상사의 비인격적 행동과 직무수행 간의 메커니즘에 관한 연구

이수진(Soo Jin Lee),손승연(Seung Yeon Son),김석영(Seck Young Loretta Kim),김보영(Bo Young Kim),윤석화(Seok Hwa Yun) 한국경영학회 2012 經營學硏究 Vol.41 No.3

Although much of the leadership research has focused on constructive leader behaviors, researchers recently has shown their interests in dysfunctional leader behaviors that can be referred as abusive supervision. Furthermore, more studies have reported the growing percentage of abusive supervision in their organization as organizations have been pushed for rapid changes in a competitive environment. For that reason, researchers as well as practitioners have demonstrated their growing concern of this topic. Although the direct negative influence of abusive supervision on organization effectiveness is quite predictable, the current empirical literatures on abusive supervision is very limited that previous studies have only focused on the negative impact of abusive supervision on individual`s well being and there is not much attention to find the negative effect of abusive supervision on job related performances. Drawing on insights from Social Exchange Theory (SET), this research examines the negative consequence of abusive supervision on job related performance, specifically, task performance and organization citizenship behaviors. In order to clarify and investigate the mechanisms between these relationships, trust in leader and psychological contract breach are selected as mediating variables. Out of the process, we developed and empirically tested the following hypotheses: H1a: Abusive supervision is negatively related to task performance. H1b: Abusive supervision is negatively related to OCBI. H1c: Abusive supervision is negatively related to OCBO. H2: Abusive supervision is negatively related to trust in leader. H3: Abusive supervision is positively related to psychological contract breach. H4a: Trust in leader mediates the relationship between abusive supervision and task performance. H4b: Trust in leader mediates the relationship between abusive supervision and OCBI. H4c: Trust in leader mediates the relationship between abusive supervision and OCBO. H5a: Psychological contract breach mediates the relationship between abusive supervision and task performance. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBI. H5b: Psychological contract breach mediates the relationship between abusive supervision and OCBO. The result of this study showed that abusive supervision was negatively related to employee`s job performance, suggesting the support of Hypothesis 1(a, b, and c). Also, as predicted, the results suggested the negative relationship between abusive supervision and employee`s trust in leader(Hypothesis 2) as well as the positive relationship between abusive supervision and his/her psychological contract breach(Hypothesis 3). Next, to test our hypotheses regarding the mediating role of trust in leader, we adopted the approach suggested by Baron and Kenny (1986). The result of mediation analysis suggested the support of Hypothesis 4(a, b, and c). Finally, our hypotheses regarding the mediating role of psychological contract breach was strongly supported, suggesting the support of Hypothesis 5. This study has implications for theory and practice. First, we contribute to the literature on abusive supervision by demonstrating a negative relationship between abusive supervision and job performance. Second, our research identified an important mechanisms related to how abusive supervision influences the occurrence of employee`s job performance, suggesting the mediating effects of trust in leader and psychological contract breach. Finally, our study demonstrated that abusive supervision can damage the long-term success of the organization by increasing employee`s psychological contract breach and reducing his/her trust in leader. Therefore, organizations need to pay more attention to managing supervisor`s abusive behaviors. Limitations and future research are discussed.

차상위 리더의 리더에 대한 모욕행위의 적하효과(trickle-down effect)

박오수(Oh Soo Park),고동운(Dong Woon Go) 한국경영학회 2009 經營學硏究 Vol.38 No.4

Traditionally, leadership research has focused on the bilateral relationship between a leader and subordinates and the effectiveness of leadership. This perspective oversimplifies the leadership because it is impossible to ignore the impact of second-level superior on the leadership effectiveness in a real organizational setting. Thus, this study expanded the leadership perspective by examining the relationship of ‘subordinate - leader - second-level superior’ and focused the counterproductive leader behavior. In this study investigating the trickle-down effects of second-level superior’s abusive supervision, leader’s transformational leadership and abusive supervision were used as the mediating variables of the relationships between second-level superior’s abusive supervision and outcome variables (subordinate’s trust in leader, LMX). Based on several theories such as social exchange theory, norm of reciprocity, and displaced aggression theory, the hypotheses were developed and they were: second-level superior’s abusive supervision will be positively related to leader’s abusive supervision (H1) and negatively related to leader’s transformational leadership (H2); leader’s abusive supervision will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3a), and LMX (H4a); leader’s transformational leadership will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3b), and LMX (H4b); second-level superior’s abusive supervision will be negatively associated to subordinate’s trust in leader (H5). In order to test the hypotheses, the data were collected from 356 officers and NCOs (231leader-subordinate dyads) using surveys. The results of structural equation modeling supported all the hypotheses. The present findings have several theoretical implications. First, the direct effects of secondlevel superior’s abusive supervision on transformational leadership and leader’s abusive supervision imply that leader’s leader roles are important antecedents of leader’s effectiveness, and suggest that transformational leadership is a kind of discretionary leadership style. Second, we expanded the antecedents of the abusive supervision into second-level superior’s abusive supervision, and verified new consequences (trust in leader, LMX) of the abusive supervision. Finally, the current investigation suggests that the second-level superior’s behavior is one of the determinants of trust in leader beyond isolated leader-subordinate dyad. In conclusion, this research clarified the significant impact of a leader’s leader on the leader’s leadership effectiveness and the discretionary characteristic of transformational leadership. This findings suggest that the perspective of the trilateral relationship between subordinate - leader - second-level superior is more appropriate than the bilateral relationship between leader and subordinate for explaining the leadership phenomena.

