리더의 임파워링 행동이 직무 열의에 미치는 영향: 직무 개선(job crafting)의 매개효과와 핵심자기평가 및 개인-직무 부합의 조절효과
The Effect of Leader Empowering Behavior on Work Engagement: The Mediating Role of Job Crafting and Moderating Effects of Core-Self Evaluation and Person-Job Fit
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초록
본 연구는 직무 개선을 중심으로 하여, 리더의 임파워링 행동이 직무 열의에 미치는 영향을 검증하는데 목적이 있다. 구체적으로 첫째, 리더의 임파워링 행동과 직무 개선 및 직무 열의 간 관계에 대해서 살펴보았다. 둘째, 리더의 임파워링 행동이 직무 열의에 미치는 영향에서 직무 개선의 매개효과를 확인하였다. 마지막으로 리더의 임파워링 행동과 직무 개선에 있어서 부하의 핵심자기평가의 조절효과 및 직무 개선과 직무 열의 간의 관계에 있어 부하의 개인-직무 부합 지각의 조절효과를 검증하였다. 이를 위해, 국내 다양한 기업에 종사하고 있는 350명의 종업원을 대상으로 온라인 설문조사를 실시하여 자료를 수집하였다. 연구결과, 직무 개선은 리더의 임파워링 행동 및 직무 열의와 정적인 관련이 있었으며, 또한 직무 개선은 리더의 임파워링 행동과 직무 열의 간 관계를 부분 매개하는 것으로 나타났다. 부하의 개인-직무 부합 지각 수준이 높을 때보다 낮을 때 직무 개선이 직무 열의에 미치는 영향이 더 강하게 나타나, 개인-직무 부합이 두 변인 간의 관계를 조절하는 것으로 나타났다. 연구결과를 바탕으로 본 연구의 학문적 의의, 실무적 시사점, 제한점 및 향후 연구과제에 대해 논의하였다.
Abstract
The purpose of this study was to examine the relationships among leader empowering behavior, job crafting and work engagement. Specially, this study investigated not only the influence of leader empowering behavior on job crafting and work engagement that is mediated by job crafting but also the moderating effects of core-self evaluation and person-job fit on the relationships between leader empowering behavior and job crafting and between job crafting and work engagement. Data were collected among 312 korean employees who were working in various organization via online survey. Online survey was conducted by 312 korean employees who were working in various organizations. First, correlation analyses were conducted and the results showed that there were positive relationship among main variables such as leader empowering behavior, job crafting, work engagement and etc.. Second, the results of structural equitation modeling analyses offered strong support for the proposed model(partial mediation model). Employees who were empowered by leader were most likely to craft their job, relationship and cognitive boundary and boost work engagement; job crafting, in turn, was predictive of work engagement. Third the results of hierarchial regression analyses showed that core-self evaluation did not moderate the relationship between leader empowering behavior and job crafting. However, there was a moderation effect of person-job fit on the relationship between job crating and work engagement. Employees who did job crafting had a greater impact on work engagement under the low person-job fit situation than the high fit situation. The implications and limitations of this study and the directions for future research were discussed on the basis of the results.
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