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상사-부하의 일가치 일치성, 상사-부하가 상호인식하는 LMX의 질이 부하의 정서적 몰입과 이직의도에 미치는 영향

The Effects of leader–member perception of LMX quality: Examination of the role of work value congruence and the relationship with member’s affective commitment and turnover intention

서용원|라윤정
한국산업및조직심리학회 (Korean Society for Industrial and Organizational Psychology)|2021.11|한국심리학회지: 산업 및 조직 (Korean Journal of Industrial and Organizational Psychology)|제34권 제4호|pp. 805-839|DOI https://doi.org/10.24230/kjiop.v34i4.805-839

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참고문헌

키워드

이직의도Turnover intention정서적 몰입Affective commitment다층 분석Multi-level analysis일가치(직업가치) 일치성상호인식 LMX상사기반 LMX차별화Work value congruenceLeader-follower mutual perceptions of LMXLMX agreementSLMX differentiation
주제분류심리과학

초록

LMX를 부하관점에서만 바라보던 대부분의 기존 연구와는 달리 본 연구의 목적은 상사-부하 양자가 인식하는 LMX를 중심으로 상사-부하의 일가치 일치성이 상호인식LMX에 미치는 영향과 이러한 상호인식 LMX가 부하의 정서적 몰입을 거쳐 이직의도에 미치는 영향을 확인하는데 있다. 더불어, 상사-부하의 상호인식LMX의 형성과 조직 결과에 영향을 미치는 과정에서 조직문화와 상사의 LMX차별화의 교차수준 상호작용효과를 확인하는 것이다. 연구를 위해 다양한 기업의 직원들에게 설문하였고, 최종적으로 19개 기업, 60 팀, 266쌍의 리더-구성원 응답이 분석에 사용되었다. 분석 결과, 상사-부하의 일가치 일치성은 상호인식하는 LMX에 긍정적인 영향을 미쳤고, 이러한 관계는 성과지향 조직문화가 낮을 때 더 강화되었다. 또한, 상사-부하의 일가치 일치성은 상호인식 LMX와 정서적 몰입의 순차매개를 통해 이직의도에 영향을 미쳤다. 더불어 상호인식LMX가 정서적 몰입에 영향을 미치는 과정에서 상사기반 LMX차별화의 교차수준 상호작용효과는 90%신뢰수준에서 유의하였다. 본 연구는 상호인식LMX를 중심으로 선행 변인으로서 상사-부하의 일가치 일치성의 영향과 이와 정서적 몰입 및 이직의도를 연결하는 상호인식LMX의 매개효과를 확인하였다. 또한, 다층분석을 통해 조직문화가 상호인식 LMX형성에 영향을 미치며, 이는 상사의LMX차별화와 상호작용을 통해 부하의 정서적 몰입을 낮추고 이직의도에 영향을 미침을 밝혔다는데 의의가 있다.

Abstract

Unlike most leader-member exchange research based solely on members' perceptions, the purpose of this study is focusing on leader-follower mutual perceptions of LMX and how it is related to work value congruence and follower outcomes such as affective commitment and turnover intention. Furthermore, we consider organizational culture and LMX differentiation as contextual variables that influences an antecedent and consequence of mutual perception of LMX. For this study, survey was administered to employees of various companies, and both leader and follower reported their perceptions of LMX. We finally analyzed responses of 266 leader-member dyad from 60 teams of 19 companies. The results show that leader-follower work-value congruence positively related to LMX perceived by leader-member and the sequential mediating effect of mutual perception of LMX and affective commitment in the relationship between work value congruence and turnover intention. Especially, through multilevel analysis, we examined the cross- level moderating effects of contextual variables such as organizational culture and LMX differentiation on mutual perception of LMX. As expected, findings show that the positive relationship between work value congruence and LMX perceived by leader-member is strengthened in the low ““performance oriented”” culture compared to high performance- oriented culture. Although the result was marginally significant, we also found that the cross-level interaction effects of LMX differentiation based on leader ratings on the relationship between the leader-member mutual perception of LMX and affective commitment. This implies that high mutual perception of LMX quality increases subordinate’s affective commitment when leader’s differentiation is low, and it results in lower turnover intention.

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