The Effect of Abusive Supervision on Subordinates’ Displaced Aggression: Focusing on the Serial Multiple Mediation of Psychological Contract Breach and Job Stress

조선경,신제구 리더십학회 2018 리더십연구 Vol.10 No.1

This study empirically verified the mechanism behind the subordinates’ use of displaced aggression on colleagues as a way to relieve the stress they experience from abusive supervision. When employees are ignored or insulted by their supervisors, they undergo intense feelings of stress and anger that trigger the wish to retaliate, but the difference in rank can lead them to express their dissatisfaction and anger on those who are relatively easier to deal with, such as their colleagues, thereby engaging in displaced aggression. Since supervisors are seen as representatives of the organization, abusive supervision can be perceived as a psychological contract breach by employees, and if so, such perception of psychological contract breach can lead to the justification of unproductive behavior and the feeling that one has lost the support of the organization, causing an increase in job stress. Higher job stress levels lead to stress-coping strategies to conserve resources; because abusive supervision is a hindrance stressor, employees are apt to choose an escape strategy to relieve the stress. As a result, the suppressed anger and dissatisfaction manifests itself in the form of displaced aggression as a sort of self-therapeutic stress relief strategy. This study examined the serial multiple mediation of psychological contract breach and job stress in the relationship between abusive supervision and subordinates’displaced aggression. For the accurate identification of the mechanism behind this relationship, a total of 285 samples were collected through a survey on workers at companies with more than 300 employees, and the individual-level differences were controlled by setting Type A personality and negative affectivity as control variables. The results of the analysis showed that abusive supervision had a positive (+) effect on subordinates’ displaced aggression, and that psychological contract did not directly mediate between abusive supervision and displaced aggression. Also, job stress was found to have a positive mediating effect between abusive supervision and displaced aggression, and the positive serial multiple mediation of psychological contract breach and job stress between abusive supervision and displaced aggression was confirmed. This research contributes to the theoretical understanding of abusive supervision and its effects by including and verifying displaced aggression as one of its outcome variables and demonstrating how displaced aggression can be triggered from abusive supervision. From the practical standpoint, the results of this study highlight the dangers of the ripple effect of abusive supervision, where the victim of abusive supervision creates other victims through displaced aggression, calling for a greater effort at the organizational level This study empirically verified the mechanism behind the subordinates’ use of displaced aggression on colleagues as a way to relieve the stress they experience from abusive supervision. When employees are ignored or insulted by their supervisors, they undergo intense feelings of stress and anger that trigger the wish to retaliate, but the difference in rank can lead them to express their dissatisfaction and anger on those who are relatively easier to deal with, such as their colleagues, thereby engaging in displaced aggression. Since supervisors are seen as representatives of the organization, abusive supervision can be perceived as a psychological contract breach by employees, and if so, such perception of psychological contract breach can lead to the justification of unproductive behavior and the feeling that one has lost the support of the organization, causing an increase in job stress. Higher job stress levels lead to stress-coping strategies to conserve resources; because abusive supervision is a hindrance stressor, employees are apt to choose an escape strategy to relieve the stress. As a result, the suppressed anger and dissatisfaction manifests itself in the form of displaced aggression as a sort of self-therapeutic stress relief strategy.This study examined the serial multiple mediation of psychological contract breach and job stress in the relationship between abusive supervision and subordinates’displaced aggression. For the accurate identification of the mechanism behind this relationship, a total of 285 samples were collected through a survey on workers at companies with more than 300 employees, and the individual-level differences were controlled by setting Type A personality and negative affectivity as control variables. The results of the analysis showed that abusive supervision had a positive (+) effect on subordinates’ displaced aggression, and that psychological contract did not directly mediate between abusive supervision and displaced aggression. Also, job stress was found to have a positive mediating effect between abusive supervision and displaced aggression, and the positive serial multiple mediation of psychological contract breach and job stress between abusive supervision and displaced aggression was confirmed. This research contributes to the theoretical understanding of abusive supervision and its effects by including and verifying displaced aggression as one of its outcome variables and demonstrating how displaced aggression can be triggered from abusive supervision. From the practical standpoint, the results of this study highlight the dangers of the ripple effect of abusive supervision, where the victim of abusive supervision creates other victims through displaced aggression, calling for a greater effort at the organizational level

상사의 성격 특성과 차 상위 상사의 지원이 상사의 모욕적 행동에 미치는 영향에 관한 연구

이수진(Soo Jin Lee),박희태(Hee Tae Park),윤석화(Seok Hwa Yun),손승연(Seung Yeon Son) 한국경영학회 2009 經營學硏究 Vol.38 No.4

