Research on the Impact of Empowering Leadership on Service-oriented Organizational Citizenship Behavior and Work Engagement : Focused on Moderating Effects of Calling

KAN ZHUOCUO 가천대학교 일반대학원 2021 국내박사

As the international economic globalization continues to be deepened, and market competition tends to extend in breadth and depth, an enterprise must face fierce competition if it wants to gain long-term survival and development. The service industry, especially modern service industry has become the core in urban and regional competition in the global economic era. Speeding up the development of the service industry is an important strategic choice facing China in the new era. Then how should we promote the development of the service industry? This is one of the issues that managers in the service industry need to take into consideration today. The dependence on human resource in the service industry is much higher than that in other industries. To make employees meet the needs of customers, first of all, it is necessary to select and train outstanding talents, and secondly to give them intrinsic motivation to make them form a positive attitude spontaneously which is the most important role as a leader. Especially in the service industry, employees are one of the important factors to meet customer needs. As employees are in direct contact with customers, their service and quality are the keys to customer retention, attraction and value creation. Moreover, as the customers continue to have individualized needs, following established service standards and service processes only has been unable to meet customers’ diversified service expectations. Therefore, empowering employees and giving them decision-making powers to allow them to propose new ideas, adopt new technologies, and apply new processes to solve customers’ problems and meets customer needs, adjust service strategies in time, and provide service experiences that exceed customer expectations is an effective measure to improve the service brand and achieve economic benefits. Therefore, in this article, empowering leadership is introduced to the service industry, and whether leadership can affect employees' service-oriented organizational citizenship behavior and employees' work engagement is studied on. In previous studies, it was pointed out that empowering leadership is an active type of leadership. It empowers subordinates, encourages them to express freely, and enhances their self-efficacy which is a positive leadership style. Reviewing relevant domestic and foreign literature, there were active discussions on the role of empowering leadership at the levels of employees, leaders, teams, and organizations, and the researches were relatively comprehensive. However, there was no empirical research on impact on the service-oriented organizational citizenship behavior of employees. Based on the theory of social identification and social exchange, this paper conducted a questionnaire survey of 504 employees in high-star hotels in Qinghai and the results showed that: empowering leadership has a significantly positive impact on organizational identification, and empowering leadership has a positive impact on service-oriented organizational citizenship and work engagement of employees. Organizational identification has a positive effect on service-oriented organizational citizenship behavior and employee work engagement. Organizational identification plays an intermediary role between empowering leadership and service-oriented organizational citizenship behavior of employees while calling playing a positive role in regulating the relationship between empowering leadership, service-oriented organizational citizenship behavior, and work engagement. This shows that the leadership style has an important impact on employees’ organizational citizenship behavior, which is related to employees’ work engagement and corporate development. Especially in the service industry, in the process of empowerment, leaders need to pay attention to employees’ psychological feelings and internal drive, especially to giving employees internal incentives, mobilizing their enthusiasm, giving full play to the spirit of ownership, so that employees truly perceive the empowerment and do behaviors that are beneficial to the organization while achieving their self-worth, which will ultimately satisfy employees and benefit the organization.

The effect of empowering leadership on leader well-being: Leader related antecedents and consequences

