임파워링 리더십이 촉진적 발언 행동에 미치는 영향: 심리적 안전감의 매개효과와 동료침묵의 조절된 매개효과

References

• Ahearne, M., J. Mathieu, and A. Rapp.(2005), “To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance,” Journal of Applied Psychology, 90(5), pp.945-955. [https://doi.org/10.1037/0021-9010.90.5.945]
• Arnold, J. A., S. Arad, J. A. Rhoades, and F. Drasgow. (2000), “The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors,” Journal of Organizational Behavior, 21(3), pp.249-269. [https://doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-#]
• Aronson, E., T. D. Wilson, and R. M. Akert.(2007), Social Psychology (6th ed.), Pearson/Prentice Hall, Upper Saddle River, NJ.
• Baron, R. M., and D. A. Kenny.(1986), “The Moderator-Mediator Variable Distinction in Social Psychology Research: Conceptual, Strategic, and Statistical Considerations,” Journal of Personality and Social Psychology, 51(5), pp.1173-1182. [https://doi.org/10.1037/0022-3514.51.6.1173]
• Brinsfield, C. T., M. S. Edwards, and J. Greenberg. (2009), “Voice and Silence in Organizations: Historical Review and Current Conceptualizations,” Voice and Silence in Organizations, 1, pp.3-33.
• Browne, M. W., and R. Cudeck.(1992), “Alternative Ways of Assessing Model Fit,” Sociological Methods & Research, 21(2), pp.230-258. [https://doi.org/10.1177/0049124192021002005]
• Burris, E. R., E. A. Bruno, J. R. Detert, and A. Caldwell.(2018), “From Barrier to Drivers: Understanding Different Approaches to Getting Systematic Upward Voice in Organizations,” In P. M. Podsakoff , S. B. MacKenzie, and N. P. Podsakoff (Eds.), Handbook of Organizational Citizenship Behavior, Oxford University Press, pp.507-525.
• Cannon, M. D. and A. C. Edmondson.(2001), “Confronting Failure: Antecedents and Consequences of Shared Beliefs about Failure in Organizational Work Groups,” Journal of Organizational Behavior, 22(2), pp.161-177. [https://doi.org/10.1002/job.85]
• Chah, D-O., and J. S. Kim.(2011), “The Relationship between Empowering Leadership and Job Involvement and Organizational Commitment and Organizational Citizenship Behavior,” Journal of Organization and Management, 35(1), pp.171-198.
• Chamberlin, M., D. W. Newton, and J. LePine.(2017), “A Meta-analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions,” Personnel Psychology, 70(1), pp.11-71. [https://doi.org/10.1111/peps.12185]
• Cho, B., and S. Kim.(2019), “The Effects of Transformational Leadership on Followers’ Voice Behavior,” The Korean Leadership Review, 10(3), pp.123-153. [https://doi.org/10.22243/tklq.2019.10.3.123]
• Cho, Y-B., and G-H. Joo.(2013), “Mediating Effect of Thriving on the Relationship between Coaching Behavior and Role Behaviors,” Korean Journal of Business Administration, 26(10), pp.2711-2728.
• Choi, S., and S. Ji.(2012), “A Study on the Impact of Supervisor’s Behavior on the Psychological Safety, Silence, and Prosocial Voice,” Journal of Organization and Management, 36(4), pp.99-123.
• Choi, Y., and D. Lee.(2017), “Review and Conceptual Analysis of Employee Voice Behavior,” Korean Journal of Management, 25(2), pp.129-157.
