군 조직 내에서 포용적 리더십이 조직시민행동과 발언행동에 미치는 영향 : 심리적 안전감 및 심리적 임파워먼트의 매개효과를 중심으로 = The Effects of Inclusive Leadership on Organizational Citizenship Behavior and Voice Behavior in the Military: Mediating Effects of Psychological Safety and Psychological Empowerment

다국어 초록 (Multilingual Abstract)

Currently, the military performs missions in an unstable, uncertain, complex and ambiguous operation environment, and the future operation environment will further increase the complexity of operation management with the introduction of artificial intelligence or autonomous unmanned systems. Since most valuable behaviors in such operational environments are discretionary, organizational citizenship behavior is important in a military organizational context, and subordinates’ voice behavior would be helpful in solving problems in complex and ambiguous operational environments. Also, inclusive leadership is being emphasized as the most appropriate leadership behavior for general social organizations as well as military organizations to respond to challenging and complex environments in modern times. Therefore, this study empirically verifies the inclusive leadership process model based on the optimal distinctiveness theory and inclusion framework in the military organizational context, and then researches how the inclusive leadership affects subordinates' organizational citizenship behavior and voice behavior.
The analysis for this study conducted on an individual level, and the target subjects are officers belonging to military organizations. In order to construct an inclusive leadership process model, psychological safety and psychological empowerment that can be perceived when subordinates' needs for belonging and uniqueness are met, were selected as mediating variables. The first research purpose of this study is to contribute to the expansion of inclusive leadership theory by confirming the effect of immediate superiors' inclusive leadership that can induce desirable behaviors of subordinates in a military organizational context. Second, by empirically verifying the inclusive leadership process model, it provides a deeper understanding of how inclusive leadership exerts different effects. Third, by exploring organizational citizenship behavior and voice behavior that have not been sufficiently studied in the military organizational context, the study contributes to the expansion of relevant literature and to the practical military organization management.
The survey participants were officers serving in the Republic of Korea Army, and a total of 485 survey responses from 12 military units were used in the analysis. In this study, hypotheses were established through review of previous studies, and the results of hypothesis verification and additional analyses based on structural equation model analysis are as follows. First, inclusive leadership has a positive influence on subordinates' psychological safety and psychological empowerment. Second, the subordinates' perceived psychological safety has a positive influence on organizational citizenship behavior and supportive voice behavior, and exerts a negative effect on defensive voice and destructive voice behavior. Third, the subordinates' perceived psychological empowerment has a positive influence on organizational citizenship behavior and constructive voice behavior, and exerts a negative effect on supportive voice behavior. Fourth, psychological safety and psychological empowerment positively mediate the relationship between inclusive leadership and organizational citizenship behavior. Fifth, psychological safety mediates the positive relationship between inclusive leadership and supportive voice behavior, while mediating the negative relationship between inclusive leadership and defensive or destructive voice behavior. In addition, psychological empowerment positively mediates relationship between inclusive leadership and constructive voice behavior, while mediating the negative relationship between inclusive leadership and supportive voice behavior. Sixth, the non-linear effect of inclusive leadership on organizational citizenship behavior and voice behavior was identified. The study found a U-shaped relationship between inclusive leadership and two types of organizational citizenship behavior(OCB-I and OCB-O)and constructive voice behavior. On the other hand, there was a reverse U-shaped relationship between inclusive leadership and defensive and destructive voice behavior. Seventh, it was identified that when one of psychological safety and psychological empowerment is high and the other is low, it has a different effect on subordinates' organizational citizenship behavior and voice behavior. The main differences are that subordinates with low psychological safety and high psychological empowerment tend to participate more in organizational citizenship behavior and defensive voice behavior, but less in supportive voice behavior, than subordinates with high psychological safety and high psychological empowerment.
This study contributes to the expansion of the inclusive leadership theory by empirically verifying the inclusive leadership process model based on optimal distinctiveness theory in a military organizational context, which has not been extensively studied. It also helps to understand the various types of voice behavior relatively in the lack of research. In addition, we propose that the leadership diagnostic program and coaching model currently being implemented in the ROK Army should incorporate evaluations of leadership behaviors that can enhance commanders’ inclusiveness, as well as subordinates’ psychological safety and psychological empowerment. More theoretical and practical implications, limitations of the study, and future research directions are presented in the main text in detail.

국문 초록 (Abstract)

현대의 군은 불안정하고 불확실하며 복잡하고 모호한 작전 환경에서 임무를 수행하고 있으며, 미래의 작전 환경은 인공 지능이나 자율 무인 시스템의 도입으로 작전 관리의 복잡성을 더 증가시킬 것이다. 이러한 작전 환경에서 가치 있는 행동은 대부분 재량적이므로 군 조직 맥락에서 조직시민행동은 중요하며, 부하의 발언행동은 복잡하고 모호한 작전 환경에서 문제 해결에 큰 도움이 될 것이다. 또한, 포용적 리더십은 현대에서 군 조직뿐만 아니라 일반 사회 조직이 도전적이고 복잡한 환경에 대응하는 데 있어 가장 적합한 리더십 행동으로 강조되고 있다. 따라서, 본 연구는 군 조직 맥락에서 최적 구별성 이론과 포용 프레임워크를 기반으로 한 포용적 리더십 프로세스 모델을 경험적으로 검증함으로써, 포용적 리더십이 조직시민행동 및 발언행동에 어떻게 영향을 미치는지를 탐구한다.
이와 같은 연구 진행을 위한 분석은 개인 수준이며, 대상은 군 조직에 소속된 간부이다. 포용적 리더십 프로세스 모델을 구성하기 위해 부하의 소속감 욕구와 고유성 욕구가 충족되었을 때 지각할 수 있는 심리적 안전감 및 심리적 임파워먼트를 매개변수로 선정하였다. 연구목적은 다음과 같다. 첫째, 군 조직 맥락에서 부하의 바람직한 행동을 유도할 수 있는 직속 상관의 포용적 리더십의 효과를 확인함으로써, 포용적 리더십 이론의 확장에 기여한다. 둘째, 포용적 리더십 프로세스 모델을 경험적으로 검증함으로써, 포용적 리더십이 어떻게 서로 다른 영향을 미치는지에 대한 좀 더 깊은 이해를 제공한다. 셋째, 군 조직 맥락에서 충분히 연구되지 못한 조직시민행동 및 발언행동을 탐색함으로써, 관련 문헌의 확장과 군 조직 관리 실무에 기여한다.
설문조사 대상은 대한민국 국군에 근무하는 간부로 하며, 총 12개 부대에서 최종 485부의 설문지를 분석에 사용하였다. 본 연구는 선행연구 검토를 통해 가설을 설정하였으며, 구조방정식 모델 분석 결과를 바탕으로 한 가설검증 및 추가분석 결과는 다음과 같다. 첫째, 포용적 리더십은 심리적 안전감 및 심리적 임파워먼트에 긍정적인 영향을 미친다. 둘째, 부하가 지각하는 심리적 안전감은 조직시민행동, 지지적 발언행동에 긍정적인 영향을 미치고, 방어적 발언 및 파괴적 발언행동에 부정적인 영향을 미친다. 셋째, 부하가 지각하는 심리적 임파워먼트는 조직시민행동, 건설적 발언행동에 긍정적인 영향을 미치고, 지지적 발언행동에 부정적인 영향을 미친다. 넷째, 심리적 안전감 및 심리적 임파워먼트는 포용적 리더십과 조직시민행동 간의 관계를 긍정적으로 매개한다. 다섯째, 심리적 안전감은 포용적 리더십과 지지적 발언행동 간의 관계를 긍정적으로 매개하는 반면, 포용적 리더십과 방어적 발언 및 파괴적 발언행동 간의 관계를 부정적으로 매개한다. 또한, 심리적 임파워먼트는 포용적 리더십과 건설적 발언행동 간의 관계를 긍정적으로 매개하는 반면, 포용적 리더십과 지지적 발언행동 간의 관계를 부정적으로 매개한다. 여섯째, 조직시민행동 및 발언행동에 대한 포용적 리더십의 비선형 효과를 확인하였다. 포용적 리더십과 두 가지 유형의 조직시민행동(OCB-I 및 OCB-O) 및 건설적 발언행동 간에 U자형 효과가 있는 반면, 포용적 리더십과 방어적 발언 및 파괴적 발언행동 간에는 역U자형 효과가 있음을 확인하였다. 일곱째, 심리적 안전감 및 심리적 임파워먼트 중에서 하나가 높고 나머지 하나가 낮을 때, 구성원의 조직시민행동과 발언행동에 서로 다른 영향을 미친다는 것을 확인하였다. 주요 차이점으로, 심리적 안전감이 낮고 심리적 임파워먼트가 높은 경우는 심리적 안전감이 높고 심리적 임파워먼트가 높은 경우보다 조직시민행동 및 방어적 발언행동에 더 참여하는 반면, 지지적 발언행동에는 덜 참여하는 경향이 있음을 확인하였다.
본 연구는 군 조직 맥락에서는 처음으로 최적 구별성 이론을 바탕으로 한 포용적 리더십 프로세스 모델을 경험적으로 검증하여 포용적 리더십 이론의 확장에 기여하고, 상대적으로 연구가 부족한 다양한 발언 유형을 이해하는 데 도움을 준다. 또한, 현재 육군에서 시행하고 있는 리더십 정기 진단 프로그램과 리더십코칭 모델에 지휘관의 포용성과 부하의 심리적 안전감 및 심리적 임파워먼트를 향상시킬 수 있는 리더 행동에 대한 평가를 반영할 것을 제안한다. 좀 더 자세한 이론적 시사점 및 실무적 시사점, 연구의 한계 및 향후 연구 방향은 본문에 제시하였다.