서동훈 서울대학교 대학원 2023 국내석사

기존 연구결과를 살펴보면 임파워링 리더십은 구성원에게 다양한 긍정적인 영향을 미치는 것으로 나타났다. 다만 현재의 문헌은 임파워링 리더십 관련 두 가지 질문에 대한 답이 부족하다: 1) 임파워링 리더십이 리더의 웰빙에 미치는 영향은 무엇이며, 2) 리더는 언제 임파워링 리더십을 발휘하는가? 본 연구는 자원 보존 이론(Hobfoll, 1989)과 직업 요구 및 자원 모델(Demerouti et al., 2001)을 통합하여 일상적인 맥락에서 임파워링 리더십이 리더에게 유익한 효과 및 부정적 효과를 발생시키는 것을 탐색한다. 특히, 본 연구는 리더가 친사회적 행동 동기가 높은 날에 임파워링 리더십을 더욱 많이 행하고, 결과적으로 더 높은 도전적, 방해적 직무요구를 인식할 것이라고 예측한다. 또한 더 높은 도전적 직무요구를 경험하는 리더는 더 높은 직무 의미를 경험하는 반면, 더 높은 방해적 직무 요구를 경험하는 리더는 감정적으로 리더를 지치게 할 것이라고 예측한다. 맥락을 더 잘 이해하기 위해 훈련 및 개발 관행이 친사회적 동기 부여와 임파워링 리더십 간의 관계를 조절하는지 여부를 확인하고 검증한다. 본 연구는 81명의 미국 리더 샘플(Level 1 N = 773)을 활용하여 경험 샘플링 방법 기반 친사회적 행동 동기가 임파워링 리더십에 긍정적인 영향을 미치는 것을 확인하였고, 이는 차례로 도전적 및 방해적 직무요구에 긍정적인 영향을 미치는 것으로 나타났다. 도전적 직무요구는 직무의미와 정적인 상관관계를 보였고, 방해적 직무요구는 정서적 고갈과 정적인 상관관계를 보였다. 그러나 훈련과 개발은 친사회적 동기와 임파워링 리더십의 관계를 조절하지 않는 것으로 나타났다. Extant literature on empowering leadership has already established its positive influence on employee outcomes. However, current literature lacks in answering two questions regarding empowering leadership: 1) what is the impact of empowering leadership on leaders’ psychological well-being, and 2) why do leaders engage in empowering leadership? Integrating conservation of resource theory (Hobfoll, 1989) and job demands and resources model (Demerouti et al., 2001), we examine the beneficial and costly effect of the empowering leadership for the leaders in a daily context. Specifically, we predict that on days when leaders are prosocially motivated, they will engage more in empowering leadership behaviors and in turn perceive higher challenge and hindrance job demands. We further predict that leaders experiencing higher challenge job demands will in turn experience higher job meaningfulness, but at the same time experience higher emotional exhaustion due to higher hindrance demands. To further understand the context, we theorize and test whether training and development practices moderates the relationship between prosocial motivation and empowering leadership. With a sample of 81 American supervisors (Level 1 N = 773), we used experience sampling method and found that daily prosocial motivation was positively associated with empowering leadership, which in turn was positively associated with both challenge and hindrance job demands. The challenge job demands were positively associated with job meaningfulness and hindrance job demands were positively associated with emotional exhaustion. Training and development, however, did not moderate the relationship between prosocial motivation and empowering leadership.

The Effects of Empowering Leadership on Proactive Behavior and Psychological Ownership

LEI XIAO 가천대학교 일반대학원 2023 국내박사

Currently, enterprises are facing unprecedented challenges as a result of the digital transformation of the global economy, rapid scientific and technological advancements, and fierce competition for talent. In the face of the constantly evolving economic landscape, enterprises are inevitably confronted with the need for adjustment and reform in response to practical challenges posed by scientific and technological innovation as well as industrial revolution, while also presenting opportunities for them to showcase their competitive advantages. This circumstance demands higher standards of leadership. Leadership plays a crucial role in achieving organizational objectives. Exceptional leadership enhances employee morale, unlocks potential, fosters teamwork and innovation, thereby driving the organization towards more effective goal attainment. In practice, the work attitude and behavior of employees are crucial to the development of enterprises and organizations. The growth and prosperity of these entities largely depend on their employees' performance. As key figures within an organization, leaders play a vital role in stimulating and enhancing employee performance. Nowadays, numerous researchers have conducted extensive research and empirical analyses on leadership, which fully demonstrates the importance of leadership research. Both enterprises and organizations are seeking an efficient leadership model to drive and lead sustainable development, thereby enhancing their competitive advantage. However, there is currently no consensus or understanding regarding the impact of effective leadership. In the current complex and dynamic environment, effective leadership that leverages diverse resources, unlocks employee potential, drives organizational performance and fosters individual growth is a critical concern for scholars. Given the aforementioned challenges, this paper examines the mediating mechanism of psychological well-being between empowering leadership, proactive behavior and psychological ownership, constructs a model to illustrate such influence, and investigates the moderating effects of psychological contract violation. The findings demonstrate the superiority of empowering leadership in fostering employee personal development, thereby partially addressing the aforementioned inquiries. After synthesizing and analyzing pertinent literature on variables addressed in this study, this research expounds upon the concept's implications, scope, delimitations, relevant variable findings, and hypotheses demonstration. Based on this, a statistical analysis was conducted on the 307 valid questionnaires collected using SPSS25 and AMOS. Specifically, regression analysis of the main effect was performed with SPSS25, while mediating effects were analyzed through regression and Bootstrap methods. Additionally, moderating effects were examined using the Bootstrap method. This study provides leaders and employees in enterprises and organizations with a direct view of the impact of empowering leadership on employee proactive behavior and psychological ownership. It encourages leaders to pay attention to the level and mode of empowerment, leveraging its positive effects while mitigating potential negative consequences. On the other hand, research on psychological well-being and violations of psychological contract also provide guidance for future development and adjustment within enterprises, while encouraging employees to approach their work tasks with a positive psychological state in order to improve work efficiency and promote advantageous enterprise growth.

