ScholarWorks@숙명여자대학교

초록

This study investigates the antecedents of leadership avoidance—the psychological tendency to perceive leadership roles as burdensome—by integrating organizational, job-related, and individual factors through the lens of "leader phobia." Using a sample of 600 private-sector employees in South Korea, the study employed hierarchical regression analysis to examine the relative influence of key variables. The results reveal that lack of rewards/support, role stress (ambiguity and overload), and individual traits (uncertainty avoidance and security orientation) significantly drive leadership avoidance. Notably, uncertainty avoidance was identified as the most critical predictor across all models, and these effects remained consistent regardless of prior leadership experience. Practical implications suggest that to mitigate "leader phobia," organizations must move beyond simple training and instead focus on establishing fair reward systems, clarifying role boundaries, and managing workload. Furthermore, leadership development strategies should be tailored to individual differences in uncertainty avoidance to effectively encourage members to embrace leadership roles.

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