Lately, researchers have paid increasing attention to negative or destructive side of supervisory behavior, i.e. abusive supervision. Studies on abusive supervision mainly focused on the results of abusive supervision. However, there are not many studies that examined the antecedents of abusive supervision. Recognizing this issue, our study examined the antecedents of abusive supervision in order to enhance our understanding of abusive supervision. Especially, we examined the effects of supervisor’s personality traits and supervisor’s perception of support from his/her manager on abusive supervision. Applying social exchange theory and trait activation theory, we developed and empirically tested the following hypotheses: H 1: Supervisor’s conscientiousness is negatively related to abusive supervision. H 2: Supervisor’s agreeableness is negatively related to abusive supervision. H 3: Supervisor’s perception of support from his/her manager is negatively related to his/her own abusive supervision. H 4a: Supervisor’s perception of support from his/her manager moderates the negative relationship between supervisor’s conscientiousness and abusive supervision such that the relationship is stronger when support perception is low than when support perception is high. H 4b: Supervisor’s perception of support from his/her manager moderates the negative relationship between supervisor’s agreeableness and abusive supervision such that the relationship is stronger when support perception is low than when support perception is high. Survey packages were distributed to 178 pairs of platoon leaders and their immediate subordinate, deputy platoon leaders and 160 were returned. Among those, 111 dyadic data were used for analysis. Platoon leaders’ questionnaires included their own conscientiousness, agreeableness, and support perception (i.e., company commander’s support) while deputy platoon leaders measured platoon leaders’ abusive supervision. The results indicated that supervisor’s agreeableness and perception of support from his/ her direct manger were negatively related to abusive supervision, as expected. Also, we found that the relationship between supervisor’s agreeableness and abusive supervision was stronger when supervisor perception of support from his/her manger was low. However, there was no significant relationship between supervisor’s conscientiousness and abusive supervision and no significant interaction between supervisor’s conscientiousness and supervisor perception of support from his/her manger. In summary, Hypotheses 2, 3, and 4b were supported. This research has theoretical and practical implications. First, our results suggested that supervisor’s agreeableness and his/her support perception played a significant role in determining abusive supervision. In addition, our findings revealed that abusive supervision was influenced by the interaction of supervisor’s agreeableness and support perception. These findings implied that although supervisor’s low agreeableness leads to hostile act toward his/her subordinates, it produces abusive supervision only among supervisors who perceive support in low. In other words, managers played critical role reducing the abusive supervision. This research is not free from limitations. First, the cross-sectional research design precluded any inference of causality. Second, data were obtained from the Republic of Korea army so the extent of generalizability of our findings to other organizations and other culture contexts remains an empirical question. Third, there was no significant relationship between supervisor’s conscientiousness and abusive supervision. Future research should repeat our study using narrow measure of conscientiousness (e.g., duty & achievement striving) in order to more fully understand the relationship between conscientiousness and abusive supervision. Finally, our study examined the limited variables as antecedents. Future research should examine various variables, in

