Korea Productivity Association
생산성논집, Vol.35 no.2 (2021)
서번트 리더십이 비윤리적 친조직 행동에 미치는 영향 : 일터영성의 매개효과
TServant leadership emphasizes the importance of leadership in an increasingly competitive global environment. Servant leadership is a field of leadership that is drawing attention in that the organization contributes to organizational performance by serving and serving employees. This study was conducted with the aim of examining the relationship between workplace spirituality and unethical pro-organizational behavior of the leader, and verifying the intermediary effect of workplace spirituality in the relationship between Servant leadership and unethical pro-organizational behavior. The survey was conducted on 600 employees in Korea and the results of 475 of them were analyzed. As a measurement tool, Servant leadership, workplace spirituality, and unethical pro-organizational behavior were used to analyze and utilize the statistical package SPSS 23.0. and AMOS 21. First, it was found that servant leadership had a positive significant effect on workplace spirituality. In other words, it was verified that servant leadership has a direct positive relationship to all of the sub-elements of workplace spirituality, namely, inner life, meaningful work, and sense of community. Second, it was found that servant leadership had a positive significant effect on unethical pro-organizational behavior. This was confirmed to increase the unethical pro-organizational behavior of employees through the leader's servant leadership. Third, in the relationship between workplace spirituality and unethical pro-organizational behavior, workplace spirituality showed significant results. In other words, it was confirmed that the higher the sense of the follower's inner life and meaningful work, and the sense of community with colleagues and the local community, enhances the follower's unethical pro-organizational behavior. Lastly, it was confirmed that among the three sub-dimensions of workplace spirituality, the inner life and meaningful work except for the sense of community among the three sub-dimensions of the workplace spirituality were found to have a mediating effect. In this work, the following importance can be found: First, we explained the process by which the boss's leadership of Servant influences organizational effectiveness. This study identifies the effectiveness of the Servant Leadership presented in the previous prior study by showing that organizational members bring a higher level of organizational effectiveness when influenced by Servant Leadership. Next, the servant leader, who grows and develops followers' capabilities through understanding and adapting to environmental change, explained the theoretical process of contributing to the achievement of organizational goals by presenting a vision to employees and increasing trust with them. Secondly, we present theoretical implications for unethical pro-organizational behavior. The study focused on the process of why organizational members become immersed in unethical pro-organizational behavior, along with ethical results from previous studies, confirming that positive social exchange relationships and organizational identification motivate organizational members to act unethical to benefit the organization. We intends to present practical implications to corporate CEOs and human resource managers as follows: First of all, there is a positive relationship between servant leadership and workplace spirituality, so it is necessary to increase servant leadership to increase workplace spirituality that can increase the intrinsic motivation and work immersion of organizational members. Second, workplace spirituality can have positive effects such as loyalty or attachment to the organization through internal motivation, so the organization needs to train employees to understand the positive aspects of workplace spirituality. Thirdly, it is a management of unethical pro-organizational behavior. Unethical pro-organizational behavior is unethical in terms of 'pro-organizational', which in turn can greatly harm the organization's reputation and sustainability, which is dangerous. Therefore, it is important to understand what motivates employees to participate in unethical pro-organizational behavior, as well as to reduce and eliminate unethical pro-organizational behavior. To this end, ethical behavior should be encouraged, managers should not only maintain an appropriate balance between financial benefits and ethical standards through evaluation and promotion systems, but also reduce unethical pro-organizational behavior through performance evaluations or links to salaries. It is necessary to raise awareness of this by highlighting issues of unethical pro-organizational behavior toward organizations or employees through ethical training programs.