전제적 리더십이 과업성과와 창의성에 미치는 영향 - 심리적 주인의식의 매개역할 -

Abstract

Currently the world is in an unexpected COVID-19 pandemic. As a result of this, as telecommuting and non-face-to-face work become more common in the workplace, It is required to have leadership capabilities of leaders to maintain the psychological stability of the followers in the organization, a sense of responsibility and belonging to the organization and to be creative. However, even in the changed work environments, negative leadership issues are constantly occurring due to the coercive and unethical behavior of the leaders at work. The disruptive influence of the leader leads to destruction of work performance and organizational culture of not only individuals but also the organization as a whole, and it also has a great impact on society. This study investigate the negative effects of the destructive and unethical despotic leadership of hierarchical leaders that hinder follower's task performance and creativity in organization and also investigate the mediating effect of psychological ownership in this process. As a result of analyzing a questionnaire collected from a total of 211 dyds of subordinates and their direct leaders samples of army officials(officers and enlisted officers) the leader’s despotic leadership has a negative(-) effect to the psychological ownership of the members. It was found that the psychological ownership mediates the relationship between despotic leadership and task performance and creativity. The results of this study show that the leader's despotic leadership behavior is a destructive factor that hinders the psychological ownership of members in the organization and the psychological ownership plays an important mediating role in linking the leader's despotic leadership behavior that hinders follower’s task performance and creativity. This study broadened the scope of understanding about the negative effects of despotic leadership through the first empirical study in Korea on despotic leadership which has not been studied much in academia. The area of negative leadership research in a different perspective from the traditional leadership research in which the positive leadership of leaders is the mainstream was expanded. We examined how despotic leader behavior affects follower psychological ownership, and how their work performance and subordinate's creativity are affected. It provides practical implications for what negative leadership needs to be suppressed or eliminated in the workplace. It is proposing implications for how to develop leadership capabilities and what to educate and train for organizational managers seeking sustainability and prosperity. Finally, the limitations of this study and future research directions were discussed.