바로가기메뉴

본문 바로가기 주메뉴 바로가기

ACOMS+ 및 학술지 리포지터리 설명회

  • 한국과학기술정보연구원(KISTI) 서울분원 대회의실(별관 3층)
  • 2024년 07월 03일(수) 13:30
 

logo

LMXSC가 조직몰입 및 일탈행동에 미치는 영향: 지각된 상사 지위의 조절효과 검증

Impact of LMXSC on Organizational Commitment and Deviant Behavior: The Moderating Effect of Perceived Leader Status

초록

본 연구에서는 사회 비교 관점을 적용하여 리더-구성원 교환관계(leader-member exchange)를 상대적으로 측정하고, 이러한 상대적 LMX(LMX social comparison, 이하 LMXSC)가 개인의 조직몰입 및 일탈행동에 어떠한 영향을 미치는지 알아보고자 하였다. 또한 이들 간의 관계에서 지각된 상사 지위가 조절효과를 갖는지 검증해 보았다. 연구를 위하여 국내 기업에 재직 중인 306명의 직장인을 대상으로 온·오프라인 설문조사를 자기보고식으로 실시하였다. 연구결과, 상사와 부하 교환관계의 상대적 질(LMXSC)이 조직몰입에 정적인 영향을 미치는 것으로 나타났고, 지각된 상사 지위가 LMXSC와 조직몰입에 미치는 영향을 강화시키는 것으로 밝혀졌다. 그러나 일탈행동에 대한 가설은 유의하지 않았다. 본 연구의 결과는 조직 연구에 있어서 LMX의 상대적 질의 중요성을 발견하였고 이를 측정하는 방식에 있어서 사회 비교적 맥락을 반영한 측정 방식의 정교화를 시도했다는 데 의의가 있다. 마지막으로 본 연구의 한계점을 지적하고 향후 연구를 위한 가능성을 제언하였다.

keywords
LMXSC, 조직몰입, 일탈행동, 지각된 상사 지위, LMXSC, Organizational commitment, Deviant behavior, Perceived Leader Status

Abstract

The purpose of this present study was to investigate the influence of LMXSC(Leader-Member exchange social comparison) on organizational commitment and deviant behavior in workplace. It was also tested whether perceived leader status moderates the relationship between LMXSC and organizational commitment and deviant behavior. Data were collected from 306 employees who were working in various organizations. The results showed that (a) LMXSC was positively related to the organizational commitment, (b) perceived leader status moderated the relationship between LMXSC and organizational commitment. The relationship between LMXSC and deviant behavior was, however, not significant. Moderating effect of perceived leader status on relationship between LMXSC and deviant behavior was not significant, either. Based on these results, implications of these findings, limitations and future study directions were discussed.

keywords
LMXSC, 조직몰입, 일탈행동, 지각된 상사 지위, LMXSC, Organizational commitment, Deviant behavior, Perceived Leader Status

참고문헌

1.

이기현, 정명호 (2010). 리더-구성원 교환관계 차별화의 선행요인. 한국심리학회지: 산업 및 조직 23(2),105-130.

2.

한주원, 박경규 (2009). 상사의 비인격적 감독이 부하의 직장 내 일탈행동에 미치는 영향. 한국심리학회지: 산업 및 조직, 22(2),

3.

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.

4.

Anderson, C., John, O. P., Keltner, D., & Kring, A.M. (2001). Who attains social status? Effects of personality and physical attractiveness in social groups. Journal of personality and Social Psychology, 81, 116-132

5.

Andrews, M. C., & Kacmar, K. M. (2001). Impression management by association: Construction and validation of a scale. Journal of Vocational Behavior, 58, 142-161.

6.

Baron, R. A., & Neuman, J. H. (1996). Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes. Aggressive Behavior, 22, 161 -173.

7.

Bennett, R. F., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349-360.

8.

Berger, J., Fisek., norman, R. Z., & Zelditch, M. (1985). The formation of reward expectations in status situations. In J. Berger, & M. Zelditch (Eds.), Status, rewards and influence. San Francisco, CA: Jossey-Bass

9.

Boies, K., & Howell, J. M. (2006), Leader-Member Exchange in Teams: An Examination of the Interaction between Relationship Differentiation and mean LMX in explaining team-level outcomes. The leadership Quarterly, 17, 246 -257.

10.

Borgatti, S. P., & Foster, P. C. (2003). The network paradigm in organizational research: A review and typology. Journal of Management, 29, 991-1013.

11.

Brass, D. J. (1984). Being in the right place: A structural analysis of individual influence in an organization. Administrative Science Quarterly, 29, 518-539.

12.

Buunk, A., & Gibbons, F. X. (2007). Social comparison: The end of a theory and the emergence of a field. Organizational Behavior and Human Decision Processes, 102, 3-21.

13.

Cialdini, R. B., & De Nicholas, M. E. (1989). Self-presentation by association. Journal of Personality and Social Psychology, 57, 626-631.

14.

Dansereau, F., Jr., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role-making process. Organizational Behaviorand Human Performance, 13, 46-78.

15.

Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565-573.

16.

Erdogan, B., & Enders, J. (2007). Support from the top: Supervisors perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92, 321-330.

17.

