디지털융복합연구 (Journal of Digital Convergence)

  • 제20권3호
  • /
  • Pages.9-18
  • /
  • 2022
  • /
  • 2713-6434(pISSN)
  • /
  • 2713-6442(eISSN)
한국디지털정책학회 (The Society of Digital Policy and Management)
권호 표지
DOI QR코드

DOI QR Code

윤리적 리더십이 구성원의 혁신행동에 미치는 영향: 리더신뢰와 발언행동의 직렬다중 매개효과

The Influence of Ethical Leadership on Organizational members' Innovative Behavior: The Serial Multiple Mediating Effects of Trust in Leader and Voice Behavior

  • 김수 (호남대학교 경영학부) ;
  • 장은미 (호남대학교 경영학부)
  • Jin, Xiu (Dept. of Business Administration, Honam University) ;
  • Jang, Eunmi (Dept. of Business Administration, Honam University)
  • 투고 : 2021.12.06
  • 심사 : 2022.03.20
  • 발행 : 2022.03.28
PDF 다운로드
⟨ 이전 논문 다음 논문 ⟩

초록

조직성과는 리더의 행동과 직접적인 관련성을 지니고 있고 다양한 리더십의 역할에 대한 중요성이 지속적으로 강조되고 있다. 리더십의 유형과 그에 따른 역할은 다양하지만 현재 중국 조직은 지속적으로 사회적 책임을 강화하고 조직의 지속적 발전과 성과 향상을 위해 윤리적 요소들을 요구하고 있다. 이러한 현상을 바탕으로 본 연구는 윤리적 리더십이 중국 조직내에서의 역할을 규명하고 이에 따른 성과 수준을 검증하는데 초점을 맞추었다. 성과와 관련하여 오늘날 혁신을 요구하는 상황을 기반으로 구성원의 혁신행동에 초점을 맞추었다. 더 나아가 윤리적 리더십이 구성원의 혁신행동에 미치는 영향에서 구성원의 리더에 대한 신뢰와 발언행동의 다중직렬 매개효과를 검증하였다. 이를 검증하기 위해 본 연구는 중국 중소기업에 종사하는 구성원 336명을 대상으로 실증연구를 진행하였다. 본 연구의 실증분석결과를 통해 윤리적 리더십은 구성원의 혁신행동 수준을 향상시키는데 있어서 핵심적인 역할을 할 수 있다는 결과를 도출하였다. 또한 윤리적 리더십이 혁신행동을 향상시키는 과정에서 리더신뢰와 발언행동의 다중직렬 매개효과를 보여주었다. 총체적으로 본 연구를 통해 중국 조직에서 긍정적인 성과를 향상시키는데 있어서 윤리적 리더십의 역할을 파악할 수 있으며 윤리적 리더십 연구 측면에 기여하였다. 마지막으로 윤리적 리더십과 성과향상에 대한 방안에 대해 논의하였으며 향후 연구 방향을 제시하였다.

Organizational performance is directly associated with leaders' behavior and the importance of various leadership types are continuously emphasized. Various of leadership types are possessed of different roles and influences. Nowadays, Chinese organizations continue to reinforce social responsibility and demand ethical elements for continuous development of organization and performance improvement. It shows that the importance of ethical leadership is emphasized among Chinese organizations. Based on this phenomenon, this research focused on identifying the role of ethical leadership and verifying the level of performance. According to the current situation that requires innovation in relation to performance, we focused on the employees' innovative behavior. Furthermore, we also verified serial multiple mediating effects of trust in leader and voice behavior on the relationship between ethical leadership and innovative behavior. This research focused on 336 employees in Chinese small and medium-sized enterprises to conducted a survey and the data were used in empirical analysis. The results showed ethical leadership had a positive influence on innovative behavior. In additon, the serial multiple mediating effects of trust in leader and voice behavior were verified. Overall, this research focused on exploring performance that can be achieved through ethical leadership and finding the ways to improve performance. Finally, the future research related to ethical leadership and performance was presented.