(A) study on the effectiveness of empowering leadership on subordinates' creative performance : moderating role of leader's self-concern or other-orientation

이동환 서울대학교 대학원 2020 국내석사

최근 가속화되는 시장경쟁, 불확실한 외부환경, 심화되는 업무의 복잡성 및 기술의 발전으로 인해 조직은 구조적인 변화를 직면하고 있다. 현대 조직은 탈 관료제 및 분화된 하위구조, 네트워크 기반 구조 등으로의 변화를 통해 최대 효율성을 취하고자 하며, 이러한 조직의 구조적인 변화는 조직이 변화 무쌍한 외부환경에 효과적으로 적응할 수 있도록 한다. 또한, 현대 조직은, 구조적인 위계질서를 극복하고 이를 통해 구성원들에게 자율성을 부여함으로써 지속 가능한 경쟁우위의 원천인 구성원의 창의성을 증가시킬 수 있다. 이번 연구에는 이러한 사회변화에 조직이 효과적으로 적응 할 수 있는 핵심적인 리더십으로 임파워링 리더십을 선정하였다. 왜냐하면, 임파워링 리더십이 구성원에게 권력을 배분하고, 책임감을 부여하며, 직무의 자율성 보장을 통해 구성원을 보다 창의적인 활동이 가능하도록 여건을 조성해주기 때문이다. 이번 연구에서는 임파워링 리더십이 구성원의 창의적 업무성과에 미치는 효과와, 심리적인 메커니즘에 대해서 본격적으로 다루었다. 먼저, 구성원이 자원이 충분하다고 느끼면 심리적인 안정감을 느끼게 되고 이것이 창의적인 업무성과로 이어진다는 선행연구들과, 구성원이 상사와 좋은 사회적 교환관계를 가지고 있으면 그에 대한 의무감으로 보다 창의적인 성과를 낸다는 선행연구들이 다른 리더십이나 혹은 상사의 개인적인 특성과는 함께 연구되었다. 하지만, 임파워링 리더십과 구성원의 심리적 안정감 및 상사에 대한 의무감과의 정적인 상관관계를 다룬 연구는 없었다. 이에 이번 연구에서는 상사의 임파워링 리더십이 구성원에게 자원을 제공하고, 좋은 사회적 교환관계를 형성하기 때문에 구성원의 창의적 업무성과와 정적인 상관관계를 가지는데, 이 상관관계에 매개변수로 구성원의 심리적 안정감과 상사에 대한 의무감을 거친다는 심리적인 메커니즘에 대해 밝히고자 하였다. 또한 최근 임파워링 리더십이 항상 업무성과들과 정적인 상관을 지니지 않는다는 결과들이 도출되고 있는데, 이에 대한 해석을 기존 연구자들이 구성원의 개인적인 특성에 집중해 분석한 것과 달리, 이번 연구에서는 상사의 개인적인 특성에 대한 구성원의 인식이 정적, 혹은 부적 조절변수로 작용하여 항상 임파워링 리더십이 업무성과와 우상향 선형 관계를 가지지는 않는다는 것을 밝히고자 하였다. 특히, 이번 연구는 상사의 자기지향 및 타인지향이 가지고 있는 조절효과를 확인하고자 하였다. 이번 연구는 한국에 있는 여러 산업에 종사하는 리더와 구성원을 1대1로 대응시켜 데이터를 확보하였으며, 해당 기업에는 공기업과 사기업이 모두 포함되었다. 위계적 회귀분석 결과, 임파워링 리더십과 구성원의 심리적 안정감, 상사에 대한 의무감은 통계적으로 매우 유의미한 결과를 보였고, 위계적 회귀분석 결과 예상과는 다르게 임파워링 리더십과 구성원의 창의적 업무성과를 구성원의 상사에 대한 의무감과 구성원의 심리적 안정감이 매개한다는 가설은 확인되지 않았다. 이에 추가적으로 경로분석을 실시한 결과, 임파워링 리더십이 창의적 업무성과에 미치는 직접효과가 기대했던 수준보다 커서 매개효과가 통계적으로 유의미하지 않음을 확인하였다. 또한 조절효과 역시 예상과는 다르게 상사의 타인지향이 임파워링 리더십과 상사에 대한 의무감 사이에만 통계적으로 유의미한 조절효과를 보이는 것을 확인하였다. 본 연구가 제공하는 이론적 기여는 다음과 같다. 첫째로, 임파워링 리더십이 보여주는 업무성과와의 상반된 관계에 대해서 새로운 해석을 제공하였으며, 심리적 안정감 및 상사에 대한 의무감과의 정적인 상관을 제공함으로써 임파워링 리더십 연구에 기여하였다. 둘째로, 기존 연구들에서 연구의 직접적인 변수로 사용하지 않고 이론을 설명하는 데에 간접적으로 사용되던 의무감이라는 변수를 직접 측정하여 실증적으로 활용하였다. 셋째로, 자기지향과 타인지향의 변수의 관계를 확인하였고, 두 변수간의 관계에 대하여 설명하였던 경쟁 및 협력이론에 실증적 근거를 제시하였다. 마지막으로, 불성실한 응답을 제외하기 위한 방법론적 실천을 통하여, 활용한 데이터의 질을 높이기 위한 연구를 실증적으로 적용하였다는 것이다. In order to flexibly cope with dramatic external changes triggered by turbulent environments, accelerating world market competition, increasing task complexity and technology development, work organizations should accept the changing trend of organizational structures. They adapt to de-bureaucratized, flattered, and network-based organization structure to maximize work efficiency. Given such changes in the organizational structure, granting job autonomy, responsibilities, and power to subordinates become a key factor of settling in fast changing environment and maintaining sustainable competitive advantage. Empowering leadership enables organizations to keep up with fast changing environments by allocating power, authorizing responsibilities, and granting job autonomy to subordinates. And this empowerment eventually becomes a source of creativity. In the present study I demonstrated the psychological mechanism of empowering leadership on subordinate’s creative performance. Giving job resources and constructing good social exchange relationships have a positive relationship with subordinate’s creative performance. Also, according to conservation of resources theory and social exchange theory, many antecedent researches have already demonstrated that these traits of leadership have a positive effect on subordinate’s psychological safety and felt obligation to supervisor. Nonetheless, previous studies did not directly test the positive relationship between empowering leadership and subordinate’s psychological safety and