목차 (Table of Contents)

• 제 1 장 서 론 1
• 1.1 연구배경 및 목적 1
• 1.1.1 연구배경 1
• 1.1.2 연구목적 4
• 1.1.3 군 조직 맥락에서 연구 필요성 6
• 1.2 연구방법 및 구성 8
• 제 2 장 이론적 배경 10
• 2.1 포용적 리더십 10
• 2.1.1 최적 구별성 이론 11
• 2.1.2 포용의 개념 13
• 2.1.3 포용적 리더십의 개념 16
• 2.1.4 포용적 리더십과 다른 관계적 리더십의 비교 21
• 2.1.5 포용적 리더십의 결과 25
• 2.1.6 군 조직에서 포용적 리더십의 중요성 29
• 2.2 심리적 안전감 31
• 2.2.1 심리적 안전감의 개념 및 특징 31
• 2.2.2 심리적 안전감과 유사한 개념 32
• 2.2.3 심리적 안전감의 역할 34
• 2.2.4 심리적 안전감의 선행요인 35
• 2.2.5 심리적 안전감의 결과 36
• 2.2.6 군 조직에서 심리적 안전감의 중요성 37
• 2.3 심리적 임파워먼트 38
• 2.3.1 임파워먼트의 개념 38
• 2.3.2 심리적 임파워먼트의 개념 40
• 2.3.3 심리적 임파워먼트의 구성요소 41
• 2.3.3 심리적 임파워먼트의 선행요인 및 결과 42
• 2.3.4 군 조직에서 심리적 임파워먼트의 중요성 43
• 2.4 조직시민행동 44
• 2.4.1 조직시민행동의 개념 45
• 2.4.2 조직시민행동의 구성요소 46
• 2.4.3 조직시민행동의 분류 48
• 2.4.4 조직시민행동의 선행요인 및 결과 49
• 2.4.5 조직시민행동의 부정적 측면 51
• 2.4.6 군 조직에서 조직시민행동의 중요성 51
• 2.5 발언행동 52
• 2.5.1 발언행동의 개념 및 속성 53
• 2.5.2 발언행동 개념의 발전 54
• 2.5.3 발언행동의 유형 56
• 2.5.4 조직시민행동과의 차이점 60
• 2.5.5 발언행동의 선행요인 및 결과 60
• 2.5.6 군 조직에서 발언행동의 중요성 62
• 2.6 변수 간의 관계 64
• 2.6.1 포용적 리더십과 심리적 안전감 64
• 2.6.2 포용적 리더십과 심리적 임파워먼트 66
• 2.6.3 심리적 안전감과 조직시민행동 68
• 2.6.4 심리적 안전감과 발언행동 70
• 2.6.5 심리적 임파워먼트와 조직시민행동 73
• 2.6.6 심리적 임파워먼트와 발언행동 76
• 2.6.7 심리적 안전감의 매개효과 79
• 2.6.8 심리적 임파워먼트의 매개효과 85
• 제 3 장 연구모형과 연구방법 89
• 3.1 연구모형 89
• 3.2 연구가설 89
• 3.3 연구방법 89
• 3.3.1 표본수집 89
• 3.3.2 변수의 조작적 정의 및 측정 도구 91
• 3.3.3 설문지 구성 95
• 제 4 장 실증분석 97
• 4.1 기초통계분석 97
• 4.2 타당성, 신뢰도, 상관관계 분석 98
• 4.2.1 타당성 분석 98
• 4.2.2 신뢰도 분석 101
• 4.2.3 상관관계 분석 102
• 4.3 가설검증 104
• 4.3.1 변수 간의 관계 105
• 4.3.2 심리적 안전감 및 심리적 임파워먼트의 매개효과 106
• 4.3.3 가설검증 결과 요약 107
• 4.4 추가분석 109
• 4.4.1 포용적 리더십의 비선형 효과 109
• 4.4.2 심리적 안전감 및 심리적 임파워먼트의 불균형 효과 120
• 제 5 장 결 론 126
• 5.1 연구결과 126
• 5.2 연구 시사점 132
• 5.2.1 이론적 시사점 132
• 5.2.2 실무적 시사점 135
• 5.3 연구의 한계 및 향후 연구 140
• 5.3.1 연구의 한계 140
• 5.3.2 향후 연구 방향 141
• 참고문헌 147
• 부록 240

참고문헌 (Reference)

1. A critical assessment of charismatic-transformational leadership research: Back to the drawing board? Defining respectful leadership: What it is, how it can be measured, and another glimpse at what it is related to. Journal of Business Ethics, 91(3), 343-358., Eckloff, T., Sitkin, S. B., van Quaquebeke, N., Van Knippenberg, D., 7(1), 1-60., , 2013

