earticle

영어

Satisfying not only rapid social changes caused by the fourth industrial revolution but also customers' needs is what determines the survival of the organization. Therefore, all organizations have focused on achieving founding objectives and improving their quality of services based on superiors' leadership and cooperative behavior of individual of organization. Public organizations are also paying attention to how they should lead their members and manage their organizations to increase their superiors' leadership and credibility and improve organizational justice, thus reducing the negative deviance of their members. The purpose of this study was to verify how transactional leadership contributes to the founding objectives and mission achievement by reducing deviance behavior of members. In the case of public organizations, transactional leadership is more effective( Muller & Turner, 2010)considering their organizations’ characters such as long-term contract and a stable business structure that is performed exclusively by the law, pushing for minor improvements rather than making significant changes to existing projects through the leadership of their superiors. Based on this, the relationship between interpersonal deviant behavior, organizational justice and trust in leaders was verified. Transactional leadership has a strong influence on the interpersonal side and many researchers have focused on the interpersonal deviant behavior(Bensimon, 1994), so the analysis based on this analysis shows significant results in the interpersonal deviant behavior reflecting the various characteristics of public organizations. In addition, distributive and procedural justice have shown a relationship in which both situational compensation is significant, but management of passive and active exceptions is not significant in distributive justice. In public organizations, even though the annual salary system is implemented, the salary table remains clear and objective, and thus is considered the result of a higher interest in the process than the distribution. In summary, the results of the study are as follows. First, transactional leadership has a negative influence on deviant behavior. Second, organizational justice is mediated when transactional leadership has a negative impact on deviant behavior. Third, organizational justice has a negative effect on deviant behavior. The assumption was made that the impact of organizational justice was higher than before when trust in leaders had been put into the company, the survey respondents' work environment and functions of the institution differed, so additional analysis was conducted to distinguish the types of adjustment effects, which were valid for public corporations but did not have any valid meaning for quasi-government organizations. Fourth, in the verification of mediated-moderating effect, only the active exception management-not situational compensation- produced significant results. First of all, the theoretical aspects of this point are that the results of a prior researcher's research, who confirmed that transactional leadership has a negative influence on the interpersonal deviant behavior, such as the transformative leadership, were expanded to the public organizations to verify the effect of organizational justice and interpersonal deviant behavior, and the effect of controlling leader trust in the relationship between organizational justice and interpersonal deviant behaviors was valid and not shown by the quasi-government organizations. As social capital in the workplace, such as trust in leaders, is important in practice, it is necessary to strengthen a mentoring system and a communication enhancement program, establish and operate an organizational system where performance, compensation and punishment can be combined, In the public organizations, interpersonal deviant behavior is one of important the factors, so it is required to implement a prevention program. It also shows that an effort to strengthen trust should be preceded because interpersonal deviant behavior is increased in the group with low trust in leaders when organizational justice has been enhanced The limitations of this study are that the number of survey targets of public organizations was only 10 and that the conclusion of this study could not be resolved through cross-sectional analysis. In future studies, it is necessary to supplement and study these problems.

한국어

본 연구는 공공기관에서 리더의 거래적 리더십이 구성원의 대인 일탈행동에 미치는 영향과 조직공정성의 매개효 과 및 상사신뢰의 조절효과를 규명하고자 했다. 이를 통해 리더의 거래적 리더십이 어떠한 경로를 통해 조직 구성 원의 대인 일탈행동을 감소시키는지 확인했다. 공공기관의 경쟁력을 높이는 데 있어 관리자의 리더십은 구성원의 조직몰입을 강화하고 일탈행동을 감소시키는 주요한 요소이나, 거래적 리더십의 영향 관계를 주제로 논의한 연구는 미흡했다. 따라서 연구를 통해 리더의 거래적 리더십과 구성원의 대인 일탈행동 관계에서 조직공정성의 매개효과를 검증하고자 하였으며, 상사신뢰에 따른 변화를 검증함으로써 거래적 리더십 관련 연구의 이론적 확장은 물론 구성 원 대인 일탈행동 등 구성원의 부정적인 태도를 유발하는 선행요인을 확인하고자 했다. 연구대상은 공기업 4개, 준정부기관 6개 총 10개 기관 450명을 대상으로 2019년 1월부터 2월까지 대면 및 서 면형식으로 설문을 진행하였고 최종적으로는 373(공기업 110부, 준정부기관 227부)부를 활용하였다. 분석은 요인분 석(CFA), 상관관계, 회귀분석 순으로 이루어졌으며 조절된 매개효과를 확인하기 위하여 SPSS Process를 활용했다. 가설 검증 결과 첫째, 리더의 거래적 리더십은 구성원의 대인 일탈행동에 부(-)의 영향을 미치는 것으로 나타났 다. 둘째, 거래적 리더십이 일탈행동에 부(-)의 영향을 줄 때 조직공정성의 매개효과가 나타났다. 셋째, 공기업에서 의 상사 신뢰가 조직공정성과 대인 일탈행동 관계에서 조 효과가 있는 것을 확인했다. 본 연구는 공공기관에서의 거래적 리더십과 조직공정성이 구성원의 대인 일탈행동을 감소시킨다는 것을 확인했 으며, 상사 신뢰가 조직공정성과 연계해 구성원의 부정적인 행동을 감소하는 중요한 변수임을 밝혀냈다. 또한 상사 신뢰가 낮은 집단은 조직공정성을 강화하면 대인 일탈행동이 오히려 증가하는 것으로 나타났으며, 이것은 상사 신 뢰가 낮은 경우, 먼저 신뢰를 높이는 노력이 선행되어야 구성원의 일탈을 막을 수 있다는 결과로 공공기관 정책 수 립에 시사점을 준다.