felt obligation to supervisor. To overcome such a research gap, in the present study, I demonstrated the psychological mechanism between empowering leadership and subordinate’s creative performance which is mediated by subordinate’s psychological safety and felt obligation to supervisor using conservation of resources theory and social exchange theory. Also, recently some studies have focused on curvilinear and mixed results of the empowering leadership, and they mostly focused on subordinate’s individual traits. In this study, I focused on leader’s individual traits and subordinate’s perception is another key of mixed results of empowering leadership. This study suggested that subordinate’s perception of their leader’s other-orientation and self-concern could be a positive or negative moderator between empowering leadership and mediating variables. A sample of 161 leader and member dyads were collected from government-owned enterprises and privately-owned enterprises which are located in Republic of Korea in diverse industries. The hierarchical regression and path analysis results showed that empowering leadership has a positive relationship with subordinate’s psychological safety and felt obligation to supervisor. However, unexpectedly the positive relationship between empowering leadership and subordinate’s creative performance was not mediated by psychological safety or felt obligation to supervisor. To demonstrate these unexpected results, this study conducted path analysis. I made two path analysis models for comparison; study model and a modified study model which excludes the main effect between empowering leadership and subordinate’s creative performance. From this comparison, I found that direct effect between empowering leadership and creative performance is unexpectedly significant which leads to unexpected study results of mediating effects. Also, only subordinate’s perception of leader’s other-orientation had a statistically marginal moderating effect between empowering leadership and felt obligation to supervisor. These findings contribute to organizational behavior literature in the following ways. First, this study expands our understanding of empowering leadership by suggesting its positive effect on subordinate’s psychological safety and felt obligation to supervisor. This study also suggests new perspectives to mixed result of empowering leadership by focusing on subordinate’s perception of leader’s individual traits and attribution of leader’s empowering leadership motive. Second, this study used felt obligation as a study variable and provided empirical data for felt obligation literature. Third, this study not only shows the moderating effect of leader’s other-orientation between empowering leadership and felt obligation to supervisor, but also demonstrates that self-concern and other-orientation are not bi-polar concepts. Additionally, this study provided empirical basis for theory of cooperation and competition. Lastly, this study used bogus items and self-reporting method in order to identify careless responses and exclude them from study data. By using these methods of screening careless responses, this study used strict study data and contributed to the literature of data screening by providing empirical data. Despite some methodological limitations and unexpected study results, these findings suggest reconcile the inconsistent findings on empowering leadership by presenting new psychological mechanisms of psychological safety and felt obligation to supervisor and provide practical implications for leaders. I hope this study invigorates future research on empowering leadership and antecedent of psychological safety and felt obligation.