2. Range of employee voice, Gorden, W. I, 1(4), 283-299, , 1988

3. Organizational demography, Pfeffer, J, 5, 299-357, , 1983

4. 사회과학 조사방법, 이훈영, 서울: 청람, , 2018

5. Employee voice and silence, Morrison, E. W., 1, 173-197, , 2014

6. Making sense of self-esteem, Leary, M. R., 8(1), 32-35, , 1999

7. Holding environments at work, Kahn, W. A, 37(3), 260-279, , 2001

8. 논문통계의 이해와 적용, 송지준, 서울: 21세기사, , 2019

9. The dark side of servant-leadership, Camm, T. W., 13(1), 107-132, , 2019

10. Trust and managerial problem solving, Zand, D. E., 17(2), 229-239, , 1972

11. Navigating the journey to empowerment, Randolph, W. A, 23(4), 19-32, , 1995

12. The essence of military group cohesion, Siebold, G. L., 33(2), 286-295, , 2007

13. Human agency in social cognitive theory, Bandura , A, 44(9), 1175-1184, , 1989

14. The psychology of tokenism: An analysis, Laws, J. L., 1, 51-67, , 1975

15. Citizenship Behavior and Social exchange, Konovsky , M. A. , & Pugh , S. D., 37(3), 656-669, , 1994

16. Empowerment: The emperor’s new clothes, Argyris, C., 76, 98-106, , 1998

17. Predicting voice behavior in work groups, Van Dyne, L., LePine, J. A., 83(6), 853-868, , 1998

18. Psychological climate and work attitudes, O'Neill, B. S., Arendt, L. A., 14(4), 353-370, , 2008

19. Employee empowerment in the Greek context, Dimitriades, Z. S., 26(1), 80-92, , 2005

20. Motivational processes affecting learning, Dweck, C. S., 41(10), 1040-1048, , 1986

21. An evidence-based model of work engagement, Bakker , A . B, 20(4), 265-269, , 2011

22. Climate strength: How leaders form consensus, Luria, G., 19(1), 42-53, , 2008

23. An essay on organizational citizenship behavior, Graham, J. W., 4(4), 249-270, , 1991

24. Social capital and the creation of human capital, Coleman, J. S., 94, S95-S120, , 1988

25. Social cognitive theory : An agentic perspective, Bandura , A, 52, 1-26, , 2001

26. Leadership process models: A review and synthesis, Dietz, J., Antonakis, J., Fischer, T., 43(6), 1726-1753, , 2017

27. Participative management is an ethical imperative, Sashkin, M., 12(4), 5-22, , 1984

28. 국방환경의 변화와 여군의 역할 확대, 김경순, 민족 연구, 45(1), 113-137, , 2011

29. Toward a feminist understanding of women and power, Yoder, J. D., Kahn, A. S., 16(4), 381-388, , 1992

30. 다문화 군대 대비 국방정책 발전 방안, 차용환, 한국군사학논집, 77(1), 28-56, , 2021

31. Antecedents and consequences of employee engagement, Saks , A. M., 21(7), 600-619, , 2006

32. Inclusive leadership and social justice for schools, Ryan, J, 5(1), 3-17, , 2006

33. The value of voice in participative decision making, Hall, T. W., Price, K. H., Hunton, J. E., 83(5), 788-797, , 1998

34. Diversity, inclusive leadership, and health outcomes, Bradley, E. H., 9(7), 266-268, , 2020

35. A Model of Creativity and Innovation in Organizations, Amabile , T. M., 10(1), 123-167, , 1988

36. Making things happen: A model of proactive motivation, Strauss, K., Bindl, U. K., Parker, S. K., 36(4), 827-856, , 2010

37. A definition and illustration of democratic leadership, Gastil, J, 47(8), 953-975, , 1994

38. Small unit cohesion: The case of fighter squadron 3-V1, Boer, P. C., 28(1), 33-54, , 2001

39. Need for uniqueness, need for cognition, and creativity, Dollinger, S. J, 37(2), 99-116, , 2003

40. Partial inclusion and biculturalism of African Americans, Dawson, G., 25(6), 433-449, , 2006

41. Psychological safety and learning behavior in work teams, Edmondson, A. C., 44(2), 350-383, , 1999

42. Team effectiveness in academic primary health care teams, Lemieux, M., Delva, D., Jamieson, M., 22(6), 598-611, , 2008

43. The military in the political development of new nations, Janowitz, M., 20(8), 6-10, , 1964

44. Leadership style and team processes in self-managed teams, Solansky, S. T., 14(4), 332-341, , 2008

45. Managing biculturalism at the workplace: A group approach, Van den Bergh, N., 13(4), 71-84, , 1990

46. The charismatic relationship: A dramaturgical perspective, Avolio, B. J., Gardner, W. L., 23(1), 32-58, , 1998

47. 조직시민행동의 하위차원별 수행동기 비교, 김경석, 이제영, 한국 콘텐츠학회논문지, 13(11), 699-713, , 2013

48. Does inclusive leadership incite innovative work behavior?, Mansoor, A., Wu, Y., Farrukh, M., Wahab, S. A., 40(1), 93-102, , 2021

49. Adverse health effects of high-effort/low-reward conditions, Siegrist, J, 1(1), 27-41, , 1996

50. Employee Empowerment: An Integrative Psychological Approach, Menon, S. T., 50(1), 153-180, , 2001

51. Differential contributions of majority and minority influence, Nemeth, C. J, 93(1), 23-32, , 1986

52. How does perceived formality shape unheard challenging voices?, Brooks, S., 29(5), 995-1014, , 2018

53. Voice behavior and creative performance moderated by stressors, Gu, J, Wu, J., Song, J., 32(2), 177-192, , 2017

54. The benefits of climate for inclusion for gender-diverse groups, Nishii, L. H., 56(6), 1754-1774, , 2013

55. Online information sharing about risks: The case of organic food, Kuttschreuter, M., Hilverda, F., 38(9), 1904-1920, , 2018

56. Organizational inclusion and leadership in times of global crisis, Bhattacharya, S., Kuknor, S., 15(1), 93-112, , 2021

57. The importance of being we: Human nature and intergroup relations, Brewer, M. B, 62(8), 726-738, , 2007

58. The social self: On being the same and different at the same time, Brewer, M. B, 17(5), 475-482, , 1991

59. 군 리더십코칭 대화모델의 개발을 위한 기초연구, 이호진, 이용웅, 아시아상담코칭연구, 4(2), 27-38, , 2022

60. Place, social exchange and health: Proposed sociological framework, Siegrist, J, 51(9), 1283-1293, , 2000

61. Resistance to change: Developing an individual differences measure, Oreg, S., 88(4), 680-693, , 2003

62. Conservation of resources : A new attempt at conceptualizing stress, Hobfoll , S. E., 44(3), 513-524, , 1989

63. Development of a tree-factor psychological sense of community scale, Jason, L. A., Stevens, E., Ram, D., 43(8), 973-985, , 2015

64. Organizational citizenship behavior : It 's construct clean-up time, Organ , D. W., 10(2), 85-97, , 1997

65. Promoting employees’ learning from errors by inclusive leadership, Wang, D., Li, X., Ye, Q., 13(1), 125-142, , 2018

66. Social exchange theory: A critical review with theoretical remedies, Cropanzano, R., Daniels, S. R., Hall, A. V., Anthony, E. L., 11(1), 479-516, , 2017

67. The antecedents and outcomes of workplace ostracism: A metaanalysis, Cogswell, J. E., Howard, M. C., Smith, M. B, 105(6), 577-596, , 2020

68. 다문화 군인에 대한 장교들의 인식과 군 정책 방향, 이윤수, 국방 정책연구, 34(2), 47-71, , 2018

69. Disentangling the meanings of diversity and inclusion in organizations, Roberson, Q. M., 31(2), 212-236, , 2006

70. Helping or hurting? Understanding women’s perceptions of male allies, King, E. B., Cheng, S. K., Ng, L. C., Traylor, A. M., 5(2), 44-54, , 2019

71. Employee voice behavior: Integration and directions for future research, Morrison, E. W., 5(1), 373-412, , 2011

72. Inclusive leadership In P. G. Northouse Leadership: Theory and practice, Roberson, Q.9th Ed, Chrobot-Mason, D., Ch. 12, pp. 322-351, , 2021

73. Subordinates’ competence: A potential trigger for workplace ostracism, Huang, S. K., Lee, I., Kuo, C. C., Quinton, S., Cheng, T. C., Chang, K., 32(8), 1801-1827, , 2019

74. The balance of give and take: Toward a social exchange model of burnout, Schaufeli, W. B, 19(1), 87-131, , 2006

75. 자살 기도 군인들의 임상 양상과 자대 복귀 후 적응도, 이승환, 정영조, 정신병리학, 10(2), 132-139, , 2001

76. Voice as a signal of human and social capital in team assembly decisions, Chamberlin, M., Nahrgang, J. D., Newton, D. W., Maupin, C. K., Carter, D. R., 48(8), 2255-2285, , 2022

77. Drivers of hotel employee’s voice behavior: A moderated mediation model, Lu, A. C. C., Lu, L., 85, 102340, 1-9, , 2020

