조직 내 정치 문화와 리더의 정치 전술에 대한 직원 인식이 리더의 신뢰성에 대한 인식 변화에 미치는 영향

Abstract

This study integrates attribution theory and target-observer differences with
 a social information processing perspective to investigate how political perceptions
 that are organizational culture-related versus supervisor-specific (in the
 form of upward and supervisor-focused ingratiation tactics) interact to influence
 subordinates’ perceptions of their leader’s trustworthiness. Using a latent moderated
 structural (LMS) approach with a two-wave panel of 607 individuals,
 this study found that subordinates’ perceptions of leaders’ upward ingratiation
 tactics (Time 1) attenuated positive changes in their perceptions of the three
 attributes of leader trustworthiness (ability, benevolence, and integrity) from
 Time 1 to Time 2. However, when perceptions of leaders’ upward ingratiation
 tactics were high and present within an organizational culture perceived as
 highly political, the opposite was true; there was a strong positive relationship
 between perceived leader trustworthiness (integrity) at Time 1 and positive
 changes in perceived leader trustworthiness. Conversely, when perceptions
 of leaders’ upward ingratiation tactics were low in highly political contexts,
 there was a strong negative relationship between perceived leader trustworthiness
 (integrity) at Time 1 and positive changes in perceived leader
 trustworthiness. These findings reveal unintended effects of the fit between
 two observed political contextual factors (leader ingratiation behavior and
 organizational politics) on employees’ changing perceptions of leader
 trustworthiness.