• Christian, M. S., A. S. Garza, and J. E. Slaughter. (2011), “Work Engagement: A Quantitative Review and Test of Its Relations with Task and Contextual Performance,” Personnel Psychology, 64(1), pp.89-136. [https://doi.org/10.1111/j.1744-6570.2010.01203.x]
• Chung, H-S., and D-G. Park.(2013), “Contagion of Silence Behaviors,” The Korean Journal of Industrial and Organizational Psychology, 26(1), pp.73-101. [https://doi.org/10.24230/kjiop.v26i1.73-101]
• Deci, E. L., J. P. Connell, and R. M. Ryan.(1989), “Self-Determination in a Work Organization,” Journal of Applied Psychology, 74(4), pp.580-590. [https://doi.org/10.1037/0021-9010.74.4.580]
• Detert, J. R., and E. R. Burris.(2007), “Leadership Behavior and Employee Voice: Is the Door Really Open?,” The Academy of Management Journal, 50(4), pp.869-884. [https://doi.org/10.5465/amj.2007.26279183]
• Detert, J. R., and L. K. Trevino.(2010), “Speaking Up to Higher-Ups: How Supervisors and Skip-level Leaders Influence Employee Voice,” Organization Science, 21(1), pp.249-270. [https://doi.org/10.1287/orsc.1080.0405]
• Dutton, J. E., and S. J. Ashford.(1993), “Selling Issues to Top Management,” The Academy of Management Review, 18(3), pp.397-428. [https://doi.org/10.5465/amr.1993.9309035145]
• Dutton, J. E., S. J. Ashford, K. A. Lawrence, and K. Miner-Rubino.(2002), “Red Light, Green Light: Making Sense of the Organizational Context for issue Selling,” Organization Science, 13(4), pp.335-369. [https://doi.org/10.1287/orsc.13.4.355.2949]
• Dutton, J. E., S. J. Ashford, R. M. O’Neill, E. Hayes, and E. E. Wierba.(1997), “Reading the Wind: How Middle Managers Assess the Context for Selling Issues to Top Managers,” Strategic Management Journal, 18(5), pp.407-425. [https://doi.org/10.1002/(SICI)1097-0266(199705)18:5<407::AID-SMJ881>3.0.CO;2-J]
• Edmondson, A. C.(2003), “Speaking Up in Operating Room: How Team Leaders Promote Learn Interdisciplinary Action Teams,” Journal of Management Studies, 40(6), pp.1419-1452. [https://doi.org/10.1111/1467-6486.00386]
• Farrell, D., and C. Rusbult.(1992), “Exploring the Exit, Voice, Loyalty and Neglect Typology,” Employee Responsibilities and Rights Journal, 5, pp.201-218. [https://doi.org/10.1007/BF01385048]
• Finegan, J. E., and H. K. Laschinger.(2001), “The Antecedents and Consequences of Empowerment,” Journal of Nursing Administration, 10(31), pp.489-497. [https://doi.org/10.1097/00005110-200110000-00013]
• Fornell, C., and D. F. Larcker.(1981), “Evaluating Structural Equation Models with Unobservable and Measurement Error,” Journal of Marketing Research, 34(2), pp.161-188.
• Gao, A., J. Jiang, and B. Yang.(2019), “Perceived Empowering Leadership, Harmonious Passion, and Employee Voice: The Moderating Role of Job Autonomy,” Frontiers in Psychology, 10, pp.1-11. [https://doi.org/10.3389/fpsyg.2019.01484]
• George, J. M., and J. Zhou.(2001), “When Openness to Experience and Conscientiousness Are Related to creative behavior: An Interactional Approach,” Journal of Applied Psychology, 86, pp.513-524. [https://doi.org/10.1037/0021-9010.86.3.513]
• Glauser, M. J.(1984), “Upward Information Flow in Organizations: Review and Conceptual Analysis,” Human Relations, 37(8), pp.613-643. [https://doi.org/10.1177/001872678403700804]
• Gorden, W. I.(1988), “Range of Employee Voice.” Employee Responsibilities and Rights Journal, 1, pp.283-299. [https://doi.org/10.1007/BF01556937]
• Greenberger, D. B., and S. Strasser.(1986), “The Development and Application of a Model of Personal Control in Organizations,” The Academy of Management Review, 11(1), pp.64-177. [https://doi.org/10.5465/amr.1986.4282657]
• Harman, H. H.(1976), Modern Factor Analysis. University of Chicago Press.