키워드

참고문헌

  1. C. Ko, J. Ma, R. Bartnik, M. H. Haney & M. Kang. (2018). Ethical leadership: An integrative review and future research agenda. Ethics & Behavior, 28(2), 104-132. https://doi.org/10.1080/10508422.2017.1318069
  2. W. Zhu, X. Zheng, H. He, G. Wang & X. Zhang. (2019). Ethical leadership with both "moral person" and "moral manager" aspects: Scale development and cross-cultural validation. Journal of Business Ethics, 158(2), 547-565. https://doi.org/10.1007/s10551-017-3740-y
  3. B. M. Bass & P. Steidlmeier. (1999). Ethics, character and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. https://doi.org/10.1016/S1048-9843(99)00016-8
  4. M. H. Jafri. (2010). Organizational commitment and employee's innovative behavior: A study in retail sector. Journal of Management Research, 10(1), 62-68.
  5. Y. Hu, L. Zhu, M. Zhou, J. Li, P. Maguire, H. Sun & D. Wang. (2018). Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees' willingness to speak out. Frontiers in Psychology, 9, 1718. https://doi.org/10.3389/fpsyg.2018.01718
  6. D. Prastio, R. Indradewa & T. Y. R. Syah. (2020). Ethical Leadership Effect Trust in Leader, Work Engagement and Burnout Over Turnover Intension. Journal of Multidisciplinary Academic, 4(5), 283-288.
  7. R. C. Mayer, J. H. Davis & F. D. Schoorman. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734. https://doi.org/10.5465/amr.1995.9508080335
  8. 김수, 이태식, & 함상우. (2018). 리더 신뢰성이 리더에 대한 신뢰와 조직몰입에 미치는 영향과 리더 공정성 및 리더 개방성의 조절효과. 대한경영학회지, 31(3), 463-499. https://doi.org/10.18032/kaaba.2018.31.3.463
  9. A. Newman, K. Kiazad, Q. Miao & B. Cooper. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart?. Journal of Business Ethics, 123(1), 113-123. https://doi.org/10.1007/s10551-013-1803-2
  10. J. B. Avey, T. S. Wernsing & M. E. Palanski. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107, 21-34. https://doi.org/10.1007/s10551-012-1298-2
  11. M. Sagnak. (2017). Ethical leadership and teachers' voice behavior: The mediating roles of ethical culture and psychological safety. Educational Sciences: Theory & Practice, 17(4).1101-1117. https://doi.org/10.12738/estp.2017.4.0113
  12. N. H. S. Wijaya. (2019). Proactive personality, LMX, and voice behavior: employee-supervisor sex (Dis) similarity as a moderator. Management Communication Quarterly, 33(1), 86-100. https://doi.org/10.1177/0893318918804890
  13. F. O. Walumbwa & J. Schaubroeck. (2009). Leader personality traits and employee voice behavior: Mediating role of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286. https://doi.org/10.1037/a0015848
  14. S. B. Tastan & S. M. M. Davoudi. (2015). An examination of the relationship between leader-member exchange and innovative work behavior with the moderating role of trust in leader: A study in the Turkish context. Procedia-Social and Behavioral Sciences, 181, 23-32. https://doi.org/10.1016/j.sbspro.2015.04.862
  15. M. West & F. Farr. (1990). Innovation and creativity at work: Psychological & Organizational Strategies. NY: John Wiley and Sons.
  16. Z. Ningyi. (2020). Research on the Influence of Ethical Leadership on Employee Innovation. 107-114.
  17. A. H. De Hoogh & D. N. Den Hartog. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311. https://doi.org/10.1016/j.leaqua.2008.03.002
  18. D. Wang, T. Feng & A. Lawton. (2017). "Linking ethical leadership with firm performance: a multidimensional perspective", Journal of Business Ethics, 145(1), 95-109. https://doi.org/10.1007/s10551-015-2905-9
  19. I. Ullah, B. Mirza & A. Jamil. (2021). The influence of ethical leadership on innovative performance: modeling the mediating role of intellectual capital. Journal of Management Development. 40(4), 273-292.
  20. H. M. Seo, M. C. Kim, K. Chang & K. Kim, (2016). Influence of interpersonal trust on innovative behaviour of service workers: Mediating effects of knowledge sharing. International Journal of Innovation Management, 20(02), 1650026. https://doi.org/10.1142/S1363919616500262
  21. F. O. Walumbwa, D. M. Mayer, P. Wang, H. Wang, H. Workman & H. Christensen. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213. https://doi.org/10.1016/j.obhdp.2010.11.002
  22. E. L. Deci & R. M. Ryan. (1987). The support of autonomy and the control of behavior. Journal of Personality and Social Psychology, 53(6), 1024-1037. https://doi.org/10.1037/0022-3514.53.6.1024
  23. Q. Han & Q. Xia. (2020). Social media use and employee innovative behavior: The mediating role of employee voice. Social Behavior and Personality: an International Journal, 48(3), 1-7. https://doi.org/10.2224/sbp.9014
  24. M. E. Brown, L. K. Trevino & D. A. Harrison. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
  25. J. B. Avey, T. S. Wernsing & M. E. Palanski. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34. https://doi.org/10.1007/s10551-012-1298-2
  26. L. Gao, O. Janssen & K. Shi. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly, 22(4), 787-798. https://doi.org/10.1016/j.leaqua.2011.05.015
  27. S. G. Taylor & S. G. Pattie. (2014). When does ethical leadership affect workplace incivility? The moderating role of follower personality. Business Ethics Quarterly, 24(4), 595-616. https://doi.org/10.5840/beq201492618
  28. D. J. McAllister. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59. https://doi.org/10.5465/256727
  29. L. Van Dyne & J. A. LePine. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119. https://doi.org/10.5465/256902
  30. S. G. Scott & R. A. Bruce. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607. https://doi.org/10.5465/256701
  31. J. Nunnally. (1978). Psychometric Methods, New York: McGraw-Hill.
  32. A. F. Hayes. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford publications.
  33. R. H. Chenhall & K. Langfield-Smith. (2003). Performance measurement and reward systems, trust, and strategic change. Journal of Management Accounting Research, 15(1), 117-143. https://doi.org/10.2308/jmar.2003.15.1.117
  34. J. Chafra, (2015). The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification. American Journal of Business, 30(1), 72-91. https://doi.org/10.1108/AJB-06-2013-0040
  35. X. Jin & S. W. Hahm. (2017). The effect of authentic leadership on organizational commitment and organizational citizenship behavior in the jt industry: the moderating effects of self-efficacy. International Information Institute (Tokyo). Information, 20(6A), 3823-3834.
  36. X. Jin. (2017). The Relationship of Work-Family Conflict to Job Burnout and Job Satisfaction in Information Technology Employees in Korea: The Moderating Effects of Spousal Support. International Journal of Applied Engineering Research, 12(20), 9739-9745.
  37. X. Jin & S. W. Hahm. (2021). Using Online Information Support to Decrease Stress, Anxiety, and Depression. KSII Transactions on Internet and Information Systems, 15(8), 2944-2958. http://doi.org/10.3837/tiis.2021.08.013