커피전문점 점장의 공감 리더십과 리더-구성원 교환관계(LMX), 혁신행동 간의 관계
The Relationship Between Coffee Shop Managers’ Empathetic Leadership, Leader-Member Exchange(LMX), and Innovation Behavior
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초록
The purpose of this study is to identify the influence relationship between variables by applying empathic leadership and Leader-Member Exchange(LMS) as antecedents that promote innovative behavior of coffee shop employees. The coffee shop subject to the study was Starbucks, which is the number one coffee shop brand in Korea in terms of sales and operates 1,937 stores as direct management store. For data collection, samples were selected by selecting employees in the barista and supervisor positions who had been working for more than 3 months through a preliminary questionnaire. The survey was conducted as an on-site survey for 61 days from October 1 to November 30, 2024, and 224 valid questionnaires were ultimately used for analysis. The data analysis methods used were confirmatory factor analysis, correlation analysis, and structural equation modeling. The analysis results showed that empathic leadership had a positive effect on LMX and innovative behavior, and LMS improved innovative behavior. This study has academic significance in that it confirmed the role of empathic leadership and LMX as antecedent factors of innovative behavior. In addition, practical implications for strengthening empathic leadership and LMX were presented.
Abstract
The purpose of this study is to identify the influence relationship between variables by applying empathic leadership and Leader-Member Exchange(LMS) as antecedents that promote innovative behavior of coffee shop employees. The coffee shop subject to the study was Starbucks, which is the number one coffee shop brand in Korea in terms of sales and operates 1,937 stores as direct management store. For data collection, samples were selected by selecting employees in the barista and supervisor positions who had been working for more than 3 months through a preliminary questionnaire. The survey was conducted as an on-site survey for 61 days from October 1 to November 30, 2024, and 224 valid questionnaires were ultimately used for analysis. The data analysis methods used were confirmatory factor analysis, correlation analysis, and structural equation modeling. The analysis results showed that empathic leadership had a positive effect on LMX and innovative behavior, and LMS improved innovative behavior. This study has academic significance in that it confirmed the role of empathic leadership and LMX as antecedent factors of innovative behavior. In addition, practical implications for strengthening empathic leadership and LMX were presented.