• Hayes, A. F.(2013), Introduction to Mediation: A Regression-Based Approach. Guilford Press, New York.
• Hirschman, A. O.(1970), Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States, Harvard University Press, Cambridge, MA.
• Jada, U. R., and S. Mukhopadhyay.(2019), “Understanding the Effects of Empowering, Transformational and Ethical Leadership on Promotive and Prohibitive Voice,” Personnel Review, 48(3), pp.707-730. [https://doi.org/10.1108/PR-11-2017-0365]
• Janssen, O.(2003), “Innovative Behavior and Job Involvement at the Price of Conflict and Less Satisfactory Relations with Co-workers,” Journal of Occupational and Organizational Psychology, 76(3), pp.347-364. [https://doi.org/10.1348/096317903769647210]
• Janssen, O., E. Van de Vliert, and M. West.(2004), “The Bright and Dark Sides of Individual and Group Innovation: A Special Issue Introduction,” Journal of Organizational Behavior, 25(2), pp.129-145. [https://doi.org/10.1002/job.242]
• Ju, S-Y., I. S. Jeong, J. S. Kiim, and D. H. Park. (2015), “A Study on the Relationship between Empowering Leadership and Innovative Behavior: Investigating Mediating Effects of Self-Regulatory Focus,” Korean Journal of Business Administration, 28(6), pp.1725-1745.
• Kahn, W. A.(1990), “Psychological Conditions of Personal Engagement and Disengagement at Work,” The Academy of Management Journal, 33(4), pp.692-724. [https://doi.org/10.5465/256287]
• Kim, J. S., and K. H. Kim.(2011), “The Effects of Leader’s Informational Supporting Behavior and Concerning Behavior on Employees’ Unproductive Turnover Intention,” Productivity Review, 25(1), pp.347-379. [https://doi.org/10.15843/kpapr.25.1.201103.347]
• Kirkman, B. L., and B. Rosen.(1999), “Beyond Self-Management: Antecedents and Consequences of Team Empowerment,” The Academy of Management Journal, 42(1), pp.58-74. [https://doi.org/10.2307/256874]
• Lee, G. L., J. M. Diefendorff, T. Kim, and L. Bian. (2013), “Personality and Participative Climate,” Human Performance. 27(1), pp.25-43. [https://doi.org/10.1080/08959285.2013.854363]
• Lee, H. S., E. Y. Ryu, B. G. Ryu, and X. Zhao. (2013), “Empowering Leadership on Organizational Citizenship Behavior - Focus on the Mediating Role of Psychological Empowerment,” Journal of Human Resource Management Research, 20(3), pp.31-49.
