(The) Impact of Authentic Leadership on Innovative Behavior : Focusing on the Mediating Effects of Organizational Justice, Psychological Safety and the Moderating Effects of Power Distance Orientation

다국어 초록 (Multilingual Abstract)

Abstract

The Impact of Authentic Leadership on Innovative Behavior:
Focusing on the Mediating Effects of Organizational Justice, Psychological Safety and the Moderating Effects of Power Distance Orientation
By Chung ByungChang
Doctor of Philosophy in Business Administration
Graduate School of Kyung Hee University
Advised by Dr. Jeong JaeSeok
This study investigated the relationship between authentic leadership and innovative behavior focusing on the mediating effects of Organizational Justice, Psychological Safety and the moderating effects of Power Distance Orientation.
A research model was developed, and a hypothesis established for the relationship between each variable based on theoretical considerations. Subsequently, the operational definition of variables required for empirical analysis, development of measurement tools, and quantitative surveys were conducted. A total of 350 people from various industries of domestic companies in the Incheon, Gyeonggi and Seoul areas were surveyed, and data were collected and used from 295 people.
The survey used a web-based questionnaire system, and the analysis sought to test the validity of the survey using SPSS 25.0 and AMOS 25.0, and the hypothesis using PROCESS Macro 3.0. The most commonly used statistical packages in the social sciences, SPSS 26.0, AMOS 26.0, and PROCESS Macro 3.0 were used to analyze the data.
Combining the theoretical explanations and empirical research results, it was possible to judge the authentic leadership of leaders as a major variable that can predict the innovative behavior of members. In addition, it was verified that organizational justice and psychological safety, which are considered as dependent variables of authentic leadership and independent variables of innovative behavior, act as mediating roles between authentic leadership and innovative behavior. The significance of the study can be found in that the relationship between these variables has been verified by the manifestation mechanism of new innovative behaviors that have not been identified.

목차 (Table of Contents)

• CHAPTER 1: INTRODUCTION 1
• 1.Background/ Problem discussion 1
• 2.Research purpose 7
• 3.Research question 7
• 4.Research methods 8
• 5.Composition of the study 9
• CHAPTER 2: THEORETICAL BACKGROUND 11
• 1.Authentic Leadership 11
• 2.Innovative Behaviors 21
• 3.Organizational Justice 28
• 4.Psychological Safety 33
• 5.Power Distance Orientation 36
• CHAPTER 3: RESEARCH MODEL AND HYPOTHESIS 43
• 1.Research model 43
• 2.Authentic Leadership and Innovative Behavior 44
• 3.Authentic Leadership, Organizational Justice, and Psychological Safety 46
• 4.Organizational Justice and Psychological Safety 48
• 5.Organizational Justice and Innovative Behavior, and Psychological Safety and Innovative Behavior 50
• 6.Mediating role of Organizational Justice and Psychological Safety between Authentic Leadership and Innovative Behavior 53
• 7.Multi-mediating role of Organizational Justice and Psychological Safety between Authentic Leadership and Innovative Behavior 55
• 8.Moderation role of Power Distance Orientation Between Organizational Justice and Innovative Behavior and Psychological Safety and Innovative Behavior 56
• CHAPTER 4: METHODOLOGY 60
• 1.Overview 60
• 2.Participants and procedures 60
• 3.Descriptions of questionnaires 61
• CHAPTER 5: RESULTS 63
• 1.Descriptive statistics analysis 63
• 2.Verifying reliability and validity 65
• 3.Correlations of the study variables 74
• 4.Testing the research hypothesis 75
• CHAPTER 6: DISCUSSION 82
• 1.General summary and conclusions 82
• 2.Theoretical and practical implications 83
• 3.Limitations and future research 85
• REFERENCES 88
• APPENDIX 97
• Abstract in Korean 105

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