상사-부하교환관계, 조직신뢰, 경력성공 간의 구조적 관계 = The Structural Relationship between Leader-Member Exchange, Organizational Trust, and Career Success

다국어 초록 (Multilingual Abstract)

Organizations are social entities seeking to achieve their goals. In the process of achieving such goals, conditions necessary for promoting various goals, such as leaders, followers, and situations inside and outside the organization, are formed and changed. One of the key factors in determining leadership validity in this context is the quality of LMX. The exchange relationship between leaders and followers is closely related to all processes in which leaders clearly communicate goals, share them with followers, and discuss and implement such objectives. Therefore, the quality of LMX forms a structural relationship with job satisfaction, career satisfaction and structural relationships that are leadership effectiveness, organizational trust, and career success.
This study empirically analyzes the structural relationships between LMX, organizational trust, and career success for organizational members working at H-Motor Co. sales branches. Based on the empirical analysis results identified in this work, the implications are summarized as follows. First, the more active the leader-member exchange relationship, the higher the organizational trust and the higher the career satisfaction. This can be interpreted as a natural phenomenon that organizations are a cooperative system composed of people, so smooth relationships and active communication increase organizational trust and satisfy one’s career. Executives will have to be interested in LMX, that is, communication between leaders and followers, and seek various ways to promote LMX. For example, having lunch together, activating informal gatherings between leaders and followers, such as draft beer meetings after work, and providing organizational support measures, will work. Second, it has been confirmed that the higher the trust in the organization, the lower the level of career success, career satisfaction and job satisfaction. This is consistent with the findings that organizational trust identified in prior studies(Moon Hyung-gu, Choi Byung-kwon, Nae Eun-young, 2011) has a strong positive impact on job satisfaction and workplace satisfaction, which are attitude variables of members of the organization. Trust in organizations, managers and leaders is never formed overnight. In addition, the trust relationship formed once changes and the characteristics of the leader or follower change. Therefore, managers will have to maintain a constant interest in organizational trust issues, one of the key variables in organizational behaviour. Third, the leader-member exchange relationship has been shown to have no effect on job satisfaction. This is contrary to previous research results(Kim Sung-nam, 2012). These findings are attributed to the fact that the survey targets members performing marketing tasks that are rewarded based on personal performance; that is, LMX does not directly affect job satisfaction because it cannot be enhanced by relationships or communication with bosses.

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