임파워링 리더십이 조직구성원의 창의성에 미치는 영향에 관한 연구 : 내재적 동기부여, 상사신뢰, 지식공유의 매개를 중심으로

김기흥 동국대학교 2013 국내박사

In order to enhance the organizational competency and secure competitive advantage in a rapidly changing business environments, the leadership that enables employees to work in dynamic and creative ways is essential. This is because the leader directly influences follower’s attitude and behavior. Although the necessity for a research on the relations between leadership and creativity has been raised, relevant studies are insufficient. In this context, the purpose of this study is to investigate about the relationship between empowering leadership and employee creativity. This study specifically focuses on the mediating role of intrinsic motivation, trust on superior, and knowledge sharing in the influence of empowering leadership on employee creativity. Through this research, the study not only examines the effectiveness of empowering leadership on employee creativity, but it also hopes to provide academic implications and managerial insights to management executives of Korean companies who are subject to relatively strong hierarchical culture. To achieve this purpose, a research model and hypotheses were developed to examine the theoretical questions. To test the model proposed, a survey was conducted. The survey was designed to be answered in the team(or department) manager-subordinate dyad; each questionnaire was answered by a pair of manager and his or her subordinate. A total of 510 copies in pair of questionnaires were distributed to the superiors and their subordinates of 44 companies, respectively. Among them 470 pairs of copies were analyzed to test the hypotheses. Types of industries included in survey ranged from manufacturing to finance/insurance, construction, information technology, retail and logistics, trading, and other services. The collected data were analyzed by using AMOS18.0 and SPSS17.0 to verify hypotheses of this study. The findings and their implications of this study are as follows; First, it was found that empowering leadership significantly influenced on the follower’s intrinsic motivation. Empowering leadership, by delegating discretional power and autonomy to an employee, enlarged their impact on the job and enhanced their sense of self-control, self-determination, self-efficacy, as well as the meaningfulness of work; this means that follower’s intrinsic motivation was elevated. Second, the study found that empowering leadership highly affected the employee’s trust on superior. This implies that empowering behaviors such as delegating discretional authority to the subordinates, allowing them to participate in the decision making, and expressing high confidence on their performance built strong trust in the superior. Third, the analytical results supported the hypothesis that intrinsic motivation would positively influence knowledge sharing among employees. This suggests that features of intrinsic motivation such as needs for competence and self-efficacy and eagerness of self-growth encouraged employees to actively engage in learning activities, and knowledge sharing. Moreover, it may also imply that intrinsically motivated employees sought to perceive a sense of self-worth and the usefulness of gained knowledge through the act of knowledge sharing. Fourth, trust on superior was found to increase the act of knowledge sharing among employees. This implies that such trust promoted the sharing of knowledge by creating a trusting atmosphere, increasing a sense of psychological safety, and inspiring cooperation in organization. In addition, such relationship built on trust created stronger social and emotional ties among the employees, and led them to have mutually reciprocal expectations, which resulted in active knowledge sharing. Fifth, it is proven that empowering leadership significantly influenced knowledge sharing among employees. This can be interpreted that employees shared knowledge and information more aggressively in order to carry out their expanded role responsibly and successfully. It can further mean that employees were encouraged to share their knowledge when they were required to make autonomous decisions. Finally, the hypothesis that knowledge sharing affected by intrinsic motivation, trust on superior, and empowering leadership would significantly influences creativity was supported by the survey results. This means that knowledge sharing behavior facilitated the flexibility of cognitive thinking, creative thinking skills, and information processing skills, enabling the generation of creative new ideas. Moreover, knowledge sharing helped generate novel and useful creative outcomes by stimulating cognitive inertia, and allowing employees to connect and integrate new information. The contribution and managerial implication of this study can be summarized as; First, this study empirically verified that empowering leadership is a very effective form of leadership in that it affects follower’s creativity, an important element in determining an organization’s competitiveness. This implies that it is possible to carry out research on the relationship between empowering leadership and employee creativity with variables other than those discussed in this study, and that further studies are called for hereafter. And given the importance of its influence, empowering leadership should be emphasized in Korean companies. Second, the research survey was conducted of multiple businesses, and the survey’s subjects were not limited by factors such as gender, age, position or field of job. Therefore, the findings can be considered to have secured validity and generalization, and be a reliable source for further studies. Results gained from the survey are comprehensive and objective in that they covered creativity ranging from the general to the professional. These findings suggest that creativity needs to be considered more importantly in general organizations. Third, the fact that empowering leadership had strong consequences in employee’s intrinsic motivation and their trust in the superior is significant in regard to leadership effectiveness. That is, empowering leadership serves as a crux of leadership as it contributes to building trust, a core foundation of an organization, instilling a true sense of motivation, and strengthening employee’s respect and trust towards his/her superior. This suggests that management executives should seriously consider this aspect in developing managerial leadership. Finally, knowledge sharing among employees plays a very important role in securing the organizational competency and competitive advantage. The fact that empowering leadership contributed to the sharing of knowledge and therefore affected follower’s creativity leaves important implications to the management. It also implies that empowering leadership be considered greatly in development of organizations and managerial strategies. Though this study provided significant academic and practical findings, there are some limitations: First, in this study, the impact of empowering leadership is limited to individual’s creativity. In order to provide more meaningful implications, further studies should be expanded to team creativity, and organizational creativity. Second, in this research, control variables for type of industry or structural features of organization did not considered in detail. However, empowering leadership may face limitations in certain industrial features or organizational purposes. Therefore, it seems meaningful to conduct studies on the comparison of influence of empowering leadership in different types of organizations. Third, this study measured creativity in one, general aspect. However to improve the results, there is a need to measure creativity in multiple aspects such as in its novelty and usefulness. Finally, this study is a cross-sectional one in nature, limited to a specific time line in measuring the effectiveness of leadership. For a more accurate result, a longitudinal research is necessary. It is hoped that further research can be developed by overcoming the above limitations.

