리더-부하 거리가 조직윤리 만족도에 미치는 영향 = The Influence of Leader-Follower Distance on the Satisfaction of Organizational Ethics

국문 초록 (Abstract)

조직윤리 만족도는 회사의 윤리경영 시스템 및 윤리적 실천에 관하여 조직 구성원이 만족하는 정도를 의미한다. 본 논문은 직원들의 조직윤리 만족도에 대하여 리더-부하 거리가 어떤 영향을 미치는가를 탐구한 실증연구이다. 리더-부하 거리는 다차원적인 개념으로서, 본 연구는 Napier & Ferris(1993)의 구분에 따라, 구조적 거리에 해당하는 업무 접촉빈도와 심리적 거리에 해당하는 인지된 유사성을 독립변수로 설정하고, 조직윤리 만족도를 종속변수로 설정한 후, 이 둘 간의 관계를 연구하였다. 이를 위해서, 국내 제조업체 중 한 회사의 전체 팀을 설문조사 하여, 팀장-부하 182쌍 (팀장 182명, 부하 182명, 합계 364명)의 결과를 쌍 수준의 분석단위로 연구하였다. 분석 과정에서 동일방법편의 문제가 발생하지 않도록, 독립변수들과 종속변수 간의 응답원을 달리하였다. 다중회귀분석 결과, 상사와 부하 사이의 구조적 거리가 가까울수록, 즉, 업무 접촉빈도가 높을수록, 회사의 조직윤리에 대한 부하의 만족도가 유의하게 높아지는 것을 확인할 수 있었다. 그리고, 심리적 거리의 근접성, 즉, 인지된 유사성 역시 조직윤리 만족도에 대하여 정적으로 유의한 관계를 가지고 있었다. 이상의 실증 결과들이 가지는 이론적, 실무적 함의를 토론하였다.

다국어 초록 (Multilingual Abstract)

Recently, unethical behavior or immoral business practices have become more serious and scrutinized. Most business organizations emphasize organizational ethics more than before to cope with the social trend to regard ethics as their top priority. Organizational ethics literature states that the ethical fit between the organization and the individual decreases an employee’s turnover intention while increasing organizational commitment. An employee’s satisfaction of organizational ethics is one of the critical precursors to manage organizations effectively. Prior research argued that the leader-follower distance has a negative impact on the follower’s satisfaction of organizational ethics. The leader-follower distance should be studied as one of the precursors to increase follower satisfaction of organizational ethics. Currently, our study is the first to empirically research the effect of distance on a subordinate’s satisfaction. Thus, the objective of this research is how the leader-follower distance affects follower satisfaction regarding organizational ethics.
Napier and Perris’ (1993) seminal paper on leader-follower distance categorized three different types of distance: psychological distance, structural distance, and functional distance. Napier and Ferris (1993) argued that the closer leader-follower distance, the higher the satisfaction of the follower. Accordingly, our study empirically tests their argument and relative to LMX theory, the leader-follower distance has a positive relationship with LMX which has a positive relationship with the overall satisfaction of the subordinate. Howell, Neufeld, and Avolio (2005) found that the physical proximity has a positive relationship with a subordinate’s performance. Previous empirical studies focused on physical distance while there has been a lack of empirical research on task interaction frequency (structural proximity) and perceived similarity (psychological proximity. To reduce the research gap and to contribute to leader-follower distance literature, we empirically examined leader-follower interaction frequency and perceived similarity.
We first hypothesized that there will be a positive relationship between leader-follower structural proximity (task interaction frequency) and the satisfaction of organizational ethics. Next, we hypothesized that there will be a positive relationship between leader-follower psychological proximity (perceived similarity) and the satisfaction of organizational ethics. To test these two hypotheses, we surveyed a manufacturing firm in Korea. The unit of analysis was at the supervisor-subordinate dyadic level and the total valid sample was 182 dyads (182 supervisors, 182 subordinates, 364 individuals).
The findings of the study are as follows. A follower with close leader-follower distance had higher satisfaction of organizational ethics and thus, the first hypothesis was supported thereby task interaction frequency was found to have appositive relationship with subordinate satisfaction. Further, the second hypothesis was also supported as perceived similarity was found to have a positive relationship with the subordinate’s satisfaction of organizational ethics. Our study results suggest the importance the leader-follower relationship in regard to follower satisfaction of organizational ethics. Therefore, leaders would be able to reduce the leader-follower distance by increasing task interaction frequency with their subordinates and increasing perceived similarity with their subordinates.

목차 (Table of Contents)

• <초 록>
• Ⅰ. 서 론
• Ⅱ. 이론적 기반과 가설
• Ⅲ. 연구 방법
• Ⅳ. 결 과
• Ⅴ. 토 론
• 참고문헌
• ABSTRACT

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