78. Organizational citizenship: A review, proposed model, and research agenda, Schnake, M., 44(7), 753-759, , 1998

79. Psychological conditions of personal engagement and disengagement at work, Kahn , W. A, 33(4), 692-724, , 1990

80. Abusive leadership and helping behavior: Capability or mood, which matters?, Li, M., Xia, Y., Zhang, L., 38, 50-58, , 2019

81. Investigating the underlying structure of the ctizenship performance domain, Borman, W. C., Coleman, V. I., 10(1), 25-44, , 2000

82. Speaking up and moving up: How voice can enhance employees’ social status, Weiss, M., Morrison, E. W., 40(1), 5-19, , 2019

83. Exploring the dual-level effects of transformational leadership on followers, Wang, X. H. F., Howell, J. M., 95(6), 1134-1144, , 2010

84. Inclusive leadership: How leaders sustain or discourage work group inclusion, Chung, B. G., Shore, L. M., 47(4), 723-754, , 2022

85. Social science goes to war: The human terrain system in Iraq and Afghanistan, King, A, 92(6), 1525-1526, , 2016

86. The risks and rewards of speaking up: Managerial responses to employee voice, Burris, E. R., 55(4), 851-875, , 2012

87. Beyond Baron and Kenny : Statistical mediation analysis in the new millennium, Hayes , A. F., 76(4), 408-420, , 2009

88. Psychological empowerment and its relationship to trust in immediate managers, Ergeneli, A., Sağlam, G., Metin, S., 60(1), 41-49, , 2007

89. Enhancing leader inclusion while preventing social exclusion in the work group, Chung, B. G., Shore, L. M., 33(1), 100902, 1-16, , 2023

90. Examination of knowledge hiding with conflict, competition and personal values, Semerci, A. B, 30(1), 111-131, , 2019

91. Inclusive leadership and voice behavior: The role of psychological empowerment, Wang, D., Younas, A., Haque, A. U., Javed. B., 1-17, , 2022

92. Leadership for the 21st century: Empowerment, environment, and the golden rule, Reimer, D. J, 76(1), 5-9, , 1996

93. 초급간부 운영체제의 효율성 향상을 위한 중장기 정책방향, 임유신, 최병욱, 국방정책연구, 30(4), 7-27, , 2014

94. Increasing OCB: The influence of commitment, organizational support and justice, Perreira, T., Berta, W., 14(1/2), 12-21, , 2015

95. The interactive effects of belongingness and charisma on helping and compliance, Den Hartog, D. N., De Hoogh, A. H. B., Keegan, A. E., 92(4), 1131-1139, , 2007

96. What gets measured gets done: Achieving results through diversity and inclusion, Giovanni, M., 27(4), 21-27, , 2004

97. Empowerment: Fad or fab? A multilevel review of the past two decades of research, Mathieu, J. E., Gilson, L. L., Maynard, M. T., 38(4), 1231-1281, , 2012

98. From transactional to transformational leadership : Learning to share the vision, Bass , B. M., 18(3), 19-31, , 1990

99. Newcomers ' relationships : The role of social network ties during socialization, Morrison , E. W., 45(6), 1149-1160, , 2002

100. Participative management and job satisfaction: Lessons for management leadership, Kim, S., 62(2), 231-241, , 2002

101. The inclusion challenge with reduced-load professionals: The role of the manager, Lirio, P., Lee, M. D., Kossek, E. E., Haugen, L. K., Williams, M. L., 47(3), 443-461, , 2008

102. An empirical study of system improvement by frontline employees in hospital units, Tucker, A. L., 9(4), 492-505, , 2007

103. Measuring belongingness: The social connectedness and the social assurance scales, Lee, R. M., Robbins, S. B., 42(2), 232-241, , 1995

104. Openmindedness in diverse team performance: Investigating a three-way interaction, Giles, M., Mitchell, R., Parker, V., 23(17), 3652-3672, , 2012

105. Wearing the cloak: Antecedents and consequences of creating facades of conformity, Hewlin, P. F., 94(3), 727-741, , 2009

106. Organizational silence: A barrier to change and development in a pluralistic world, Milliken, F. J., Morrison, E. W., 25(4), 706-725, , 2000

107. The influence of gender on the performance of organizational citizenship behaviors, Kidder, D. L., 28(5), 629-648, , 2002

108. Extending the Theory of Planned Behavior: A Review and Avenues for Further Research, Conner, M., Armitage, C. J., 28(15), 1429-1464, , 1998

109. Inclusive and person-centered leadership: Creating a culture that involves everyone, Amin, M., Till, A., McKimm, J., 79(7), 402-407, , 2018

110. Is diversity management sufficient? Organizational inclusion to further performance, Sabharwal, M., 43(2), 197-217, , 2014

111. Some possible antecedents of military personnel organizational citizenship behavior, Gurbuz, S., 21(2), 200-215, , 2009

112. The psychological benefits of creating an affirming climate for workplace diversity, Aramovich, N. P., Chrobot-Mason, D., 38(6), 659-689, , 2013

113. Citizenship and regret: When employees wish they had (or hadn't) gone the extra mile, Bolino, M. C., Anderson, H,, 1, 1637-1640, , 2014

114. Helping to improve suggestion systems: Predictors of making suggestions in companies, Wijnen, C. J. D., Teng, E., Frese, M., 20(7), 1139-1155, , 1999

115. Helping and voice extra-role behaviors: Evidence of construct and predictive validity, Van Dyne, L., LePine, J. A., 41(1), 108-119, , 1998

116. Diversity management and OCB: The connection evidence from the Lebanese banking sector, Bizri, R., 37(3), 233-253, , 2018

117. International dimensions of diversity, inclusion, and commitment in work organizations, Findler, L., Wind, L., Mor Barak, M. E., 2(2), 72-91, , 2001

118. Psychological empowerment in the workplace : Dimensions , measurement , and validation, Spreitzer , G. M., 38(5), 1442-1465, , 1995

119. Psychological sense of community: Examining McMillan & Chavis’ and Peck’s concepts, Halamova, 43(2), 137-148, , 2001

120. Inclusive leadership and employees’ learning from errors: A moderated mediation model, Wang, D., Li, X., Ye, Q., 44(3), 462-481, , 2019

121. When is silence golden? A meta-analysis on antecedents and outcomes of employee silence, Meng, H., Hao, L., Zhu, H., Duan, J., Zhao, T., He, Y., 37(5), 1-25, , 2022

122. A model of relational leadership: The integration of trust and leader– member exchange, Tan, H. H., Schoorman, F. D., Brower, H. H., 11(2), 227-250, , 2000

123. Cognitive elements of empowerment : An interpretive model of intrinsic task motivation, Thomas , K. W. , & Velthouse , B . A ., 15(4), 666-681, , 1990

124. Minority dissent and team innovation: The importance of participation in decision-making, West, M., DeDreu, C., 86(6), 1191-1201, , 2001

125. Equal opportunity and affirmative action for South African women: A benefit or a barrier?, Mathur-Helm, B, 20(1), 56-71, , 2005

126. From interactional justice to citizenship behaviors: Role enlargement or role discretion?, Chiaburu, D. S., 20(2), 207-227, , 2007

127. Inclusive leadership and team innovation: The role of team voice and performance pressure, Guo, W., Wang, D., Ye, Q., 37(4), 468-480, , 2019

128. Relational leadership theory: Exploring the social processes of leadership and organizing, Uhl-Bien, M., 17(6), 654-676, , 2006

129. The effect of inclusive leadership on the work engagement: An empirical study from Turkey, Şen, C., Aslan, H., Mert, I. S., 8(11), 169-178, , 2021

130. The potential paradox of organizational citizenship behavior: Good citizens at what cost?, Bergeron, D. M., 32(4), 1078-1095, , 2007

131. You don’t actually want to get closer to the star: How LMX leads to workplace ostracism, Wang, Z., Li, G., 12(1), 1-13, , 2018