상사의 비인격적 행동이 구성원의 건설적 발언행동에 미치는 영향: 심리적 주인의식 매개효과와 핵심자기평가의 조절효과

강민정,강승완,손승연 한국인사관리학회 2019 조직과 인사관리연구 Vol.43 No.2

This study focuses on the existence of factors that hinders the positive action of human resources on the organization, even though the organization continuously imports excellent human resources in the modern society where human resources are important. In this study, we especially paid attention to constructive voice of subordinates. The constructive voice of subordinates play an important role in enhancing the competitive advantage of the organization. In order to confirm this relationship in detail, first, this study tried to identify the main effects by selecting the abusive supervision and constructive voice as the independent and dependent variables respectively. Specifically, we use social exchange theory to predict that there will be a negative relationship between the abusive supervision and constructive voice of the subordinates. Second, to clarify the mechanism existing between abusive supervision and the con- structive voice of the subordinates, the psychological ownership of the subordinates was selected as a mediator and the effects were identified. Third, the core self-evaluation was selected as moderating variable. In particular, this study predicted that the higher the core self-evaluation, the more likely it will absorb the abusive supervision. According to the theory of self verification theory, the higher the score of core self-evaluation, the more likely the leader will take the abusive supervision more sensitively. As a result of the research analysis, it was confirmed that the abusive supervision had a negative effect on constructive voice of the subordinates. And it confirms the mediating effect of the psychological ownership consciousness of the members and empirically identifies the psychological ownership of the subordinates as a mechanism existing between the abusive supervision and constructive voice. Especially, the psycho- logical ownership of the subordinates confirmed that the relationship between the abusive supervision and the constructive voice partly mediated. And the core self-evaluation of the subordinates moderated the abusive supervision and the psychological ownership of the subordinates as predicted by this study. Parti- cularly, the higher the core self-evaluation of the subordinates, the more the psycho- logical ownership of the subordinates about the abusive supervision decreased. As predicted in this study, members with high core self-evaluation responded more sensitively to abusive supervision. Through this study, we could theoretically extend the research on the abusive super- vision and psychological ownership of the subordinates. First, we have expanded the research area of the abusive supervision. Especially, through the social exchange theory, we could connect the research of the two domains of the abusive supervision and the subordinates voice behavior. In particular, it has implication in the fact that it has conducted detailed analysis of the constructive voice. Second, the mechanism of per- ception and behavior among the subordinates is empirically identified through psy- chological ownership and constructive voice behavior. This suggests that the recognition must be preceded in order to manifest the behavior of the subordinates. Finally, another aspect of the core self-evaluation was identified. This study proved that the core self-evaluation will react more sensitively to the abusive supervision. Other implications of the study also have been discussed along with study limitations and future research directions. 본 연구는 조직 변화와 혁신의 원천이 되는 구성원의 건설적 발언행동, 즉 도전적 및 촉진적 아이디어 제공, 혁신적 정보 및 의견 제시 등을 저해하는 요인이 조직 내 존재함에 주목하였다. 특히 위계상 상급자인 상사의 파괴적인 행동인 비인격적 행동이 구성원의 재량적 및 자발적 행동 인 건설적 발언행동에 미치는 부정적 영향을 가정하고 이를 살펴보았다. 이를 위해 3가지 연구목 적으로 연구를 수행하였다. 첫째, 사회교환이론을 활용하여 상사의 비인격적 행동과 구성원의 건 설적 발언행동 간 부적(-) 관계를 예측하고 이를 실증하였다. 둘째, 상사의 비인격적 행동과 구성 원의 건설적 발언행동 간에 존재하는 매커니즘을 일부 밝히기 위해 구성원의 심리적 주인의식을 매개변수로 선정하여 그 효과를 살펴보았다. 이를 위해 사회교환이론의 논리를 재활용하였다. 셋 째, 구성원의 핵심자기평가를 조절변수로 선정하여 상사의 비인격적 행동 효과의 다양성을 확인하 였다. 구체적으로 본 연구는 자기확증이론을 토대로 핵심자기평가가 높은 구성원일수록 상사의 비 인격적 행동의 부정적 신호를 더욱 부정적인 것으로 받아들일 것으로 보았다. 그에 따라 핵심자기 평가가 높은 구성원일수록 상사의 비인격적 행동이 심리적 주인의식에 미치는 부정적 영향이 더 클 것으로 가정하였다. 아울러 위의 가정을 종합하여 상사의 비인격적 행동이 심리적 주인의식을 경유하여 건설적 발언행동으로 가는 통로가 구성원의 핵심자기평가의 정도에 따라 달라지는지를 조절된 매개효과 검증을 통해 살펴보았다. 상사-구성원 쌍으로 이루어진 데이터를 분석한 결과, 상사의 비인격적 행동은 구성원의 건설적 발언행동에 부적(-) 영향을 미친다는 것을 확인하였다. 또한 이 관계에서 구성원의 심리적 주인의식의 부분 매개역할을 알아냈으며, 구성원의 핵심자기평 가가 높을수록 상사의 비인격적 행동과 심리적 주인의식 간의 부적(-) 관계가 더 강하게 나타난다 는 것과 이로 인해 조절된 매개효과가 존재함을 입증하였다. 본 연구는 상사의 비인격적 행동이 지식정보화 시대의 경쟁우위의 원천인 구성원의 참여적, 촉진적 행동인 건설적 발언행동까지 저해 하는 요인임을 밝힘으로써 관련 분야의 지식 축적에 기여하고 있다. 아울러 실무적으로도 구성원 의 건설적 발언행동을 높이려면 효과적인 리더십의 독려 못지않게 부정적이고 파괴적인 상사 행 동을 줄이는 노력이 중요함을 시사하고 있다. 또한 심리적 주인의식의 매개역할과 핵심자기평가의 조절기능을 알아냄으로써 상사의 비인격적 행동과 건설적 발언행동 간에 내재된 영향력 과정과 경계 조건에 대한 이해의 확장에 기여하였으며, 조직의 경영진에게 구성원의 건설적 발언행동을 이끌어내려면 인사배치 및 리더십 교육훈련 프로그램 상 구체적인 무엇을 고려해야 하는지에 대 한 교훈을 제공하고 있다. 연구의 말미에 본 연구의 한계점 및 향후 연구방향에 대해 논하였다.