Erdogan, B., & Liden, R. C. (2002). Social exchanges in the workplace: Areview of recent developments and future research directions in leader-member exchange theory. In L. L. Neider & C. A. Schriesheim (Eds.), Leadership(pp.65-114). Greenwich, CT: Information Age Press.

18.

Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7, 117-140.

19.

Foa, U. G., & Foa, E. B. (1980). Resource theory: Interpersonal behavior as exchange. In K. J. Gergen, M. S. Greenberg, & R. H. Willis (Eds.), Social exchange: Advances in theory and research. New York: Plenum Press.

20.

Ford, L. R., & Seers, A. (2006). Relational leadership and team climates: Pitting differentiation versus agreement. Leadership Qualrterly, 17, 258-270.

21.

Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827-844.

22.

Gilbert, D. T., Giesler, R. B., & Morris, K. A. (1995). When comparisons arise. Journal of Personality and Social Psychology, 69, 227-236.

23.

Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161-178.

24.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219-247.

25.

Graen, G., Liden, R. C., & Hoel, W. (1982). The role of leadership in the employee withdrawal process. Journal of Applied Psychology, 67, 868 -872.

26.

Greenberg, J., Claire E. Ashton-James, Neal M. Ashkanasy. (2007). Social comparison processes in organizations. Organizational Behavior and Human Decision Processes 102. 22-41.

27.

Harris, K. J., & Kacmar, K. M. (2005). An examination of the curvilinear relationship between leader-member exchange and intent to turnover. Journal of Organizational Behavior, 26, 363-378.

28.

Henderson, D. J., Liden, R. C., Glibkowski, B. C., & Chaudhry, A. (2009). Within-group LMX differentiation: A multilevel review and examination of its antecedents and outcomes. Leadership Quarterly, 20, 517-534.

29.

Henderson, D. J., Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2008). Leader-member exchange, differentiation, and psychological contract fulfillment: A multilevel examination. Journal of Applied Psychology, 93, 1208-1219.

30.

Kristof-Brown, A., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group, and person -supervisor fit. Personnel Psychology, 58, 281- 342.

31.

Lau, D. C., & Liden, R. C. (2008). Antecedents of coworker trust: Leaders blessings. Journal of Applied Psychology, 93, 1130-1138.

32.

Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27, 723-746.

33.

Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. In G. R. Ferris (Ed.), Research in personnel and human resources management, 15, 47-119. Greenwich, CT: JAI Press.

34.

Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966.

35.

Maslyn, J. M., & Uhl-Bien, M. (2005), Leader- Member Exchange and Its Dimensions: Effects of Self-Effort Other's Effort on Relationship Quality, Journal of Applied and Psychology, 86, 697-708.

36.

Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time lagged relations. Journal of Applied Psychology, 75, 710 -720.

37.

Molm, L. D. (1987). Power-dependence theory: Power processes and negative outcomes. In E. J. Lawler (Ed.), Advances in group processes. 4,(pp.171-198). Greenwich, CT: JAI Press.

38.

Molm, L. D., Peterson, G., & Takahashi, N. (2001). The value of exchange. Social Forces, 80, 159-184.

39.

Mowday,R. T., Porter L. W., & Steers, R. (1982), Employee rganizations Linkage: The Psychology of Commitment, Absenteeism, and Turnover, New York: Academic Press.

40.

Robinson, S., & Bennett, R. (1995). A typology of deviant workplace behaviors: A multi- dimensional scaling study. Academy of Management Journal, 38, 555-572.

41.

Rotundo, M., & Sackett, P. R. (2002) The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87, 66 -90.

42.

Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69, 428-36.

43.

Schriesheim, C. A., Castro, S. L., Zhou, X., & Yammarino, F. J. (2001). The folly of theorizing “A” but testing “B”: A selective level-of-analysis. Leadership Quarterly, 12(5), 15 -551.

44.

Schriesheim, C., Castro, S. and Coglister, C. (1999), Leader-Member Exchange Research: a Comprehensive Review of Theory, Measurement, and Data-Analytic Practices, Leadership Quarterly, 10(1), 63-113.

45.

Sias, P. M., & Jablin, F. M. (1996). Differential superior-subordinate relations, perceptions of fairness, and coworker communication. Human Communication Research, 22, 5-38.

46.

Sparrowe, R. T. (1994), Empowerment in the Hospitality Industry: An Exploration of Antecedents and Outcomes, Hospitality Research Journal,17(3), 51-73.

47.

Sparrowe, R. T., & Linden, R. C. (2005). Two routes to influence: Integrating Leader- Member exchange and network perspectives. Administrative Science Quarterly, 50, 505-535.

48.

Venkataramani, V., Green, S. G., & Schleicher, E., J. (2010). Well-Connected Leaders: The Impact of Leaders’ Social Network Ties on LMX and Members’ Work Attitudes. Journal of Applied Psychology. 95(6), 1071-084.

49.

Wayne, S. J., & Green, S. A. (1993), The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior, Human Relations, 46, 1431-1440.

50.

Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75, 487-99.

51.

Weiss, H. M., & Cropanzano, R. A. (1996). An a Vective events approach to job-satisfaction. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, 18, 1-4. Greenwich, CT: JAI Press.

52.

Wood, J. V. (1996). What is social comparison and how should we study it? Personality and Social Psychology Bulletin, 22, 520-537.

logo