• Liang, J., C. I. Farh, and J. L. Farh.(2012), “Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination,” The Academy of Management Journal, 55(1), pp.71-92. [https://doi.org/10.5465/amj.2010.0176]
• Liu, W., R. Zhu, and Y. Yang.(2010), “I Warn You Because I Like You: Voice Behavior, Employee Identifications, and Transformational Leadership,” Leadership Quarterly, 21(1), pp.189-202. [https://doi.org/10.1016/j.leaqua.2009.10.014]
• Maynes, T. D., and P. M. Podsakoff.(2014), “Speaking More Broadly: An Examination of the Nature, Antecedents, and Consequences of an Expanded Set of Employee Voice Behaviors,” Journal of Applied Psychology, 99(1), pp.87-112. [https://doi.org/10.1037/a0034284]
• Milliken, F. J., E. W., Morrison, and P. F. Hewlin. (2003), “An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why,” Journal of Management Studies, 40(6), pp.1453-1476. [https://doi.org/10.1111/1467-6486.00387]
• Mitchell, T. R., and L. R. James.(2001), “Building Better Theory: Time and the Specification of When Things Happen,” The Academy of Management Review, 26(4), pp.530-547. [https://doi.org/10.5465/amr.2001.5393889]
• Morrison, E. W.(2011), “Employee Voice Behavior: Integration and Directions for Future Research,” The Academy of Management Annals, 5(1), pp.373-412. [https://doi.org/10.5465/19416520.2011.574506]
• Morrison, E. W., and C. Phelps.(1999), “Taking Charge at Work: Extra Role Efforts to Initiate Workplace Change,” The Academy of Management Journal, 42(4), pp.403-419. [https://doi.org/10.2307/257011]
• Morrison, E., W. and F. J. Milliken.(2000), “Organizational Silence: A Barrier to Change and Development in a Pluralistic World,” The Academy of Management Review, 25(4), pp.706-725. [https://doi.org/10.5465/amr.2000.3707697]
• Nielsen, K., and F. Munir.(2009), “How Do Transformational Leaders Influence Followers' Affective Well-being? Exploring the Mediating Role of Self-Efficacy,” Work & Stress, 23(4), pp.313-329. [https://doi.org/10.1080/02678370903385106]
• Paik, Y., and Y. Im.(2018), “Leadership and Time - A Comprehensive Review,” The Korean Leadership Review, 10(1), pp.3-27. [https://doi.org/10.22243/tklq.2018.10.1.3]
• Parker, L. E.(1993), “When to Fix It and When to Leave: Relationships among Perceived Control, Self-efficacy, Dissent, and Exit,” Journal of Applied Psychology, 78(6), pp.949-959. [https://doi.org/10.1037/0021-9010.78.6.949]
• Pinder, C. C., and K. P. Harlos.(2001), “Employee Silence: Quiescence and Acquiescence as Responses to Perceived Injustice,” Research in Personnel and Human Resources Management, 20, pp.331-369. [https://doi.org/10.1016/S0742-7301(01)20007-3]
• Qian, J., B. Song, Z. Jin, B. Wang, and H. Chen. (2018), “Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-seeking,” Frontiers in Psychology, 9, pp.1-11. [https://doi.org/10.3389/fpsyg.2018.02025]
• Raub, S., and C. Robert.(2010), “Differential Effects of Empowering Leadership on In-Role and Extra-Role Employee Behaviors: Exploring the Role of Psychological Empowerment and Power Values,” Human Relation, 63(11), pp.1743-1770. [https://doi.org/10.1177/0018726710365092]
• Roediger, H. L., M. L. Meade, and E. T. Bergman. (2001), “Social Contagion of Memory,” Psychonomic Bulletin & Review, 8(2), pp.365-371. [https://doi.org/10.3758/BF03196174]
• Sashkin, M.(1976), “Changing toward Participative Management Approaches: A Model and Methods,” The Academy of Management Review, 1(3), pp.75-86. [https://doi.org/10.5465/amr.1976.4400820]
• Saunders, D. M., B. H. Shepard, V. Knight, and J. Roth.(1992), “Employee Voice to Supervisors,” Employee Responsibilities and Rights Journal, 5, pp.241-259. [https://doi.org/10.1007/BF01385051]
• Schneider, R. J., and L. M Hough.(1995), “Personality and Industrial/Organizational Psychology,” International Review of Industrial and Organizational Psychology, 10, pp.75-130.