132. 군 조직 구성원의 조직침묵이 이직의도와 조직몰입에 미 치는 영향, 김도영, 국방정책연구, 31(4), 191-215, , 2015

133. 군 지휘관의 군 리더십코칭 경험에 관한 주관성 연구: Q방법론 적용, 정희정, 정용석, 한국군사학논총, 11(4), 105-123, , 2022

134. Developing inclusive education systems: The role of organisational cultures and leadership, Ainscow, M., Sandill, A., 14(4), 401-416, , 2010

135. Gender and helping behavior: a meta-analytic review of the social psychological literature, Crowley, M., Eagly, A. H., 100(3), 283-308, , 1986

136. Interpersonal facilitation and job dedication as separate facets of contextual performance, Motowidlo, S. J., Van Scotter, J. R., 81(5), 525-531, , 1996

137. Role of organizational learning, climate and justice on teachers’ extra-role performance, Danish, R. Q., Arshad, A., Munir, Y., Ishaq, M. I., 4(1), 9-14, , 2014

138. Social capital, psychological safety and learning behaviours from failure in organisations, Carmeli, A, 40(1), 30-44, , 2007

139. Sources of method bias in social science research and recommendations on how to control it, Podsakoff, N. P., Podsakoff, P. M., MacKenzie, S. B., 63(1), 539-569, , 2012

140. The need to belong: Desire for interpersonal attachments as a fundamental human motivation, Baumeister, R. F., Leary, M. R., 117(3), 497-529, , 1995

141. Who’s to blame? Dissimilarity as a cue in moral judgments of observed ostracism episodes, Rudert, S. C., Corrodi, V. C., Sutter, D., Greifeneder, R., 115(1), 31-53, , 2018

142. Structure and learning in self-managed teams: Why bureaucratic teams can be better learners, Bunderson, J. S., Boumgarden, P., 21(3), 609-624, , 2010

143. The public service ethos in the British civil service: An historical institutional analysis, Horton, S., 21(1), 32-48, , 2006

144. Too powerless to speak up: Effects of social rejection on sense of power and employee voice, Lee, S. S., Kim, T. H., Lee, S., Oh, J., 49(10), 655-667, , 2019

145. 국방에서의 젠더 이슈: 여성 징병제 논의의 구조와 전망. 국방연구원, 독고순, 연구보고서 인력 2021-4704, , 2021

146. Impact of inclusive leadership on innovative work behavior: The role of psychological safety, Naqvi, S. M. M. R., Javed, B., Khan, A. K., Tayyeb, H. H., Arjoon, S., 25(1), 117-136, , 2019

147. Perceived organizational support and organizational citizenship behavior: The case of Kuwait, Muhammad, A. H., 5(3), 59-72, , 2014

148. The paradox of postheroic leadership: An essay on gender, power, and transformational change, Fletcher, J. K., 15(5), 647-661, , 2004

149. The research of employee voice in chinese context: Construct, formation mechanism and effect, Duan, J. Y, 19(2), 185-192, , 2011

150. The role of autonomy support and autonomy orientation in the engagement of prosocial behavior, Gagné, M., 27(3), 199-223, , 2003

151. Leadership takes time: Some implications of (not) taking time seriously in leadership research, Shamir, B, 22(2), 307-315, , 2011

152. When do employees speak up for their customers? A model of voice in a customer service context, Lam, C. F.,, Mayer, D. M., 67(3), 637-666, , 2014

153. Abusive supervision and destructive voice: An ego depletion and LMX differentiation perspective, Huang, L., He, W., Mackey, J. D., 1, 10343, 1-6, , 2017

154. The role of subordinates’ trust in a social exchange driven psychological empowerment process, Markham, S., Chan, Y. H., Taylor, R. P., 20(4), 444-467, , 2008

155. Relationships between climate, process, and performance in continuous quality improvement groups, London, M., Wilkens, R., 69(3), 510-523, , 2006

156. The relation between trust in the supervisor and subordinate organizational citizenship behavior, Deluga, R. J, 7(1), 1-16, , 1995

157. Can idiosyncratic deals promote perceptions of competitive climate, felt ostracism, and turnover?, Ng, T. W. H., 99, 118-131, , 2017

158. Inclusive leadership and employees helping behaviors: Role of psychological safety and engagement, Usman, M., Qasim, S., Khan, K., Ghani, U., 13, 888094, 1-9, , 2022

159. Power reduces the press of the situation: implications for creativity, conformity, and dissonance, Gruenfeld, D. H., Magee, J. C., Liljenquist, K. A., Galinsky, A. D., Whitson, J. A., 95(6), 1450-1466, , 2008

160. 군 초급간부의 공감 지향적 행동, 임파워먼트 그 리고 직무만족과의 관계, 장수덕, 정교태, 한국조직학회보, 9(1), 111-142, , 2012

161. An exploratory study of employee silence: Issues that employees don’t communicate upward and why, Milliken, F. J. Morrison, E. W., Hewlin, P. F., 40(6), 1453-1476, , 2003

162. Culture's consequences: Comparing values, behaviors, institutions and organizations across nations, Hofstede, G., 2nd eds., , 2001

163. The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams, Kuipers, B., Groeneveld, S., Ashikali, T., 41(3), 497-519, , 2021

164. Why are you doing things for the environment? The motivation toward the environmental scale (MTES), Noels, K.,, Beaton, A. M., Pelletier, L. G., Tuson, K. M., Green-Demers, I.,, 28(5), 437-68, , 1998

165. Bridging the gap between educator and learner: The role of psychological safety in medical education, Kim, S., McClintock, A. H., Chung, E. K., 149(1), 1-10, , 2022

166. Does demographic dissimilarity matter for perceived inclusion? Evidence from public sector employees, Bae, K. B., Berman, E., Sabharwal, M., Smith, A. E., 37(1), 4-22, , 2017

167. Psychological safety and social support in groupware adoption: A multi-level assessment in education, Schepers, J., Wetzels, M., de Ruyter, K., de Jong, A., 51(2), 757-775, , 2008

168. Civilian management of the military: Elihu Root and the 1903 reorganization of the army general staff, White, R. D., 4(1), 43-59, , 1998

169. Cognition-based and affect-based trust as mediators of leader behavior influences on team performance, Lam, S. S. K., Schaubroeck, J., Peng, A. C. Y., 96(4), 863-871, , 2011

170. Do I hear the whistle? A first attempt to measure four forms of employee silence and their correlates, van Dick, R., Knoll, M., 113(2), 349-362, , 2013

171. Coping with powerlessness: The relationship of gender and job dependency to empowerment-strategy usage, Mainiero, L. A, 31(4), 633-653, , 1986

172. Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams, Edmondson, A. C., 40(6), 1419-1452, , 2003

173. Inclusive Leadership: Realizing Positive Outcomes through Belongingness and Being Valued for Uniqueness, Galvin BM, Ehrhart KH, Randel AE, Dean MA, Kedharnath U., Chung BG, Shore LM, 28(2), 190-203, , 2018

174. Too many motives? The interactive effectives of multiple motives on organizational citizenship behavior, Takeuchi, R., Lin, C., Bolino, M. C., 100(4), 1239-1248, , 2015

175. Finding meaning in relationships: The impact of network ties and structure on the meaningfulness of work, Robertson, K., O'Reilly, J., Hannah, D., 45(3), 596-619, , 2020

176. Importance of anonymity to encourage honest reporting in mental health screening after combat deployment, Grieger, T., Hoge, C., Parker, J., Belenkiy, S., Warner, C. H., Appenzeller, G. N., Breitbach, J., Warner, C. M., 68(10), 1065-1071, , 2011

177. Military officer education. In G. Caforio, & M. Nuciari (Eds.) Handbook of the sociology of the military, Caforio, G., 2nd ed., pp. 273-300, , 2018

178. When and how abusive supervision leads to knowledge hiding behaviors: An Islamic work ethics perspective, Khan, A. K., Khalid, M., Bashir, S., Abbas, N., 39(6), 794-806, , 2018

