CAJ | 학술논문

以员工感知的领导避免公开批评员工这种建设性批评对领导下属交换的影响为研究对象，基于领导下属交换理论，以主管忠诚为中介变量，以员工自尊为调节变量，构建避免公开批评员工对领导下属交换的影响模型。通过对经历过领导批评的员工进行网络问卷调查，利用回归分析方法，研究员工感知的领导避免公开批评员工行为、主管忠诚、自尊以及领导下属交换之间的关系。研究结果表明，员工感知的领导避免公开批评员工的行为与主管忠诚中的对主管的奉献、对主管的额外努力和主管价值观的内化显著正相关，主管忠诚与领导下属交换显著正相关；但员工自尊会调节其感知的领导避免公开批评员工与对主管的奉献、对主管的额外努力和主管价值观的内化的关系，只有对低自尊员工感知的领导避免公开批评员工行为才与其对主管的奉献、对主管的额外努力和主管价值观的内化有显著正向关系，而高自尊员工感知的领导避免公开批评员工行为与其对主管的奉献、对主管的额外努力和主管价值观的内化关系不显著。说明领导避免公开批评员工这种建设性批评并不总能促进领导与员工关系的改善，但避免公开批评员工仍是最佳的管理实践选择。研究结论有助于深入了解建设性批评的影响机制及其限制条件，对业界和学术界均具有重要理论和实践意义。
이원공감지적령도피면공개비평원공저충건설성비평대령도하속교환적영향위연구대상，기우령도하속교환이론，이주관충성위중개변량，이원공자존위조절변량，구건피면공개비평원공대령도하속교환적영향모형。통과대경력과령도비평적원공진행망락문권조사，이용회귀분석방법，연구원공감지적령도피면공개비평원공행위、주관충성、자존이급령도하속교환지간적관계。연구결과표명，원공감지적령도피면공개비평원공적행위여주관충성중적대주관적봉헌、대주관적액외노력화주관개치관적내화현저정상관，주관충성여령도하속교환현저정상관；단원공자존회조절기감지적령도피면공개비평원공여대주관적봉헌、대주관적액외노력화주관개치관적내화적관계，지유대저자존원공감지적령도피면공개비평원공행위재여기대주관적봉헌、대주관적액외노력화주관개치관적내화유현저정향관계，이고자존원공감지적령도피면공개비평원공행위여기대주관적봉헌、대주관적액외노력화주관개치관적내화관계불현저。설명령도피면공개비평원공저충건설성비평병불총능촉진령도여원공관계적개선，단피면공개비평원공잉시최가적관리실천선택。연구결론유조우심입료해건설성비평적영향궤제급기한제조건，대업계화학술계균구유중요이론화실천의의。
This study examines the effects of the subordinates＇ perception of their leaders＇ avoiding criticizing them publicly which is one kind of constructive criticism on leader-member exchange （LMX）. Based on LMX theory, this study uses loyalty to super- visor as the mediator and employees＇ self-esteem as the moderator, this study used an online survey to collect data from employ- ees who experience leaders＇ criticism. The relationship among the subordinates＇ perception of their leaders＇ avoiding criticizing them publicly, loyalty to supervisor and LMX is tested by employing regression method. Results indicate that the subordinates＇ perception of their leaders＇ avoiding criticizing them publicly is positively correlated with their dedication to supervisor, extra ef- fort for supervisor and internalization of supervisor＇s values. And loyalty to supervisor is positively correlated with LMX. The moderating effects of subordinates＇ self-esteem between subordinates＇ perception of their leaders＇ avoiding criticizing them public- ly and their dedication to supervisor, extra effort for supervisor and intemalization of supervisor＇s values are supported separately. Only tbr those low self-esteem subordinates, the positive effects of subordinates＇ perception of their leaders＇ avoiding criticizing them publicly on loyalty to supervisor is significant, but for those high self-esteem ones, the effect is not significant. The findings indicate that this form of constructive criticism could not always improve LMX. But it＇s still the best choice tor managerial implication. The study improves the understanding of the mechanism and constrains of constructive criticism, which will contribute to both theoretical development and practical implications.