비인격적 감독의 선행요인 고찰: 상사의 업무 과부하, Type A 성격, 번아웃이 비인격적 감독에 미치는 영향

강민철,신유형 한국인사관리학회 2019 조직과 인사관리연구 Vol.43 No.2

In today’s organizations, leadership is one of the most important factors of organi- zational effectiveness. However, many employees are suffering from the dark side of leadership exercised by their supervisors, which causes a great deal of negative effects and damage not only to employees but also to their organizations. Therefore, to suggest managerial solutions to the dark side of leadership, it is essential to examine potential personal and environmental factors affecting such leadership. Thus, in this study, we focused on ‘abusive supervision’(Tepper, 2000) as the dark side of leadership and explored the personal and environmental antecedents of abusive supervision. Abusive supervision is defined as employees’perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact(Tepper, 2000). We identified supervisors’ work overload and Type A personality as environmental and personal antecedents of abusive supervision, respectively. Work overload pertains to having many responsibilities and job demands in limited time. Type A personality is a personality trait that is highly sensitive to time pressure and achievement. Prior research on the antecedents of abusive supervision has examined environmental and personal factors separately. Complementing this line of research, we examined moderation and moderated-mediation effects of Type A personality by drawing on conservation of resources theory, frustration-aggression model, affective events theory, and ego depletion theory. More specifically, we proposed the mediating effect of supervisors’burnout on the relationship between work overload and abusive supervision and the interaction effect of supervisors’Type A personality on this relationship. In order to test our hypotheses, we used survey-based data gathered from 390 super- visor-subordinate dyads in 86 South Korean companies. To alleviate potential common method variance, we asked supervisors to report on the levels of work overload, Type A personality, and burnout. On the other hand, subordinates assessed their supervisor’s abusive supervision level. We controlled for gender, age, supervisor-subordinate dyadic tenure, and leader-member exchange in all subsequent data analyses. We used SPSS 22.0 and AMOS 18 programs as analytic tools. The results of hierarchical regression analyses indicated that supervisors’ work overload was positively related to their burnout. This relationship was more pronounced when supervisors’ Type A personality was high than when it was low. Supervisors’ burnout was positively associated with their abusive supervision. The bootstrapping analysis showed that supervisors’ work overload exerted a significant indirect effect on their abusive supervision through burnout. Furthermore, we found a significant moderated- mediation effect, such that the indirect effect of supervisors’ work overload on abusive supervision through burnout was stronger for supervisors with high Type A personality than for those with low Type A personality. These findings contribute to the abusive supervision literature by attending to the roles of Type A personality and work overload in abusive supervision. Furthermore, the present findings offer practical implications to reduce abusive supervision in organizations. 최근에 들어서 많은 조직에서 상사의 비인격적 감독이 발생하고 있다. 이에 따라 개인뿐만 아 니라 조직 전체적으로도 많은 피해가 발생하고 있다. 본 문제에 대한 해결 방법을 고찰하고 관리 적 방안을 마련하기 위해서는 어떠한 환경적/개인적 선행 요인들이 상사들로 하여금 비인격적 감 독에 관여하도록 하는지를 밝히는 연구가 필요하다. 본 연구에서는 환경적인 요인으로써 업무 과 부하와 개인적 요인으로 Type A 성격 요인이 상호작용하여 상사의 번아웃을 일으키고 이는 상사 의 비인격적 감독으로 이어지는 관계를 검증하는 것을 목적으로 하였다. 이에 따라 다음과 같은 가설이 도출되었다. 가설 1은 상사의 업무 과부하는 상사의 번아웃과 정(+)의 관계를 가질 것으로 예측하였다. 가설 2는 상사의 Type A 성격 변수가 업무 과부하와 번아웃 간의 관계에서 상호작용 효과를 가질 것으로 예측한다. 가설 3은 상사의 번아웃과 비인격적 감독이 정(+)의 관계를 가질 것으로 예측한다. 가설 4는 업무 과부하와 비인격적 감독 간의 관계에 대한 번아웃의 매개 효과 를 상정한다. 가설 5는 Type A의 조절된 매개 효과를 예측한다. 이러한 가설 검증을 위해 다양한 한국 기업들의 상사-부하 390쌍을 대상으로 설문조사를 실시하였다. 상사의 성별, 나이, 부하와의 재직기간, 상사-부하 교환관계를 통제한 SPSS 분석 결과, 모든 가설은 지지되었다. 즉, 상사의 업 무 과부하와 번아웃과 관계는 정(+)적으로 유의미했으며, 번아웃을 매개로 하여 비인격적 감독으로 연결되는 것으로 발견되었다. 이 과정에서 성취욕이 높거나 시간적 압박을 많이 받는 Type A 성 격을 가진 상사의 경우, 업무 과부하 상황 하에서 더 많은 번아웃을 경험하고 이에 따라 비인격적 감독 행위에 관여할 가능성이 높아진다는 점을 입증하였다. 본 연구는 앞서 비인격적 감독의 선행요인을 밝히는 연구들에서 다뤄지지 않았던 환경과 개인 변수들의 상호작용을 연구했다는 점에서 비인격적 감독 문헌의 이론적 폭을 확장하는데 기여한다. 본 연구 결과는 또한 앞으로의 비인격적 감독의 선행 요인을 밝히는 연구에 있어서 개인적 요인 과 맥락적 요인을 따로 구분하여 연구하는 것이 아닌, 둘 간의 상호작용 효과를 고려해야 한다는 시사점을 제공한다. 마지막으로 본 연구 결과를 기반으로 실무적 시사점 및 향후 연구를 위한 제 언을 제시한다.

