착취적 리더십이 베이커리 카페 종사원의 조직시민행동에 미치는 영향

Abstract

This study aims to empirically examine the effect of exploitative leadership on organizational citizenship behavior (OCB), while identifying the mediating role of organizational silence—specifically acquiescent silence—and the moderating role of task visibility. Focusing particularly on two dimensions of exploitative leadership—genuine egoistic behavior and taking credit for subordinates’ work—the study explores how such destructive leadership behaviors induce employees psychological withdrawal, which in turn suppresses their voluntary and constructive behaviors within the organization. This focus reflects a growing need to understand the nuanced mechanisms through which negative leadership behaviors shape employee attitudes, especially in emotionally demanding service environments. The study was conducted among employees working in the bakery industry, using an online survey method. A non-probability convenience sampling method was employed, and a total of 400 questionnaires were distributed. After excluding incomplete or untrustworthy responses, 374 valid responses were used for the final analysis. The survey instruments were adapted from established scales in prior studies and were verified through a pilot test to ensure reliability and validity. Data analysis was conducted using SPSS 27.0 and Structural Equation Modeling (SEM), and moderated mediation analysis was carried out using the PROCESS macro. This methodological approach not only ensures statistical rigor but also enables a deeper understanding of conditional indirect effects. The empirical findings revealed that exploitative leadership had a significant negative effect on OCB, and this relationship was significantly mediated by acquiescent silence. In other words, leaders’ self-serving and unfair behavior led employees to experience helplessness and psychological withdrawal, which ultimately suppressed their willingness to engage in voluntary organizational behaviors. Furthermore, task visibility was found to moderate this mediating effect. Specifically, when task visibility was high, it buffered the impact of exploitative leadership on silence, thereby alleviating its negative effect on These findings offer several theoretical, practical, and policy-related implications. Theoretically, the study provides empirical evidence for the mechanisms through which exploitative leadership affects employee behavior, applying frameworks such as Social Exchange Theory and Conservation of Resources Theory. It emphasizes that silence is not merely passive withdrawal but a strategic and intentional response shaped by the organizational environment. Practically, the study suggests that leadership evaluation and development programs must consider employees' psychological reactions, and that enhancing task visibility through transparent and fair work structures can help reduce silence and promote OCB. From a policy perspective, the study calls for organizational ethics policies that address not only overtly abusive behaviors but also covert and manipulative forms of exploitative leadership, thereby fostering a healthier and more participatory workplace culture. Keywords: Bakery Cafe, Exploitative Leadership, Organizational Silence, Organizational Citizenship Behavior, Task Visibility