증하고자 하였다. 또한 윤리적 리더십과 상사충성도 간 관계에 있어부하가 지각하는 권력거리성향이 지니는 조절효과를 함께 검증함으로써 윤리적 리더십의 적용 가능성을 탐구하고자하였다. 가설 검증을 위해 본 연구는 중국 기업 상사와 부하를 대상으로 설문조사를 실시하였다. 541명의 부하와그들의 직속상사의 설문자료에 대한 분석결과, 첫째, 윤리적 리더십은 상사충성도에 유의한 정의 영향을 주는 것으로나타났다. 둘째, 윤리적 리더십은 직무성과, 창의성과, 조직몰입에 정(+)의 영향을 미쳤다. 셋째, 상사충성도는윤리적 리더십과 직무성과 및 창의성과 간의 관계를 완전 매개하고 있으며, 윤리적 리더십과 조직몰입 간의 관계를부분 매개하고 있음을 확인하였다. 마지막으로, 권력거리성향은 윤리적 리더십과 상사충성도 간의 관계를 조절하는것으로 나타났다. 구체적으로, 윤리적 리더십이 상사충성도에 미치는 영향은 권력거리성향이 높을 때보다 낮을때 더 강한 것으로 나타났다. 본 연구는 윤리적 리더십이 부하의 직무 태도 및 행동에 영향을 주는 메커니즘과경계조건에 대해 체계적이고 포괄적인 설명을 제공하고 있다는 점에서 의의를 지니고 있다.

This study investigates the effects of ethical leadership on job performance, creative performance and organizational commitment. It also explores the mediating effect of loyalty to supervisor in these relationships and the moderating effect of power distance orientation in the relationship between the ethical leadership and loyalty to supervisor. Based on prior research, we derive the following hypotheses. H 1: Ethical leadership will be positively related to loyalty to supervisor. H 2: Ethical leadership will be positively related to a) job performance, b) creative performance and c) organizational commitment. H 3: Loyalty to supervisor will mediate the relationship between ethical leadership and a) job performance, b) creative performance and c) organizational commitment. H 4: Power distance orientation will moderate the relationship between ethical leadership and loyalty to supervisor. To test the hypotheses proposed in our study, we used survey data from a sample of 541 employees and their supervisors in 13 Chinese companies. The major findings are as follows: 1) ethical leadership was positively associated with loyalty to supervisor, 2) ethical leadership was positively related to job performance, creative performance and organizational commitment, 3) loyalty to supervisor has turned out to have full mediation effects on the relationship between ethical leadership and job performance, and between ethical leadership and creative performance. In addition loyalty to supervisor has turned out to have a partial mediation effect on the relationship between ethical leadership and organizational commitment. Finally, power distance orientation had a negative moderating effect on the relationship between ethical leadership and loyalty to supervisor, such that the relationship was stronger when employees had a low power distance orientation than when they had a high power distance orientation. Based on these findings, implications of the research findings are discussed, and recommendations for future research are provided.