비인격적 감독의 선행요인 고찰: 상사의 업무 과부하, Type A 성격, 번아웃이 비인격적 감독에 미치는 영향

강민철(Mincheol Gang):신유형(Yuhyung Shin) 한국인사관리학회 2019 조직과 인사관리연구 Vol.43 No.2

최근에 들어서 많은 조직에서 상사의 비인격적 감독이 발생하고 있다. 이에 따라 개인뿐만 아니라 조직 전체적으로도 많은 피해가 발생하고 있다. 본 문제에 대한 해결 방법을 고찰하고 관리적 방안을 마련하기 위해서는 어떠한 환경적/개인적 선행 요인들이 상사들로 하여금 비인격적 감독에 관여하도록 하는지를 밝히는 연구가 필요하다. 본 연구에서는 환경적인 요인으로써 업무 과부하와 개인적 요인으로 Type A 성격 요인이 상호작용하여 상사의 번아웃을 일으키고 이는 상사의 비인격적 감독으로 이어지는 관계를 검증하는 것을 목적으로 하였다. 이에 따라 다음과 같은 가설이 도출되었다. 가설 1은 상사의 업무 과부하는 상사의 번아웃과 정(+)의 관계를 가질 것으로 예측하였다. 가설 2는 상사의 Type A 성격 변수가 업무 과부하와 번아웃 간의 관계에서 상호작용 효과를 가질 것으로 예측한다. 가설 3은 상사의 번아웃과 비인격적 감독이 정(+)의 관계를 가질 것으로 예측한다. 가설 4는 업무 과부하와 비인격적 감독 간의 관계에 대한 번아웃의 매개 효과를 상정한다. 가설 5는 Type A의 조절된 매개 효과를 예측한다. 이러한 가설 검증을 위해 다양한 한국 기업들의 상사-부하 390쌍을 대상으로 설문조사를 실시하였다. 상사의 성별, 나이, 부하와의 재직기간, 상사-부하 교환관계를 통제한 SPSS 분석 결과, 모든 가설은 지지되었다. 즉, 상사의 업무 과부하와 번아웃과 관계는 정(+)적으로 유의미했으며, 번아웃을 매개로 하여 비인격적 감독으로 연결되는 것으로 발견되었다. 이 과정에서 성취욕이 높거나 시간적 압박을 많이 받는 Type A 성격을 가진 상사의 경우, 업무 과부하 상황 하에서 더 많은 번아웃을 경험하고 이에 따라 비인격적 감독 행위에 관여할 가능성이 높아진다는 점을 입증하였다. 본 연구는 앞서 비인격적 감독의 선행요인을 밝히는 연구들에서 다뤄지지 않았던 환경과 개인 변수들의 상호작용을 연구했다는 점에서 비인격적 감독 문헌의 이론적 폭을 확장하는데 기여한다. 본 연구 결과는 또한 앞으로의 비인격적 감독의 선행 요인을 밝히는 연구에 있어서 개인적 요인과 맥락적 요인을 따로 구분하여 연구하는 것이 아닌, 둘 간의 상호작용 효과를 고려해야 한다는 시사점을 제공한다. 마지막으로 본 연구 결과를 기반으로 실무적 시사점 및 향후 연구를 위한 제언을 제시한다. In today’s organizations, leadership is one of the most important factors of organizational effectiveness. However, many employees are suffering from the dark side of leadership exercised by their supervisors, which causes a great deal of negative effects and damage not only to employees but also to their organizations. Therefore, to suggest managerial solutions to the dark side of leadership, it is essential to examine potential personal and environmental factors affecting such leadership. Thus, in this study, we focused on ‘abusive supervision’(Tepper, 2000) as the dark side of leadership and explored the personal and environmental antecedents of abusive supervision. Abusive supervision is defined as employees’perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact(Tepper, 2000). We identified supervisors’ work overload and Type A personality as environmental and personal antecedents of abusive supervision, respectively. Work overload pertains to having many responsibilities and job demands in limited time. Type A personality is a personality trait that is highly sensitive to time pressure and achievement. Prior research on the antecedents of abusive supervision has examined environmental and personal factors separately. Complementing this line of research, we examined moderation and moderated-mediation effects of Type A personality by drawing on conservation of resources theory, frustration-aggression model, affective events theory, and ego depletion theory. More specifically, we proposed the mediating effect of supervisors’burnout on the relationship between work overload and abusive supervision and the interaction effect of supervisors’Type A personality on this relationship.In order to test our hypotheses, we used survey-based data gathered from 390 supervisor-subordinate dyads in 86 South Korean companies. To alleviate potential common method variance, we asked supervisors to report on the levels of work overload, Type A personality, and burnout. On the other hand, subordinates assessed their supervisor’s abusive supervision level. We controlled for gender, age, supervisor-subordinate dyadic tenure, and leader-member exchange in all subsequent data analyses. We used SPSS 22.0 and AMOS 18 programs as analytic tools. The results of hierarchical regression analyses indicated that supervisors’ work overload was positively related to their burnout. This relationship was more pronounced when supervisors’ Type A personality was high than when it was low. Supervisors’ burnout was positively associated with their abusive supervision. The bootstrapping analysis showed that supervisors’ work overload exerted a significant indirect effect on their abusive supervision through burnout. Furthermore, we found a significant moderatedmediation effect, such that the indirect effect of supervisors’ work overload on abusive supervision through burnout was stronger for supervisors with high Type A personality than for those with low Type A personality. These findings contribute to the abusive supervision literature by attending to the roles of Type A personality and work overload in abusive supervision. Furthermore, the present findings offer practical implications to reduce abusive supervision in organizations.

