임파워링 리더십이 구성원의 혁신행동에 미치는 영향 - 직무열의의 매개효과와 일반적 자기효능감의 조절효과 -
The Effect of Empowering Leadership on Follower’s Innovative Behaviors - The Mediating Role of Work Engagement and the Moderating Effect of General Self-Efficacy -
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초록
본 연구는 리더의 임파워링 리더십이 부하의 직무열의를 통해 혁신행동에 미치는 영향을 확인하였다. 또한, 부하의 일반적 자기효능감이 직무열의와 혁신행동의 관계를 어떻게 조절하는지 분석하였다. 이를 통해 임파워링 리더십이 혁신행동에 미치는 영향의 메커니즘을 분석하고, 임파워링 리더십이 부하의 태도 및 행동에 미치는 효과에 영향을 미칠 수 있는 구성원의 특성적인 요인을 찾고자 하였다. 임파워링 리더십, 직무열의, 혁신행동, 일반적 자기효능감에 관한 선행연구를 바탕으로 연구모형과 가설을 설정하였으며, 육군 중대급 이하 간부들을 대상으로 설문조사를 실시하여 최종적으로 리더-부하 131쌍을 분석에 활용하였다. 분석 결과, 상사의 임파워링 리더십은 부하의 혁신행동에 정(+)적인 영향을 미쳤으며, 상사의 임파워링 리더십과 부하의 혁신행동의 관계는 부하의 직무열의에 의해 매개되었다. 또한 부하의 직무열의가 혁신행동에 미치는 정(+)적인 영향은 부하의 일반적 자기효능감에 의해 정(+)적으로 조절됨을 확인하였다. 마지막으로 상사의 임파워링 리더십이 부하의 직무열의를 매개로 혁신행동에 미치는 간접효과는 부하의 일반적 자기효능감에 의해서 조절됨이 검증되었다. 이러한 연구결과는 임파워링 리더십이 부하의 혁신행동에 미치는 영향에 대한 외적타당성을 확대하였으며, 임파워링 리더십이 부하의 혁신행동에 미치는 영향의 메커니즘을 검증하였다는데 의의가 있다. 또한 군 조직에서의 임파워링 리더십에 대한 효과성 검증을 통해 일반사회에서 효과성을 가지는 임파워링 리더십이 군 조직에도 적용 될 수 있음을 확인하였다. 그리고 부하의 혁신행동을 장려하기 위해 군 조직 관리자들이 임파워링 리더십과 직무열의에 대한 관심을 가질 필요성이 있음을 제안하였다. 끝으로 임파워링 리더십이 모든 부하에게 동일한 영향을 미치는 것이 아니라, 개인의 특성에 따라 그 효과가 강화되거나, 혹은 중화될 수 있음을 확인함으로써, 향후 연구에 대한 발전 방향을 제시하였다.
Abstract
The purpose of this study is to explore the effect of empowering leadership on follower’s innovative behaviors. This study also examined the mediating effect of job engagement on the relationship between empowering leadership and innovative behaviors. In addition, this study investigated the moderating effect of general self-efficacy of followers. More specifically it examined the moderating effect of general self-efficacy of followers on the relationship between job engagement and innovative behavior and on the indirect effect of empowering leadership on innovative behavior through job engagement. Sampling from 131 leader-follower dyad in Korean Army, the results of this study show that leaders’ empowering behaviors are positively related to innovative behaviors of followers as well as job engagement of followers. Followers’ job engagement is positively related to innovative behaviors and mediates the relationship between leaders’ empowering leadership and innovative behaviors of followers. The relationships between followers’ job engagement and innovative behaviors were moderated by general self-efficacy of followers such that the effects of job engagement on innovative behaviors were stronger for those with higher general self-efficacy than those with lower general self-efficacy. Finally, the indirect effects of empowering leadership on innovative behaviors through job engagement were moderated by followers’ general self-efficacy such that the indirect effects were stronger for those with higher general self-efficacy than those with lower general self-efficacy. The results of this study expand the extant literature on empowering leadership, job engagement, and innovative behaviors because it explains the potential influential mechanism of empowering leadership. This study also have some practical implication that organizations should train and educate their leaders to conduct empowering leadership in order to foster innovative behaviors of organizational members.
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