179. 심리적 임파워먼트와 조직시민행동의 관계에 대한 성취욕구 의 조절효과 검증, 한나영, 김영조, 인사조직연구, 19(1), 185-226, , 2011

180. Common method biases in behavioral research: A critical review of the literature and recommended remedies, MacKenzie, S. B., Lee, J.-Y., Podsakoff, P. M., Podsakoff, N. P., 88(5), 879-903, , 2003

181. Role definitions and organizational citizenship behaviors: The importance of the employee’s perspective, Morrison, E. W., 37(6), 1543-1567, , 1994

182. The effects of threat sensitivity and face giving on dyadic psychological safety and upward communication, Tynan, R., 35(2), 223-247, , 2005

183. Leveraging minority identities at work: An individual-level framework of the identity mobilization process, Roberts, L. M., Cha, S. E., 30(4), 735-760, , 2019

184. Paradoxical leadership and proactive work behavior: The role of psychological safety in the hotel industry, Kim, J. E., 8(5), 167-178, , 2021

185. Perceived insider status and job design predict job attitudes and work performance of restaurant employees, Raub, S. P., 42(6), 880-903, , 2018

186. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being, Deci, E. L., Ryan, R. M., 55(1), 68-78, , 2000

187. About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research, van Engen, M. L., Schalk, R., Korkmaz, A. V., Knappert, L., 32(4), 1-20, , 2022

188. Does psychological empowerment mediate the relationship between psychological climate and job satisfaction?, Carless, S. A, 18(4), 405-425, , 2004

189. How do leaders influence innovation and creativity in employees? The mediating role of intrinsic motivation, Fatima, S., Umrani, W. A., Pal, D., Xin, C., Siyal, S., 53(9), 1337-1361, , 2021

190. Redrawing the boundaries of OCB? An empirical examination of compulsory extra-role behavior in the workplace, Vigoda-Gadot, E., 21(3), 377-405, , 2007

191. The little engine that could: The impact of psychological empowerment on organizational citizenship behavior, Turnipseed, D. L., VandeWaa, E. A., 23(4), 281-296, , 2020

192. As far as is reasonably practicable: Socially constructing risk, safety, and accidents in military operations, Turner, N., Tennant, S. J., 91(1), 21-33, , 2010

193. Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination, Buengeler, C., Boer, D., van Dick, R., Kaluza, A. J., 34(1), 34-56, , 2020

194. Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator, Wei, X., Qi, L., Hu, Y., Liu, B., 14(2), 1-14, , 2019

195. Inclusive leadership, leader identification and employee voice behavior: The moderating role of power distance, Zhang, L., Guo, Y., Zhu, Y., 41(3), 1301-1310, , 2022

196. The role of authentic leadership in fostering workplace inclusion: A social information processing perspective, Boekhorst, J. A, 54(2), 241-264, , 2015

197. How inclusive leadership influences voice behavior in construction project teams: A social identity perspective, Wang, D., Jiang, S., Jia, J., Ma, G., 54(2), 1-16, , 2022

198. Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity, Tran, T. B. H., Choi, S. B., Park, B. I., 43(6), 931-944, , 2015

199. The role of leader‐member exchanges in mediating the relationship between locus of control and work reactions, McNamara, R., Martin, R., Charles, K., Epitropaki, O., Thomas, G., 78(1), 141-147, , 2005

200. The job demands-resources model as a framework to identify factors associated with burnout in surgical residents, Baker, S. J., Gleason, F., Wood, L., Lindeman, B., Hollis, R. H., Chu, D. I., Richman, J. S., Malone, E., 247, 121-127, , 2020

201. Exploring the determinants of young inclusive leadership in Thailand: Research taxonomy and theoretical framework, Mumi, A., Ackaradejruangsri, P., Rattanapituk, S., Pakhunwanich, P., 1-28, , 2022

202. Educational diversity and learning leadership: a proposition, some principles and a model of inclusive leadership?, Rayner, S., 61(4), 433-447, , 2009

203. Effects of task experience and group experience on group performance, member ability, and recognition of expertise, Robison, W., Reddington, K., Littlepage, G., 69(2), 133-147, , 1997

204. The dark side of transformational leader behaviors for leaders themselves: A conservation of resources perspective, Lin, S. H., Scott, B. A., Matta, F. K., 62(5), 1556-1582, , 2019

205. Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees, Strom, D. L., Kelly, K. M., Sears, K. L., 21(1), 71-82, , 2014

206. The curvilinear relationship between ethical leadership and team creativity: The moderating role of team faultlines, Ling, C.-D., Xie, X.-Y., Mo, S., 154(1), 229-242, , 2019

207. The social consequences of voice: An examination of voice type and gender on status and subsequent leader emergence, Emich, K., Woodruff, T., Martin, S. R., McClean, E., 61(5), 1869-1891, , 2018

208. The Impact of organizational justice on teachers’ work related outcomes in Egypt with an integer programming model, Sharaf, I. M., Khalil, E. A-H A, 6(4), 148-158, , 2014

209. Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis, Den Hartog, D. N., Watts, L. L., Steele, L. M., 51(1), 138-145, , 2020

210. Why should I be left behind? Employees’ perceived relative deprivation and participation in development activities, Zoogah, D. B., 95(1), 159-173, , 2010

211. 상사의 행동특성이 구성원의 심리적 안전감, 침묵과 친사회적 발 언행동에 미치는 영향, 최선규, 지성구, 조직과 인사관리연구, 36(4), 99-123, , 2012

212. Facilitating learning to improve performance of law enforcement workgroups: The role of inclusive leadership behavior, Jiang, Z. N., Hassan, S., 24(1), 106-130, , 2019

213. Leaders’ moral competence and employee outcomes: The effects of psychological empowerment and person-supervisor fit, Kim, M. S., Kim, T. Y., 112(1), 155-166, , 2013

214. Organizational cultures in the military. In G. Caforio & M. Nuciari (Eds.), Handbook of the sociology of the military, Soeters, J, 2nd ed., pp. 251-272, , 2018

215. 상사신뢰가 조직효과성에 미치는 영향 연구: 심 리적 임파워먼트의 매개효과를 중심으로, 김성종, 황종문, 한국콘텐츠학회논문지, 16(3), 617-629, , 2016

216. Distinguishing voice and silence at work: Unique relationships with perceived impact, psychological safety, and burnout, Sherf, E. N., Isaakyan, S., Parke, M. R., 64(1), 114-148, , 2021

217. Inclusive leadership and innovative work behavior: An examination of LMX perspective in small capitalized textile firms, Khan, A. K., Javed, B., Quratulain, S., 152(8), 594-612, , 2018

218. Boundary conditions of ethical leadership: Exploring supervisor-induced and job hindrance stress as potential inhibitors, Perry, S. J., Hunter, E. M., Quade, M. J., 158(4), 1165-1184, , 2019

219. Spiritual leadership on proactive workplace behavior: The role of organizational identification and psychological safety, Jiang, W., Chen, S., Zhang, G., Chu, F., 10, 1-10, , 2019

220. Interactive effects of situational judgment effectiveness and proactive personality on work perceptions and work outcomes, Chan, D., 91(2), 475-481, , 2006

221. Perceived organizational support and coworker support as antecedents of foreign workers’ voice and psychological stress, Ao, O. K. Y., Xu, A. J., Loi, R., 36, 23-30, , 2014

222. The inclusive leader, the smart strategist and the forced altruist: Subject positions for men as gender equality partners, Kelan, E. K., 17(3), 603-613, , 2020

223. Does the need to belong moderate the relationship between perceptions of spirit of camaraderie and employees’ happiness?, Rego, A., Souto, S., Cunha, M. P., 14(2), 148-164, , 2009

224. Exploring the role of psychological safety in promoting the intention to continue sharing knowledge in virtual communities, Chen, H. P., Wei, K. K., Zhang, Y. X., Fang, Y. L., 30(5), 425-436, , 2010