(The) cross-level influence of empowering leadership on employee attitude and behavior : a mediating role job crafting

김규진 Graduate School, Korea University 2018 국내석사

The present research is aimed at investigating a cross-level mediation role of job crafting in the relationship between empowering leadership and employee job satisfaction, performance, and creativity. In this study, I propose empowering leadership as a team-level construct to figure out its effects on individual attitude and behavior in the workplace. This research hypothesizes the positive influence of leaders` empowering behaviors on employee satisfaction, performance, and creativity based on the previous literature. Also, it reviews job crafting through the job demands-resources model which explains employee effectiveness by job demands and job resources, and hypothesizes the mediating role of job crafting by applying self-determination theory. The self-determination theory refers to the need for competence and autonomy as principal conditions of intrinsic motivation. Moreover, the current research suggests cross-level interactions whereby empowering leadership will be differentially effective as a function of task complexity and proactive personality. The proposed hypotheses were tested using survey data from 32 teams, 168 employees and hierarchical linear modeling was adopted. Results found that empowering leadership positively predicts only the job satisfaction and job crafting was revealed to mediate the relationship between empowering leadership and employee satisfaction. These results indicate that contrary to previous findings, individual performance and creativity reap no benefits from neither empowering leadership nor job crafting. Lastly, task complexity showed a significant level of cross-level interaction effect on the relationship between empowering leadership and job crafting.

Role-modeling or Counter-modeling : Empowering leadership in social learning perspective

