리더와의 접촉빈도와 심리적 거리가 직무 디스트레스에 미치는 영향: 구성원이 인지하는 셀프리더십의 매개효과
Contact Frequency and Psychological Distance between Leaders: Job Distress and Mediation through Employees’ Perceived Self-Leadership
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Purpose – This study aims to investigate a solution to reducethe negative reactions arising from the performance of duties orthe job distress of workers in the service industry, because humanresource statistics regarding workers in the service sectorhave been unreported, while concerns regarding exposure toemotional exertion and poor working conditions have been continuouslyincreasing. Research design, data, and methodology – This study specificallyfocused on workers in highway service areas. It differsfrom previous studies because it involves the perspective of theperson-organization fit and regards workers’ cognition of leadersthrough the psychological distance toward the leader and thecontact frequency between workers and leaders within theframework of the leader-individual fit. Moreover, this study highlightsthe role of the self-leadership of workers as an importantfactor that becomes manifested in the individual-level fit to theorganization. Hence, this study investigates whether the positiverole of the above factors, in turn, could reduce job distress. Workers from highway service areas in Gyeonggi-do provinceprovided data; 141 valid questionnaires are collected. SPSS19.0 and AMOS 19.0 were used to test the reliability and validityof constructs. Simple regression, multiple regression, and 3step mediation tests were used to test the hypotheses after thecorrelation tests. Results - Results indicated that leader-member contact frequencyand psychological distance have negative effects on job distress but positive effects on self-leadership. A mediation testrevealed that self-leadership, in the relationships between contactfrequency and job distress and between psychological distanceand job distress, resulted in partial mediation and full mediation,respectively. Conclusions - The result can be understood through two differentpossible explanations. First, service area workers generallypossess a positive perspective toward their leaders. Thiscan be interpreted to mean that increased contact frequencyand psychological distance would be considered as supportsfrom the leader, rather than intrusive controls or managementschemes. Therefore, the management in highway service areasshould invest efforts in increasing contact frequency as well asmaximizing psychological similarities by adopting the viewpointsof workers in terms of moral and ethical management, to reducethe workers’ job distress. The results relating to self-leadership also indicate that increasedcontact frequency must be accompanied by intentionsfor the effective promotion of workers’ self-leadership. It alsosignifies the necessity of a strategic approach by leaders to induceworkers to perceive “in-group”ness as suggested both bythe similarity-attraction theory and by the social identity theory. In addition, the results of the mediation test of self-leadershipindicate that because workers’ self-leadership activates upon increasedcontact frequency by the leader, it should not be ameans of control and should not be utilized only from the perspectiveof management. It is also suggested that strategiessuch as transfer of authority could have a positive effect in promotingthe expansion of self-influence from workers.
Abstract
Purpose – This study aims to investigate a solution to reducethe negative reactions arising from the performance of duties orthe job distress of workers in the service industry, because humanresource statistics regarding workers in the service sectorhave been unreported, while concerns regarding exposure toemotional exertion and poor working conditions have been continuouslyincreasing. Research design, data, and methodology – This study specificallyfocused on workers in highway service areas. It differsfrom previous studies because it involves the perspective of theperson-organization fit and regards workers’ cognition of leadersthrough the psychological distance toward the leader and thecontact frequency between workers and leaders within theframework of the leader-individual fit. Moreover, this study highlightsthe role of the self-leadership of workers as an importantfactor that becomes manifested in the individual-level fit to theorganization. Hence, this study investigates whether the positiverole of the above factors, in turn, could reduce job distress. Workers from highway service areas in Gyeonggi-do provinceprovided data; 141 valid questionnaires are collected. SPSS19.0 and AMOS 19.0 were used to test the reliability and validityof constructs. Simple regression, multiple regression, and 3step mediation tests were used to test the hypotheses after thecorrelation tests. Results - Results indicated that leader-member contact frequencyand psychological distance have negative effects on job distress but positive effects on self-leadership. A mediation testrevealed that self-leadership, in the relationships between contactfrequency and job distress and between psychological distanceand job distress, resulted in partial mediation and full mediation,respectively. Conclusions - The result can be understood through two differentpossible explanations. First, service area workers generallypossess a positive perspective toward their leaders. Thiscan be interpreted to mean that increased contact frequencyand psychological distance would be considered as supportsfrom the leader, rather than intrusive controls or managementschemes. Therefore, the management in highway service areasshould invest efforts in increasing contact frequency as well asmaximizing psychological similarities by adopting the viewpointsof workers in terms of moral and ethical management, to reducethe workers’ job distress. The results relating to self-leadership also indicate that increasedcontact frequency must be accompanied by intentionsfor the effective promotion of workers’ self-leadership. It alsosignifies the necessity of a strategic approach by leaders to induceworkers to perceive “in-group”ness as suggested both bythe similarity-attraction theory and by the social identity theory. In addition, the results of the mediation test of self-leadershipindicate that because workers’ self-leadership activates upon increasedcontact frequency by the leader, it should not be ameans of control and should not be utilized only from the perspectiveof management. It is also suggested that strategiessuch as transfer of authority could have a positive effect in promotingthe expansion of self-influence from workers.
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