225. Trust as a mediator of the relationship between organizational justice and work outcomes : Test of a social exchange model, Aryee , S. , Budhwar , P. S. , & Chen , Z . X ., 23(3), 267-285, , 2002

226. Goal-setting in the Australian public service: Effects on psychological empowerment and organizational citizenship behavior, Taylor, J, 73(3), 453-464, , 2013

227. Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis, Hoch, J. E., Wu, D., Dulebohn, J. H., Bommer, W. H., 44(2), 501-529, , 2018

228. Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity, Giles, M.,, Mitchell, R.,, Chiang, V., Boyle, B.,, Joyce, P., Parker, V.,, 54(2), 217-239, , 2015

229. The influence of culture, community, and the nested‐self in the stress process: Advancing conservation of resources theory, Hobfoll, S. E., 50(3), 337-370, , 2001

230. Inclusive leadership and creative performance: The role of psychological safety, feedback-seeking behavior and power-distance, Moon, J., Mikyoung, K., 22(4), 181-205, , 2019

231. Staff involvement in leadership decision making in the UK further education sector: Perceptions of quality and social justice, Maringe, F., 50(4), 463-482, , 2012

232. Relationships among supervisors’ and subordinates’ procedural justice perceptions and organizational citizenship behaviors, Tepper, B. J., Taylor, E. C., 46(1), 97-105, , 2003

233. The influence of job satisfactions, organizational commitment, and fairness perceptions on organizational citizenship behavior, Schappe, S. P., 132(3), 277-290, , 1998

234. The role of approach and avoidance motivation in employee voice: The moderating effect of ostracism and contingent self-esteem, Ma, C., 65(6), 744-759, , 2016

235. We know the Yin—But where is the Yang? Toward a balanced approach on common source bias in public administration scholarship, George, B., Pandey, S. K., 37(2), 245-270, , 2017

236. Affective organizational commitment and citizenship behavior: Linear and non-linear moderating effects of organizational tenure, Feldman, D. C., Ng, T. W. H., 79(2), 528-537, , 2011

237. Can losing teams cope with destructive voice behaviour? The role of game results and athletes’ perceived motivational climate, Puyenbroeck, S. V., Stouten, J., Broek, G. V., 37(7), 819-826, , 2019

238. How servant leadership influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive personality, Sendjaya, S., Schwarz, G., Newman, A., Cooper, B., 145(1), 49-62, , 2017

239. Post-combat invincibility: Violent combat experiences are associated with increased risk-taking propensity following deployment, Killgore, W. D. S, Hoge, C. W., McGurk, D, Vo, A. H, Thomas, J. L, Cox, A. L., Castro, C. A, Cotting, D. I, 42(13), 1112-1121., , 2008

240. You abuse and I criticize: An ego depletion and leader-member exchange examination of abusive supervision and destructive voice, Mackey, J. D., Huang, L., He, W., 164(3), 579-591, , 2020

241. “구조방정식모형에서의 R을 이용한 부트스트랩 기반의 이중매개효과 분석 방안에 대한 연구”, 윤철호, 최광돈, 디지털융복합연구, 14(9), 111-121, , 2016

242. 직무스트레스가 조직시민행동과 이직의도에 미치는 영향 및 지각 된 조직지원의 조절효과 검정, 임지은, 서비스경영학회지, 15(5), 51-79, , 2014

243. Does Intrinsic Motivation Fuel the Pro-Social Fire? Motivational Synergy in Predicting Persistence, Performance, and Productivity, Grant, A. M., 93(1), 48-58, , 2008

244. Emotional bonds with supervisor and co-workers: Relationship to organizational commitment in China’s foreign-invested companies, Wang, Y., 19(5), 916-931, , 2008

245. Psychological safety as a mediator of the relationship between inclusive leadership and nurse voice behaviors and error reporting, Lee, S. E., Dahinten, V. S., 53(6), 737-745, , 2021

246. Transformational leadership and employee knowledge sharing: Explore the mediating roles of psychological safety and team efficacy, Ma, Z. Z., Jia, M. X., Yu, H. Y., Yin, J. L., Liao, G. L., 24(2), 150-171, , 2019

247. Multilevel analysis of cohesion’s relation to stress, well-being, identification, disintegration, and perceived combat readiness, Griffith, J, 14(3), 217-239, , 2002

248. Trust in supervisors and trust in customers: Their independent, relative, and joint effects on employee performance and creativity, Ortiz-Walters, R., Madjar, N., 22(2), 128-142, , 2009

249. Abusive supervision and knowledge hiding: The mediating role of psychological contract violation and supervisor directed aggression, Mishra, D. K., Srivastava, A., Pradhan, S., 24(2), 216-234, , 2019

250. Big data analytics capabilities and innovation: the mediating role of dynamic capabilities and moderating effect of the environment, Boura, M., Krogstie, J., Mikalef, P., Lekakos, G., 30(2), 272-298, , 2019

251. The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment, Cheng, J., Hu, C., Bai, H., 28(1), 58-76, , 2022

252. Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety, Saudagar, T., Mubarak, N., Khan, J., Javed, B., Jaafar, M., 13(5), 1077-1096, , 2020

253. Multicultural public administration: Effects of language diversity and dissimilarity on public employees’ attachment to employment, Alfes, K., Ritz, A., 96(1), 84-103, , 2018

254. Relationship between servant leadership and organizational citizenship behavior: Review of literature and future research directions, Bambale, A, 5(1), 1-16, , 2014

255. The ABC for studying the too-much-of-a-good-thing effect: A competitive mediation framework linking antecedents, benefits, and costs, Bode, C., Mahlendorf, M. D., Busse, C., 19(1), 131-153, , 2016

256. From PSM to helping behavior in the contemporary Greek public sector: The roles of organizational identification and job satisfaction, Karolidis, D., Vouzas, F., 42(6), 1418-1447, , 2019

257. Innovative work behavior in knowledge-intensive public sector organizations: the case of supervisors in the Netherlands fire services, Bondarouk, T., Bos-Nehles, A., Nijenhuis, K., 28(2), 379-398, , 2017

258. Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design, Marler, L. E., Hester, K., Fuller, J. B., 27(8), 1089-1120, , 2006

259. 군 지휘관의 서번트 리더십이 군 조직유 효성에 미치는 영향: 심리적 행복감의 매개효과를 중심으로, 김상수, 이창효, 장성우, 한 국군사학논총, 10(2), 75-96, , 2021

260. Not all responses to breach are the same: The interconnection of social exchange and psychological contract processes in organizations, Coyle-Shapiro, J. A., Henderson, D. J., Wayne, S. J., Dulac, T.,, 51(6), 1079-1098, , 2008

261. Public service motivation and employee outcomes in the Egyptian public sector: Testing the mediating effect of person-organization fit, Mostafa, A. M. S., Gould-Williams, J. S., Bottomley, P., 23(1), 133-153, , 2013

262. Speaking up because it’s my brand: Examining employee brand psychological ownership and voice behavior in hospitality organizations., Wu, L., King, C., Xiong, L., So, K. K. F., 83, 274-282, , 2019

263. Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research, Podsakoff, P. M., MacKenzie, S. B., Bachrach, D. G., Paine, J. B., 26(3), 513-563, , 2000

264. Role definition as a moderator of the relationship between safety climate and organizational citizenship behavior among hospital nurses, Jex, S. M., Clark, O. L., Zickar, M. J., 29(1), 101-110, , 2014

265. Change-Oriented Organizational Citizenship Behavior: Effects of Work Environment Characteristics and Intervening Psychological Processes, Choi, J. N., 28(4), 467-484, , 2007

266. From diversity to inclusion: An inclusion equation. In B. M. Ferdman, & B. R. Deane (Eds.), Diversity at work: The practice of inclusion, Winters, M. F., pp. 205-228, , 2014

267. Linkages between empowering leadership and subjective well-being and work performance via perceived organizational and co-worker support, Kim, D., Moon, C. W., Shin, J, 39(7), 844-858, , 2018