상사의 도덕적 정체성, 고용불안 지각, 비인격적 감독과 조직구성원들의 반생산적과업활동과의 관계

조윤형 한국기업경영학회 2022 기업경영연구 Vol.29 No.5

Leadership literature suggest that some supervisors perform behaviors that can be characterized as tyrannical, bullying, undermining or abusive. The topic of abusive supervision has generated substantial research over the past two decades. Abusive supervision defined abusive supervision as subordinates’ perceptions that extent to which supervisors are engaged in the sustained display of hostile verbal, nonverbal behaviors, excluding physical contact(Tepper, 2000). The purpose of this research was to investigate antecedents and consequence of abusive supervision. More detailed, I set the supervisor’s moral identity and perceived job insecurity are determinants of supervisors’ abusive supervision. and employees’ counterproductive work behavior is consequence of abusive supervision. employees’ counterproductive work behavior divided into interpersonal and organizational. After literature review, set the direct and mediate effect hypothesis. To test hypothesis, I distribute questionnaires to bankers. To avoid common method bias, suervisor are responded moral identity and perceived job insecurity and employee are responded supervisors’ abusive supervision and couterproductive work behavior. Total 276 questionnaires are used for final analysis. The results are as follows. First, supervisor’s moral identity have negative related supervisors’ abusive supervision. Second, supervisor’ perceived job insecurity have positive related supervisors’ abusive supervision. Third, supervisors’ abusive supervision have positive related employees’ counterproductive work behavior: organizational, however have no related employees’ counterproductive work behavior: interpersonal. Fourth, supervisors’ abusive supervision mediate between supervisor’s moral identity, supervisor’ perceived job insecurity and employees’ counterproductive work behavior: organizational. Based on the results, this study show that moral indetity and perceived job insecurity are antecedents of abusive supervision that supervisor are establish the moral identity and reduce counterproductive work behavior of interpersonal when they do not feel employment are stable. Also CEO are focus on the decreasing the superviors’ abusive supervision. 본 연구는 상사의 비인격적 감독의 선행변수와 결과변수를 살펴보려는 목적에서 수행되었다. 선행변수는 상사의 도덕적 정체성과 상사의 고용불안 지각을 설정하였으며, 결과변수는 조직구성원들의 반생산적과업활동으로 설정하였다. 또한 상사의 비인격적 감독의 매개역할도 살펴보았다. 반생산적과업활동은 대인관계와 조직으로 구분하였다. 문헌검토를 통해 연구가설을 설정하였으며 설문을 통해 검증하였다. 동일방법편의 해결을 위해응답원을 상사와 팀원/부서원으로 나누었다. 상사는 자신의 도덕적 정체성과 고용불안에 응답하였으며, 팀원/부서원들은 상사의 비인격적 감독과 반생산적과업활동에 응답하였다. 연구자가 설문의 일치를 확인하였다. 은행원을 대상으로 최종 276부의 설문을 활용하여 분석한 결과를 요약해 보면 첫째, 상사의 비인격적 감독에 대하여 상사의 도덕적 정체성은 부(-)의 영향력, 상사의 고용불안 지각은 정(+)의 영향력을 보이고 있었다. 둘째, 상사의 비인격적 감독은 반생산적과업활동 : 조직에 정(+)의 영향력이 나타났다. 셋째, 반생산적과업활동 : 조직에대하여 상사의 도덕적 정체성은 부(-)의 영향력, 상사의 고용불안 지각은 정(+)의 영향력을 보이고 있었다. 그러나 반생산적과업활동 : 대인관계에는 유의미한 영향력이 나타나지 않았다. 상사의 도덕적 정체성, 상사의 고용불안 지각과 반생산적과업활동 : 조직과의 관계에서 상사의 비인격적 감독의 매개효과가 나타나고 있었다. 본 연구결과를 통해 비인격적 감독은 조직구성원들의 조직을 대상으로 한 반생산적과업활동을 높인다는 점에서 비인격적 감독을 줄이려고 노력해야 한다는 것을 알 수 있었다. 또한 상사들은 자신의 도덕적 정체성을 정립해야하고 고용불안을 느끼지 않아야만 비인격적 감독을 줄일 수 있다는 것도 알 수 있었다.

상사의 비인격적인 행동이 조직몰입에 미치는 영향

전태홍(Tae Hong Jun),정원호(Won ho Jeung) 한국인적자원관리학회 2015 인적자원관리연구 Vol.22 No.4

조직 구성원은 자신이 수행하는 직무에서 가치를 찾고 자신이 속한 조직에 애착을 가지고자 한다. 조직구성원의 조직몰입에 영향을 미치는 많은 요인이 존재하지만, 상사와의 원만한 관계 유지는 그 중에서도 특히 중요한 요인이라고 할 수 있다. 그런데 현실에서는 많은 조직 구성원들이 자신이 속한 조직에 대한 애착을 갖지 못하고 있는데 이러한 현상이 발생하게 된 가장 큰 요인 중 하나가 상사의 부정적인 리더십 행동에 기인한다고 주장되고 있다. 그럼에도 불구하고, 그 간의 리더십 연구들은 리더의 긍정적인 리더십 행동에 집중되어 왔다. 이러한 맥락에서 본 연구는 상사의 부정적 리더십 행동 중 최근 가장 주목받고 있는 상사의 비인격적인 행동이 구성원들의 정서적 몰입에 미치는 영향을 분석하고, 이러한 관계의 메커니즘을 규명하는 것을 주목적으로 하고 있다. 이를 위해서 본 논문에서는 상사의 비인격적인 행동과 구성원의 정서적 몰입 간의 관계에서 구성원들의 심리적 임파워먼트와 조직동일시의 매개효과를 검증하였다. 해군 장병들을 대상으로 설문조사를 통해 수집한 자료를 바탕으로 분석을 실시한 결과, 상사의 비인격적인 행동은 구성원의 정서적 몰입에 부정적인 영향을 미치는 것으로 확인되었다. 또한, 상사의 비인격적인 행동이 구성원의 심리적 임파워먼트와 조직동일시에 부정적인 영향을 미치고, 심리적 임파워먼트와 조직동일시가 상사의 비인격적 행동과 정서적 몰입 간의 관계를 매개함을 확인하였다. 본 연구는 상사의 비인격적인 행동이 구성원의 정서적 몰입에 부정적인 영향을 미치는 것을 검증한 선행연구들의 결과를 재확인하였다는 점에서 상사의 비인격적 행동의 영향에 대한 외적 타당성을 강화할 뿐만 아니라, 보다 중요하게는 상사의 비인격적 행동이 구성원의 태도에 미치는 영향의 메커니즘을 규명하였다는 점에서 이론적인 시사점을 가진다. 이와 더불어 조직의 관리자들에게 상사의 비인격적인 행동이 구성원에 미치는 부정적인 영향을 실증적으로 분석함으로써 조직 차원에서 관리자의 비인격적 행동을 올바르게 관리하는 것이 얼마나 중요한지를 제시하였다는 점에서 실무적인 시사점을 제공한다. While positive behaviors of leadership have received a great deal of attention from leadership scholars, there have been discussions with regards to the detrimental effects of hostile and negative behaviors of leadership over last decade. One of the famous approaches of negative leader behaviors is abusive supervision. Abusive supervision defined as subordinates’ perception of supervisors’ sustained hostile verbal, non-verbal behavior, exception of physical contact. Previous studies in abusive supervision have found that abusive supervision has negative effects on attitudes and behaviors of organizational members. While studies on abusive supervision have grown rapidly there have still been unbalance studies on positive leadership and negative leadership behaviors. In addition, the extant studies have not given much attention on the influential processes of abusive supervision on organizational members’ attitudes and behaviors. This study aims at expanding previous studies by exploring the effects of abusive supervision on subordinates’ affective commitment. More importantly, it examines the influential mechanism of the effects of abusive supervision on affective commitment by introducing potential mediating processes in the relationships between abusive supervision and affective commitment. In order to accomplish this purposes, we examined the mediating effects of psychological empowerment and organizational identification on the relationship between abusive supervision and affective commitment. The results of this study indicate that abusive supervision is negatively related to affective organizational commitment. It also found that the effects of abusive supervision on affective commitment are mediated by both psychological empowerment and organizational identification. This study contributes to the extant literature of abusive supervision by examining the mechanism of its influential processes. The practical implication were discussed.

