팀장의 윤리적 리더십이 팀원의 변화자기효능감과 조직시민행동에 미치는 영향

The study addressed that ethical leadership would have a positive effect on team member’s change self-efficacy and organizational citizenship behavior (OCB). Although research supported that ethical leadership have a postive effect on team member’s attitude and behavior, there are few study on the mediating role of change self-efficacy. For this study, a survey was conducted to manufacturing companies in Chungbuk area, and the CEO or HR manager was informed about the purpose and procedure of the study in advance and asked for coopoeration in the survey. A total of 342 copies of questionnaires were used to verify research hypotheses. H 1. Leader’s ethical leadership will have a positive impact on team member’s organizational citizenship behavior. H 1-1. Leader’s ethical leadership will have a positive impact on team member’s organization-oriented citizenship behavior. H 1-2. Leader’s ethical leadership will have a positive impact on team member’s individual-oriented citizenship behavior. H 2. Team member’s change self-efficacy will mediate the relationship between leader’s ethical leadership and team member’s organizational citizenship behavior. H 2-1. Team member’s change self-efficacy will mediate the relationship between leader’s ethical leadership and team member’s organization-oriented citizenship behavior. H 2-2. Team member’s change self-efficacy will mediate the relationship between leader’s ethical leadership and team member’s individual-oriented citizenship behavior. The results of hypotheses tests showed that ethical leadership had a positive direct effect on OCB. Thus, the relationship between ethical leadership and OCB were mediated by change self-efficacy of team members. In addition, while OCB were divided into both OCB-I and OCB-O, there were same effects. These results show theoretical and practical implications for ethical leadership research. First, this study confirms that consistent and sincere leadership has a positive impact on subordinates’ attidutes and behaviors. These processes are explained by social learning theory(Bandura, 1978). In other words, subordinates observe the personality, values, attitudes, and behavior of their leaders who are important in the workplace. Through the observation, they acknowledge what attitudes and behaviors are expected and accepted as desirable. Second, it is important that change self-effiacy is a critical mechanism in the relationship between ethical leadership and organizational citizenship behavior. Third, when working with a leader who sets clear standards and principles, subordinates gain confidence in confronting change and overcoming it. In particular, it was confirmed that standards and principles clearly presented by leaders are important to increase team member’s self-efficacy in which changes of business environments are accelerated and uncertain. Limitations of this study and future research directions were also discussed.