268. The rocky road to prosocial behavior at work: The role of positivity and organizational socialization in preventing interpersonal strain, Cinque, L., Theodorou, A., Rullo, M., Alessandri, G., Livi, S., 13(3), 1-14, , 2018

269. Inclusive leadership and prosocial rule breaking: The role of psychological safety, leadership identification, and leader-member exchange, Shi, W., Wang, F., 124(5), 2155-2179, , 2020

270. Effects of inclusive leadership on organizational citizenship behavior: The mediating roles of organizational justice and learning culture, Tran, T. B. H., Choi, S. B., 13, e17, 1-11, , 2019

271. The divergent effects of employees’ sense of power on constructive and defensive voice behavior: A cross-level moderated mediation model, Lu, H., Wang, W., Liu, Y., Yuan, P., 39(4), 1341-1366, , 2022

272. Transformational leader behaviors and their effects on follower’s trust in leader satisfaction, and organizational citizenship behaviors, MacKenzie, S. B., Fetter, R., Morrman, R. H., Podsakoff, P. M., 1(2), 107-142, , 1990

273. 셀프리더십이 발언행동과 협력행동에 미치는 영향: 직무 스트레스와 정서적 몰입의 매개효과를 중심으로, 이상목, 정원호, 리더십 연구, 11(5), 3-38, , 2020

274. A tale of two countries: How do employees with disabilities respond to disability inclusive HR practices in tourism and hospitality industry?, Luu, T. T., 30(1), 299-329, , 2022

275. Change oriented organizational citizenship behavior in public administration: The power of leadership and the cost of organizational politics, Vigoda-Gadot, E., Beeri, A. V., 22(3), 573-596, , 2012

276. Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?, Moorman, R. H., 76(6), 845-855, , 1991

277. Confronting co-workers: Role models, attitudes, expectations, and perceived behavioral control as predictors of employee voice in the military, van Gils, R., de Graaff, M. C., Hilverda, F., 9, 02515, 1-10, , 2018

278. Organizational citizenship behavior in public and private sector and its impact on job satisfaction: A comparative study in Indian perspective, Sharma, J. P., Bajpai, N., Holani, U., 6(1), 67-75, , 2011

279. Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees’ responses to adverse conditions in the workplace, Naus, F., van Iterson, A., Roe, R., 60(5), 683-718, , 2007

280. 포용적 리더십이 발언행동에 미치는 영향: 심리적 안 전감의 매개효과와 동료 체념적 침묵 인지의 조절효과, 노명화, 이지영, 서우형, 리더십연구, 10(4), 3-28, , 2019

281. How inclusive leadership paves way for psychological well-being of employees during trauma and crisis: A three-wave longitudinal mediation study, Ahmed, F., Qin, Y. J., Faraz, N. A., Zhao, F., 77(2), 819-831, , 2021

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

283. Reputational effectiveness: Toward a mutual responsiveness framework. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, Tsui, A. S., 16, pp. 257-307, , 1994

284. 군 조직 내 포용적 리더십이 조직시민행동에 미 치는 영향: 심리적 안전감의 매개 효과와 근속기간의 조절 효과, 곽원준, 김성일, 리더십연구, 13(3), 69-104, , 2022

285. Psychological contract breach and destructive voice: The mediating effect of relative deprivation and the moderating effect of leader emotional support, Wu, C.-H., Duan, J., Wei, W., Lin, X., Chen, G. Z. X., Dong, Y., 135, 103720, 1-17, , 2022

286. Revisiting the authoritarian versus participative leadership style legacy: A new model of the impact of leadership inclusiveness on employee engagement, Busse, R., Regenberg, S., 26(4), 510-525, , 2019

287. Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance, Diaz, I., Yang, X., Xiaotao, Z., Yu, M., 39(7), 882-895, , 2018

288. Demystifying the impact of CEO transformational leadership on firm performance: Interactive roles of exploratory innovation and environmental uncertainty, Chen, J. X., Wu, Z., Liu, L., Sharma, P., 96(c), 85-96, , 2019

289. Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship, Nishii, L. H., Mayer, D. M., 94(6), 1412-1426, , 2009

290. Perceived organizational support and expatriate organizational citizenship behavior: The mediating role of affective commitment towards the parent company, Liu, Y, 38(3), 307-319, , 2009

291. Taking stock: A review of more than twenty years of research on empowerment at work. In C. Cooper & J. Barling (Eds.), Handbook of organizational behavior, Spreitzer, G. M., pp. 54-73, , 2008

292. The role of psychological safety and psychological empowerment on intrapreneurial behavior towards successful individual performance: A conceptual framework, Poespowidjojo, D. A. L., Mahmoud, M. A., Ahmad, S., 10(3), 65-72, , 2018

293. Understanding of diversity and inclusion in a perceived homogeneous culture: A study of organizational commitment and job performance among Korean employees, Cho, S., Mor Barak, M. E., 32(4), 100-126, , 2008

294. Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and nonmanagerial subordinates, Gong, Y., Huang, X., Iun, J., Liu, A., 31(1), 122-143, , 2010

295. Getting respect from a boss you respect: How different types of respect interact to explain subordinates’ job satisfaction as mediated by self-determination, Decker, C., Van Quaquebeke, N., 131(3), 543-556, , 2015

296. Government employees’ organizational citizenship behavior: The impacts of public service motivation, organizational identification, and subjective OCB norms, Faerman, S., Shim, D. C., 20(4), 531-559, , 2017

297. Caring for the caregiver during COVID-19 outbreak: Does inclusive leadership improve psychological safety and curb psychological distress? A cross-sectional study, Zhao, F., Faraz, N. A., Ahmed, F., 110, 103725, 1-10, , 2020

298. Organizational citizenship behavior: An exploration of one aspect of cultural adjustment faced by US Army soldiers transitioning from military to civilian careers, Rose, K., Palacio, S., Herd, A., 19(1), 14-24, , 2017

299. 포용적 리더십이 구성원의 발언행동에 미 치는 영향: 심리적 안전감의 매개 효과와 학습목표성향 및 권력 거리 성향의 조절 효과, 이상호, 김상범, 이서진, 조직과 인사관리연구, 46(3), 73-106, , 2022

300. Authentic leadership and its relationships with work engagement and organizational citizenship behaviors in military units: The role of identification as a mediating variable, León, J. A. M., Álvarez, A. P., Alonso, F. M., Mora, M. P. B., 31(5), 412-424, , 2019

301. The practice of inclusion in diverse organizations: Toward a systemic and inclusive framework. In B. M. Ferdman & B. Deane (Eds.) Diversity at work: The practice of inclusion, Ferdman, B. M., pp. 3-54, , 2014

302. Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationships with big five personality characteristics and cognitive ability, Van Dyne, L., LePine, J. A., 86(2), 326-336, , 2001

303. Are you actually helping or just looking out for yourself? Examining the individual and interactive effects of relationship quality and political skill on supervisor motive attributions, Badawy, R. L., Seitz, S. R., Brouer, R. L., Shaughnessy, B. A., 13(3), 124-137, , 2016

304. Exploring the influence of ethical leadership on voice behavior: How leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out, Maguire, P., Wang, D., Li, J., Zhou, M., Sun, H., Hu, Y., Zhu, L., 9, 1718, 1-10, , 2018

305. Psychological safety, trust, and learning in organizations: A group-level lens. In R. M. Kramer & K. S. Cook (Eds.), Trust and distrust in organizations: Dilemmas and approaches Role of psychological safety, Edmondson, A. C., pp. 239-272 92, 13-19, , 2004

306. Exploring the relationship of organizational commitment, organizational citizenship behavior, psychological empowerment and job satisfaction with Leader-Member Exchange of section leaders and team leaders in summer children’s camps in Greece, Alexandris, K., Karagiorgos, T., Ioannidou, E., 22(d), 63-80, , 2016