부하가 인식하는 리더의 경력발전 기회, 성과압박, 도전 및 방해 지각, 공정성이 리더십 기피에 미치는 영향

초록

Leadership avoidance is an increasingly prevalent phenomenon, and under standing its antecedents has become both theoretically and practically important for organizations seeking to sustain effective leadership pipelines. This study investigates the factors driving followers’ reluctance to lead by applying the job demands-resources (JD-R) model and cognitive appraisal theory. Using a three-wave survey of 300 South Korean full-time employees, we examined the indirect effect of leaders’ career development opportunities and performance pressure on followers’ reluctance to lead through challenge and hindrance appraisals. We further explored the moderating roles of procedural and distrib utive justice as key organizational resources. The results revealed that followers’ perceptions of leaders’ career development opportunities were negatively related to their reluctance to lead through increased challenge appraisal, whereas followers’ perceptions of leaders’ performance pressure was positively related to their reluctance to lead through heightened hindrance appraisal. As expected, procedural justice strengthened the positive relationship between followers’ perceptions of leaders’ career development opportunities and challenge appraisal and its indirect negative effect on their reluctance to lead. Contrary to our predictions, distributive justice failed to moderate the relationship between job resources/demands and challenge/hindrance appraisals. This study contrib utes to the leadership literature by offering a comprehensive theoretical frame work disentangling followers’ leadership avoidance through job characteristics and cognitive appraisal processes. It extends prior research by focusing on non-managerial employees’ reluctance to lead and identifying factors that shape leadership-related perceptions from JD-R and cognitive appraisal perspectives.

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