상사의 비인격적인 행동이 조직몰입에 미치는 영향 - 심리적 임파워먼트와 조직동일시의 매개효과 -

전태홍,정원호 한국인적자원관리학회 2015 인적자원관리연구 Vol.22 No.4

조직 구성원은 자신이 수행하는 직무에서 가치를 찾고 자신이 속한 조직에 애착을 가지고자 한다. 조직 구성원의 조직몰입에 영향을 미치는 많은 요인이 존재하지만, 상사와의 원만한 관계 유지는 그 중에서도 특히 중요한 요인이라고 할 수 있다. 그런데 현실에서는 많은 조직 구성원들이 자신이 속한 조직에 대한 애착을 갖지 못하고 있는데 이러한 현상이 발생하게 된 가장 큰 요인 중 하나가 상사의 부정적인 리더십 행동에 기인한다고 주장되고 있다. 그럼에도 불구하고, 그 간의 리더십 연구들은 리더의 긍정적인 리더십 행동에 집중되어 왔다. 이러한 맥락에서 본 연구는 상사의 부정적 리더십 행동 중 최근 가장 주목받고 있는 상사의 비인격적인 행동이 구성원들의 정서적 몰입에 미치는 영향을 분석하고, 이러한 관계의 메커 니즘을 규명하는 것을 주목적으로 하고 있다. 이를 위해서 본 논문에서는 상사의 비인격적인 행동과 구성 원의 정서적 몰입 간의 관계에서 구성원들의 심리적 임파워먼트와 조직동일시의 매개효과를 검증하였다. 해군 장병들을 대상으로 설문조사를 통해 수집한 자료를 바탕으로 분석을 실시한 결과, 상사의 비인격적 인 행동은 구성원의 정서적 몰입에 부정적인 영향을 미치는 것으로 확인되었다. 또한, 상사의 비인격적인 행동이 구성원의 심리적 임파워먼트와 조직동일시에 부정적인 영향을 미치고, 심리적 임파워먼트와 조직 동일시가 상사의 비인격적 행동과 정서적 몰입 간의 관계를 매개함을 확인하였다. 본 연구는 상사의 비인 격적인 행동이 구성원의 정서적 몰입에 부정적인 영향을 미치는 것을 검증한 선행연구들의 결과를 재확 인하였다는 점에서 상사의 비인격적 행동의 영향에 대한 외적 타당성을 강화할 뿐만 아니라, 보다 중요하 게는 상사의 비인격적 행동이 구성원의 태도에 미치는 영향의 메커니즘을 규명하였다는 점에서 이론적인 시사점을 가진다. 이와 더불어 조직의 관리자들에게 상사의 비인격적인 행동이 구성원에 미치는 부정적 인 영향을 실증적으로 분석함으로써 조직 차원에서 관리자의 비인격적 행동을 올바르게 관리하는 것이 얼마나 중요한지를 제시하였다는 점에서 실무적인 시사점을 제공한다. While positive behaviors of leadership have received a great deal of attention from leadership scholars, there have been discussions with regards to the detrimental effects of hostile and negative behaviors of leadership over last decade. One of the famous approaches of negative leader behaviors is abusive supervision. Abusive supervision defined as subordinates’ perception of supervisors’ sustained hostile verbal, non-verbal behavior, exception of physical contact. Previous studies in abusive supervision have found that abusive supervision has negative effects on attitudes and behaviors of organizational members. While studies on abusive supervision have grown rapidly there have still been unbalance studies on positive leadership and negative leadership behaviors. In addition, the extant studies have not given much attention on the influential processes of abusive supervision on organizational members’ attitudes and behaviors. This study aims at expanding previous studies by exploring the effects of abusive supervision on subordinates’ affective commitment. More importantly, it examines the influential mechanism of the effects of abusive supervision on affective commitment by introducing potential mediating processes in the relationships between abusive supervision and affective commitment. In order to accomplish this purposes, we examined the mediating effects of psychological empowerment and organizational identification on the relationship between abusive supervision and affective commitment. The results of this study indicate that abusive supervision is negatively related to affective organizational commitment. It also found that the effects of abusive supervision on affective commitment are mediated by both psychological empowerment and organizational identification. This study contributes to the extant literature of abusive supervision by examining the mechanism of its influential processes. The practical implication were discussed.