오민주 서울대학교 대학원 2023 국내석사

The effectiveness of empowering leadership has been well established in past research. However, existing studies largely neglect the significance of the antecedents and development of leadership. Considering that empowered leaders could affect widely to organizational effectiveness more than empowered subordinates, this study conduct to evaluate the role-modeling effect of second-level leaders on direct leaders in Bandura’s social learning perspective. After examining the cascading effect of second-level leaders’ empowering leadership on direct leaders, this paper examined the effect of direct leader’s empowering leadership on subordinates task performance and proactive behavior. This in-role performance and proactive behavior induces a virtuous cycle of empowering leadership in terms of similarity between empowering leadership and in-role performance and proactive behavior. That is, subordinate who shows high task performance and proactive behavior will have high possibility to show empowering leadership after he/she get leader position. Additionally, this paper pay attention to boundary conditions in which situations the direct leader imitates the second-level leader’s leadership behavior, and in which situations he/she rejects the second-level leader’s leadership. Consequently, this paper increases understanding of the virtuous cycle of empowering leadership within the organization by examining the positive relationship between second-level leader’s empowering leadership, direct leader’s empowering leadership and subordinate’s task performance and proactive behavior. In addition, even if the second-level leader do abusive supervision, this paper suggests a way to break the vicious cycle by identifying the reinforcing factors that can lead to empowering leadership. 임파워링 리더십은 그 효과성에 대하여 구성원의 성과를 향상시킬 뿐만 아니라 그들의 조직시민행동까지 가져오는 등 그 긍정적인 효과에 대해 많은 선행 연구들로부터 밝혀져 왔다. 하지만 대부분의 연구는 임파워링 리더십이 가져오는 구성원 및 조직 측면의 효과에 대해서 집중할 뿐, 무엇이 그 리더십을 이끄는지, 어떻게 조직 내에서 임파워링 리더십과 같은 긍정적인 리더십을 개발할 수 있는지에 대해 연구가 드문 실정이다. 권한 위임(empowerment)을 받은 구성원의 조직 내 긍정적인 효과도 중요하지만, 리더가 그의 차상위 리더에게 권한 위임을 받았을 경우 조직에 미칠 긍정적 영향은 일반 구성원에 비해 더 클 수 있다는 점에 집중하여, 이 연구에서는 반두라(Bandura)의 사회 학습 관점(social learning perspective)을 기반으로 차상위 리더가 임파워링 리더십을 행사하여, 리더가 권한 위임을 받았을 경우, 그것이 부하 리더에게 롤모델로서 작용하여 선순환이 이루어질 것인지에 대해 밝혀보고자 한다. 또한 이러한 리더십의 적하효과가 구성원의 직무 성과와 조직 내 주도적 행동을 이끎으로써 이것이 추후 구성원이 리더의 위치로 갔을 때 임파워링 리더십을 발휘할 수 있는 기반이 될 수 있을 것인지에 대해 확인하고자 한다. 추가적으로 이 논문에서는 차상위 리더와 리더의 적하효과에 대해 어떤 경우 차상위 리더를 롤모델로 삼아 그의 행동을 따라할 것인지, 어떤 경우 차상위 리더를 반면교사 삼아 그의 행동을 따라하지 않으려 할 것인지에 대한 경계조건을 살펴보고자 한다. 반두라의 사회학습이론의 강화요인에 착안하여, 이 논문에서는 그 경계조건으로서 차상위 리더의 관점에서, 따라하고자 하는 대상인 차상위 리더가 조직 내에서 높은 보상과 인정을 받을 경우, 즉 높은 평판을 가지고 있을 경우 그 리더의 행동을 더욱 따라할 것이라고 가정하였고(롤모델링 효과 강화), 낮은 평판을 가지고 있을 경우 그 리더의 행동을 따라하지 않으려 할 것이라 가정하였다(반면교사, 카운터모델링 효과 강화). 또한 받아들이는 리더 관점에서, 본인의 자기효능감, 즉, 과업수행자신감이 높을 경우 외부의 영향을 받지 않고 스스로 높은 확신을 가지고 본인만의 리더십을 수행해 갈 것이라고 가정하였고(반면교사, 카운터모델링 효과 강화), 반면 낮은 과업수행자신감을 보이는 경우, 스스로에 대한 확신과 자신감이 부족하여 외부의 행동을 참고하고, 차상위 리더의 행동을 더 쉽게 따라할 것이라 가정하였다(롤모델링 효과 강화). 본 연구는 한국의 다양한 기업 내에서 구성원과 상사 각각 한 명을 쌍으로 하여 온라인 설문조사를 진행하였고, 최종적으로 200쌍의 자료가 분석에 사용되었다. 가설 검증에는 위계적 회귀분석이 사용되었으며, 분석 결과 차상위 리더가 임파워링 리더십을 할 경우 리더 역시 임파워링 리더십을 하여, 그것이 구성원의 높은 직무수행과 주도적 행동으로 이어짐을 확인하였으며, 차상위 리더가 비인격적 감독을 할 경우 리더는 사회 학습 관점에 따라 임파워링 리더십을 줄이고, 이것은 구성원의 낮은 직무수행과 주도적 행동으로 이어짐을 확인하였다. 다만, 본 연구에서 제시한 경계조건인 차상위 리더의 평판과 리더의 과업수행자신감에 대한 조절효과는 지지되지 못하였다. 본 연구는 다음과 같은 이론적 기여점을 갖는다. 첫 번째로, 임파워링 리더십의 적하효과를 확인하였을 뿐만 아니라 그 부정적 선행요인으로 차상위 리더의 비인격적 감독 역시 리더의 임파워링 리더십에 영향을 미침을 확인하였다. 두 번째로, 비록 가설이 지지되지는 않았으나 반두라가 사회학습관점에서 제시한 사회학습 과정의 강화요인을 조절변수로 검증해 봄으로써 실제 조직 사회에서 사회학습의 강화요인이 어떻게 기능하는지를 확인해보았다. 향후 연구를 통해서 이 분야에 대한 이해가 더 깊어질 수 있을 것이라 기대한다.

