The impact of self-leadership on deviant behavior of shipbuilding production workers: Mediating effect of self-efficacy and job satisfaction

The impact of self-leadership of production workers in the shipbuilding industry on deviant behavior through self-efficacy and job satisfaction was analyzed. A PROCESS macro parallel multiple mediation model was used using a total of 336 questionnaires collected from production workers working at HJ Heavy Industries and its in-house partner companies. As a result of the study, self-leadership had a positive effect on self-efficacy and job satisfaction, and self-efficacy had a positive effect on deviant behavior. As a result, self-leadership had a positive effect on deviant behavior through self-efficacy. The implications of this study are that in order to reduce deviant behavior, self-leadership, which involves organizing and executing one's own actions well to achieve a goal, strengthens self-efficacy, which is an internal reward of feeling happy about one's work, and reduces deviant behavior among shipbuilding production workers. This means that behavior can be reduced. Therefore, although various company-level external rewards are important to increase job satisfaction, motivating shipbuilding production workers to set and execute their own goals and receive rewards through them can increase self-leadership. Leadership can increase self-efficacy, which is a sense of accomplishment in one's role, and through this, reduce deviant behavior.