코칭리더십과 혁신행동의 관계에서 조직신뢰의 매개효과와 권력거리성향의 조절된 매개효과
The effect of Coaching Leadership on Organizational Trust and Innovative Behavior: Moderated Mediation by Power Distance Orientation
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초록
본 연구의 목적은 코칭리더십이 조직신뢰와 혁신행동에 미치는 영향과 권력거리성향의 수준에 따라 그 양상이 달라지는 것을 밝히는데 있다. 이에 따라 코칭리더십과 혁신행동의 관계를 살펴보았고 코칭리더십이 혁신행동에 미치는 영향에 있어서 조직신뢰의 매개효과를 확인하였다. 그리고 조직신뢰가 혁신행동에 영향을 미치는데 있어 권력거리성향의 조절효과를 확인하였다. 마지막으로, 코칭리더십과 혁신행동의 관계를 조직신뢰가 매개하는데 있어 권력거리성향의 조절된 매개효과를 검증하였다. 이를 위해 국내의 인터넷 설문조사 업체 엠브레인을 통해 국내 직장인 697명의 자료를 수집하였다. 연구결과, 코칭리더십과 혁신행동 간의 관계를 조직신뢰가 유의미하게 매개하여 부분매개효과가 있는 것으로 검증되었다. 권력거리성향의 조절효과와 조절된 매개효과 또한 모두 유의미한 것으로 나타났다. 조직신뢰가 낮은 수준에서는 권력거리성향이 낮은 구성원이 권력거리성향이 높은 구성원보다 혁신행동을 더욱 많이 했지만, 조직신뢰가 높은 수준에서는 그 차이가 유의미하게 준 것으로 확인됐다. 마지막으로, 본 연구에서는 이러한 연구결과를 통해 나온 실무적 시사점, 한계점 및 추후 연구의 제언을 논의하였다.
Abstract
The purpose of this study is to reveal the effect of coaching leadership on organizational trust and innovative behavior depending on the level of power distance orientation. Specifically, the relationship between coaching leadership and innovative behavior was examined and the mediating effect of organizational trust was identified in the effect of coaching leadership on innovative behavior. In addition, this study examined a moderating effect of power distance orientation on the relationship between organizational trust and innovative behavior Finally, the relationship between coaching leadership and innovative behavior is verified by the moderated mediating effect of power distance orientation in the mediation of organizational trust. For this purpose, data from 697 Korean workers were collected through Embrain, an Internet survey company in Korea. According to the research, the relationship between coaching leadership and innovative behavior has been proven to have a partial mediating effect significantly by organizational trust. The moderating effect of the power distance orientation and the moderated mediating effect were also both significant. Employees with lower organizational turst and lower power distance orientation tended to innovate more than employees with higher power distance orientation, but the difference was found to have been decreased significantly at a higher level of organizational trust. Finally, we discussed practical implications, limitations, and future research.
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