윤리적 리더십이 비윤리 친조직행동에 미치는 영향:공공조직 구성원 조직청렴 인식의 매개효과를 중심으로

초록

This study examines the effect of ethical leadership on unethical pro-organizational behavior in public organizations and empirically tests the mediating role of employees’ perceived organizational integrity. Survey data were collected from members working in public institutions, and the hypotheses were tested using structural equation modeling and bootstrapping. The results show that ethical leadership has a significant positive effect on perceived organizational integrity, while perceived organizational integrity have a significant negative effect on unethical pro-organizational behavior. On the other hand, ethical leadership had a significant positive direct effect on unethical pro-organizational behavior, indicating a competitive mediation effect that contrasts with the negative indirect effect through perceived organizational integrity. These findings suggest that, in public organizations, ethical leadership alone possesses a paradoxical nature that may actually stimulate employees' unethical pro-organizational behavior (e.g., blind loyalty). However, such behavior can be effectively suppressed when firmly mediated by perceived organizational integrity. This study provides an original theoretical contribution by identifying the competitive mediation structure—operating in opposite directions—in the relationship between ethical leadership and unethical pro-organizational behavior. It also offers practical implications by emphasizing that ethics management and integrity policies in public organizations should not rely solely on strengthening the morality of individualleaders, but must necessarily be accompanied by the enhancement of perceived organizational integrity across the entire organization.

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