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임파워링 리더십이 조직구성원의 직무열의와 직무만족에 미치는 영향: 행동적 진실성의 조절효과를 중심으로

The Effect of Empowering Leadership on Employee’s Work Engagement and Job Satisfaction: Moderating Effect of Behavioral Integrity

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초록

본 연구는 자기결정이론을 바탕으로 상사의 임파워링 리더십이 조직구성원의 직무열의와 직무만족에 미치는 영향력을 분석함으로써 임파워링 리더십의 효과를 검증하는 것을 목적으로 한다. 또한, 상사가 임파워링 리더십을 발휘함에 있어서 행동적 진실성이 수반될 때 조직구성원의 직무열의와 직무만족에 미치는 긍정적 영향력이 더욱 강해지는지 확인함으로써 임파워링 리더십과 행동적 진실성의 상호작용 효과를 검증하고자 하였다. 온라인 설문조사를 통해 수집한 40대 이하 직장인 289명의 데이터를 활용하여 임파워링 리더십, 직무열의, 직무만족 간의 인과관계를 확인하였고, 행동적 진실성에 따라 집단을 나눈 후 다집단 경로분석을 실시하였다. 연구결과를 요약하면 다음과 같다. 첫째, 임파워링 리더십을 발휘하는 리더는 조직구성원들의 직무만족과 직무열의를 향상시켰다. 둘째, 임파워링 리더십이 조직구성원의 직무만족에 영향을 미침에 있어서 직무열의가 부분매개 역할을 하는 것으로 나타났다. 셋째, 행동적 진실성은 임파워링 리더십이 직무만족에 미치는 영향력을 조절하지 못하는 것으로 나타났다. 넷째, 행동적 진실성은 임파워링 리더십과 직무열의 간의 관계를 조절하는 것으로 확인되었다. 구체적으로, 행동적 진실성이 높은 집단에서 임파워링 리더십은 직무열의를 유의하게 향상시켰지만, 행동적 진실성이 낮은 집단에서 임파워링 리더십은 직무열의에 유의한 영향을 미치지 못하였다. 이러한 결과를 통해 본 연구는 다음과 같은 시사점을 제공한다. 첫째, 상사가 임파워링 리더십을 발휘하면 조직구성원은 자신에게 부여된 권한과 책임, 자율성을 기반으로 업무수행 과정에서 직무열의와 직무만족의 향상을 경험한다. 따라서 기업은 관리자 계층의 임파워링 리더십을 강화하여 직원들의 직무열의와 직무만족을 높이는 기반으로 삼을 필요가 있다. 둘째, 행동적 진실성은 상사의 임파워링 리더십 효과성을 증대시키는 요인임이 밝혀졌다. 따라서 실무자들은 조직이 추구하는 가치를 구성원 개인이 내면화할 수 있는 다양한 방법을 고민하고 실천해야 할 것이다. 마지막으로 본 연구의 한계점을 논의하고 향후 연구방향을 제시하였다.

Abstract

In a view of rapidly changing business environment, the success and competing power of organizations depend on committed, highly motivated and satisfied human resources. Empowerment is mainly concerned with establishing and building trust between management and employees, and motivating their participation. Also, behavioral integrity emphasizing on the characteristics of effective leaders has shown as direct action that strengthens positive consequences in organizations. However, research regarding behavioral integrity is very limited. Based on the Self-determination Theory, this paper investigates the effect of empowering leadership on employee’s job satisfaction and work engagement. Multi-group analysis based on behavioral integrity is also analyzed. An online survey was conducted and 298 employees’ data were collected. Using structural equation modeling, results suggest as follows. First, empowering leadership had a positive effect on individual’s job satisfaction mediated by their work engagement. Second, the result of the multi-group analysis showed that the effect of empowering leadership on work engagement is stronger in the group with high behavioral integrity. Contrary to the prediction, the result doesn't support the moderating effect on job satisfaction. These findings contribute to our understanding of empowering leadership process. Based on the results, several theoretical and managerial implications are discussed.

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