윤리적 리더십과 구성원의 직무수행 간의 연구: 전반적 조직공정성 인식과 LMX의 매개효과

The growing importance of ethical leadership has been given more attention as unethical behaviors of top management and team members in various corporation and organizations has been a critical social issue. Ethical leadership not only affects the organization members’ job related attitudes, but also has a great influence on the total organization's performance and culture formation. However, most of studies on ethical leadership have focused on direct effects of ethical leadership on individual and organizational performance, with less attention given to the process of ethical leadership effects. The more study of process of ethical leadership, the more enhancing the understanding of the mechanism the effect of ethical leadership on individual and organization. Accordingly, many scholars have urged researchers to examine the mediating effect of ethical leadership not only the direct effect of ethical leadership on job performance. Thus, this study investigated the mediating effects of subordinates’ perceived overall justice and leader-member exchange (LMX) in the relationships between ethical leadership and subordinates‘ job performance. More specifically, to advance the understanding of mechanism of ethical leadership effect on individual performance, this study has three main purposes. First, this study investigates the direct effect of ethical leadership on subordinates' job performance including task performance and organizational citizenship behaviors. Second, recognizing the importance of subordinates psychological and relational factors for the ethical leadership, this study investigates the direct effect of ethical leadership on subordinates’ perceived overall justice and leader-member exchange (LMX). Third, in order to clarify the mechanisms of ethical leadership, this study further examine the mediating roles of subordinates’ perceived overall justice and leader-member exchange (LMX) in the relationship between ethical leadership and subordinates’ task performance and organizational citizenship behaviors(OCB: OCBI/OCBO). In this study, our hypotheses were tested using questionnaire data of 218 leaders and subordinates of military organizations in South Korea. The results showed that there was a positive relationship between ethical leadership and overall organizational justice. Ethical leadership was also positively related to LMX, and that there was a significant positive relationship between ethical leadership and task performance and OCBI. In addition, this study confirmed the mediating role of overall organizational justice and LMX in the relationships between ethical leadership and task performance and OCBI. More specifically, the results of this study suggested that both employees’ perception of overall organizational justice and leader-member exchange mediate the relationships between ethical leadership and their job performance including task performance and OCBI. Based on the results, this study provided theoretical and practical implications for ethical leadership in various aspects. First, this study empirically tested the direct effect of ethical leadership not only on subordinates’ job performance but also on psychological factor and relational factor such as perceived overall justice and leader-member exchange. Second, this study tried to investigate empirically the mechanism of ethical leadership in the organization by demonstrating the mediating effect of subordinates’ perceived overall justice and leader-member exchange in the relationship between supervisors’ ethical leadership and subordinates’ job performance. Despite these implications, this study has some limitations including cross-sectional nature of the data collection and the possibility of common method bias. Keywords: Ethical leadership, Overal