• Scott, S. G., and R. A. Bruce.(1994), “Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace,” The Academy of Management Journal, 37(3), pp.1442-1465. [https://doi.org/10.2307/256701]
• Seibert, S. E., J. M. Crant, and M. L. Kraimer. (1999), “Proactive Personality and Career Success,” Journal of Applied Psychology, 84(3), pp.416-427. [https://doi.org/10.1037/0021-9010.84.3.416]
• Seibert, S. E., M. L. Kraimer, and J. M. Crant. (2001), “What Do Proactive People Do? A Longitudinal Model Linking Proactive Personality and Career Success,” Personnel Psychology, 54(4), pp.845-874. [https://doi.org/10.1111/j.1744-6570.2001.tb00234.x]
• Spreitzer, G. M.(1995), “Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation,” The Academy of Management Journal, 38(5), pp.1442-1465. [https://doi.org/10.5465/256865]
• Srivastava, A., K. M. Bartol, and E. A. Locke. (2006), “Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance,” The Academy of Management Journal, 49(6), pp.1237-1251. [https://doi.org/10.5465/amj.2006.23478718]
• Tak, J., and J-G. Shin.(2017), “The Effects of Participative Leadership on Voice Behavior and Goal Commitment: Focusing on the Mediating Effect of Trust in Leader and Psychological Safety,” The Korean Journal of Human Resource Development Quarterly, 19(3), pp.39-72. [https://doi.org/10.18211/kjhrdq.2017.19.3.002]
• Tangirala, S., and R. Ramanujam.(2008), “Exploring Nonlinearity in Employee Voice: The Effects of Personal Control and Organizational Identification,” The Academy of Management Journal, 51(6), pp.1189-1203. [https://doi.org/10.5465/amj.2008.35732719]
• Van Dyne, L., S. Ang, and I. C. Botero.(2003), “Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs,” Journal of Management Studies, 40(6), pp.1359-1392. [https://doi.org/10.1111/1467-6486.00384]
• Waldman, D. A., G. G. Ramírez, R. J. House, and P. Puranam.(2001), “Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty,” The Academy of Management Journal, 44(1), pp.134-143. [https://doi.org/10.5465/3069341]
• Walumbwa, F. O., and J. Schaubroeck.(2009), “Leader Personality Traits and Employee Voice Behavior: Mediating Roles of Ethical Leadership and Work Group Psychological Safety,” Journal of Applied Psychology, 94(5), pp.1275-1286. [https://doi.org/10.1037/a0015848]
• Wei X., Z. X. Zhang, and X. P. Chen.(2015), “I Will Speak Up if My Voice Is Socially Desirable: A Moderated Mediating Process of Promotive versus Prohibitive Voice,” Journal of Applied Psychology, 100(5), pp.1641-1652. [https://doi.org/10.1037/a0039046]
• Westphal, J. D., and M. K. Bednar.(2005). “Pluralistic Ignorance in Corporate Boards and Firms' Strategic Persistence in Response to Low Firm Performance,” Administrative Science Quarterly, 50(2), pp.262-298. [https://doi.org/10.2189/asqu.2005.50.2.262]
• Withey, M. J., and W. H. Cooper.(1989), “Predicting Exit, Voice, Loyalty, and Neglect,” Administrative Science Quarterly, 34(4), pp.521-539. [https://doi.org/10.2307/2393565]
• Yang, D. M., H. J. Lee, and D. S. Shim.(2009), “The Influence of Psychological Safety and Trust in Supervisor on Organizational Commitment and Job Performance: Mediating Effect of Perceived Organizational Support,” The Korean Journal of Human Resource Development, 11(2), pp.179-202. [https://doi.org/10.18211/kjhrdq.2009.11.2.008]
• Ye, J-E., S-H. Chi, and H. Chin.(2013), “A Study on the Relationship between Empowering Leadership and Work Engagement - Investigating Mediating Effects of Self-Efficacy and Meaningfulness,” Korean Journal of Business Studies, 26(2). pp.435-452.
• Yu, H-S., and Hong. A-J.(2015), “Empowering Leadership on Employees’ Innovation Behavior and the Mediating Effect of Unlearning,” Journal of Competency Development & Learning, 15(2), pp.101-127.
• Yukl, G.(1994), Leadership in Organizations (3rd ed.), Prentice Hall, Englewoold Cliffs.
• Zhang, X., and K. M. Bartol(2010), “Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement,” The Academy of Management Journal, 53(1), pp.107-128. [https://doi.org/10.5465/amj.2010.48037118]