Authentic Leadership - Empirical Tests of Its Effects on Employees and Mediating Mechanisms -

서지정보

· 발행기관 : 한국인적자원관리학회
· 수록지 정보 : 인적자원관리연구 / 21권 / 4호
· 저자명 : Kim, Hye Kyoung

목차

Ⅰ. Introduction
Ⅱ. Theoretical Foundation
Ⅲ. Literature Review and Hypotheses
Ⅳ. Method
1. Data Collection and Research Samples
2. Measures
3. Instrument Pilot Test
Ⅴ. Result
1. Basic Assumption
2. Measurement Model Assessment
3. Hypotheses Testings
Ⅵ. Conclusions
1. Discussions and Implications
2. Limitations and Further Research
References
Abstract

초록

본 연구의 주요목적은 진정성 리더십이 종업원의 태도 (직업 자기 효능감과 종업원간 신뢰), 행동 (업무몰입), 그리고 성과에 미치는 영향을 살펴보고, 또한 진정성 리더십과 종업원의 성과간의 관계에서 태도와 행동의 매개효과를 살펴보는 것이다. 이러한 연구목적을 달성하기 위해 본 연구는 SEM 및 회귀분석과 같은 통계적 기법들을 사용하였다. 실증분석 결과, 진정성 리더십은 종업원의 태도와 행동에 정(+)의 영향을 미치며, 종업원의 태도와 행동은 역할 성과에 정(+)의 영향을 미치는 것으로 나타났다. 또한 종업원의 태도가 진정성 리더십과 종업원의 행동 간의 관계에서 부분매개 역할을 하는 것으로 나타났다. 그리고 종업원의 행동은 종업원의 태도와 역할성과 간의 관계에서 부분 매개역할을 하는 것으로 나타났다. 이러한 연구결과를 토대로 종업원의 태도와 행동을 긍정적으로 변화시킬 수 있는 방안뿐만 아니라 종업원의 역할 성과 향상을 위해서 리더가 조직 내에서 어떤 역할을 해야 하는지에 대해서도 제시하였다.

영어초록

The main purposes of this study were to investigate the effect of authentic leadership and to describe its potential linkage to occupational self-efficacy, interpersonal trust, work engagement, and role-based performance. The unit of analysis was at the level of employees. To achieve research goals, this study employed several statistical techniques such as a series of three regression proposed by Baron & Kenny (1986) and structural equation modeling (SEM). A total of approximately 2,500 Korean workers were selected as potential survey participants, and of these, 365 workers participated in the survey. After screening and deleting missing data and an outlier, a total of 336 cases were included as the final research sample. Through comprehensive literature review this study found that there could be influential and positive relationships among the five variables previously stated. The first finding was that authentic leadership had a positive and statistically significant influence on employees’ attitudes in terms of their occupational self-efficacy and interpersonal trust, and on employees’ behavior in terms of work engagement. Another finding was that employees’ attitudes and organizational behavior positively influenced role-based performance. Moreover, the results demonstrated that occupational self-efficacy and interpersonal trust partially mediated the effect of authentic leadership on work engagement. Work engagement also partially acted as a mediator in the relationship between occupational self-efficacy and role-based performance, as well as in the relationship between interpersonal trust and role-based performance.

참고자료

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