중국 금융기업 중층관리자의 임파워링리더십이 종업원의 직무열의에 미치는 영향에 관한 연구 : 잡크래프팅과 긍정심리자본의 매개효과 중심으로

우명룡 우석대학교 일반대학원 2022 국내박사

현대 사회의 조직은 복잡성이 심화되어 직원의 지식수준과 자기의식이 지속적으로 향상되고 있다. 또한, 계층적 관리 구조로 조직 내부 및 외부 환경이 급격히 변화하여 적응하기 어렵다. 임파워링 리더십에 대한 연구 는 다양한 리더십 행동 연구에서 관심이 높아지고 있으며, 임파워링 리 더십이 다양한 유형의 기업의 실제 운영에 널리 사용되어 중요한 실용적 인 의미와 학문적 가치를 가지고 있음을 알 수 있다. 임파워링 리더십은 직원에게 권한과 의사결정을 참여하게 하여 자신의 일처럼 리더십을 갖 게 하는 일련의 행위이다. 각종 연구에 따르면 임파워링 리더십은 직원 개인의 직무만족도, 심리자본, 창의성, 잡크래프팅 및 직무열의와 같이 다양한 부분에 영향을 미치는 것으로 나타났다. 또한, 일부 연구는 임파 워링 리더십이 직원의 개별 수준에 직접적인 영향을 미치지 않고 다른 매개 메커니즘을 통해 작동한다고 지적하고 있다. 글로벌 환경에서 불확실성이 더해짐에 따라 조직 경쟁력을 높이기 위 해 심리적 주인의식과 업무열중에 대한 요구가 높아졌고, 종업원들이 자 신들의 잠재력을 발휘할 수 있도록 리더십에 대한 집단의식으로 성과를 높일 수 있도록 노력을 기울여 왔다(문혜강, 2014). 또한 자신이 하고 있 는 일에 대한 의미를 제공하며 이를 통해 구성원들의 직무몰입을 증진시 키고 태도 변화를 유발시킨다(홍지인,2016). 본 연구는 임파워링리더십 및 직무열의에 미치는 영향에 대해 살펴보 고자 한다. 구체적으로 임파워링리더십이 잡크래프팅과 긍정심리자본에 영향을 미치는지 검증하였으며, 임파워링리더십과 직무열의 간의 관계에 서 잡크래프팅과 긍정심리자본이 영향에 미치는지 매개 효과를 검증하였 다. 중국 금융기업에서 근무하는 직원들 전체를 모집단으로 구성하고 2022 년 1월, 약 한달 간 직속상사가 있는 다양한 금융기업에 근무하는 직원 들을 무작위로 선정하여 온라인 설문조사를 통해 자료를 수집하였다. 총 500명의 응답 자료를 확보하였고 불성실한 데이터 등을 제외한 483명의 데이터를 최종 분석에 사용하였다. 측정도구는 선행연구들을 바탕으로 설정하였으며, SPSS 21.0과 AMOS 21.0 프로그램을 사용하여 자료를 분 석하고 변수 간의 관련성을 검증하였다. 연구의 결과를 살펴보면 첫째, 임파워링리더십의 각 하위요인이 직무 열의의 각 하위요인에 미치는 영향을 조사한 결과, 업무의 의미 부여, 의 사결정 참여촉진, 자율성 제공은 활력에 영향을 미치는 것으로 나타났으 며, 임파워링리더십 각 하위요인의 신뢰는 직무열의에 영향을 미치는 것 으로 나타났다. 또한, 직무열의는 임파워링리더십에 영향을 미치는 것으 로 나타났다. 둘째, 임파워링리더십과 직무열의의 하위요인들 간의 관계에서 잡크래 프팅의 매개효과에 대한 검증 결과, 업무 의미 부여, 의사결정 참여촉진, 고성과 신뢰, 자율성 제공 요인들과 활력, 헌신, 몰두와의 관계 조합에서 모두 매개효과에 영향이 있거나, 간접효과가 있음을 확인하였다. 셋째, 임파워링리더십과 직무열의의 하위요인들 간의 관계에서 긍정심 리자본의 매개효과에 대한 검증 결과, 업무의미 부여, 의사결정 참여촉 진, 고성과 신뢰, 자율성 제공 요인들과 활력, 헌신, 몰두와의 관계 조합 에서 모두 매개효과에 영향이 있거나, 간접효과가 있음이 확인하였다. 따라서 본 연구는 중간관리자의 임파원먼트 리더십의 중요성을 강조하 고 현실적 상황을 고려한 영향력을 분석함으로서 효율적인 인적자원관리 를 위한 기초자료로서 활용될 것으로 본다. The purpose of this thesis is to investigate how empowering leadership influences employees’ work engagement and in-role performance via job crafting (increasing job resources, increasing job demands and reducing job demands). Empowering leadership is defined as leader behaviors directed at individuals or entire teams and consisting of delegating authority to employees, promoting their self-directed and autonomous decision making, coaching and sharing information. A large body of studies has examined the effects of empowering leadership on employees’ attitudes, behaviors an performance in the workplace. Yet few studies have examined the role of job crafting in the links between empowering leadership and work-related outcomes. To address this limitation, we propose the links between empowering leadership and work enagegement and in-role performance via job crafting (increasing job resources, increasing job demands and reducing job demands). More specifically, we argue that empowering leaders encourage their followers to optimize their job demands and resources, and craft their jobs such that the jobs are better aligned with employee personal needs, abilities, and preferences, and in turn influences work engagement and performance. In the global environment changing, uncertain, not sure of the direction of organization, only the empowering leadership, to make members feel the satisfaction in their work, dedicated to the organization(문혜강, 2014). In addition, employees give their work meaning, and in this way, their job involvement is increased, leading to a change in their attitude(홍지인, 2016). This study examined the effects of empowering leadership and job enthusiasm. Specifically, the effect of empowering leadership on job crafting and positive psychological capital was verified, and the mediating effect of job crafting and positive psychological capital was verified in the relationship between empowering leadership and job enthusiasm. All employees working at Chinese financial companies were viewed as a population and aimed to generalize the research results, and in January 2022, employees working at various financial companies with direct supervisors were randomly selected and collected through an online survey. A total of 500 response data were secured, and 483 data, excluding insincere data, were used for final analysis. The measurement tools were set based on previous studies, and the data were analyzed using the SPSS 21.0 and AMOS 21.0 programs and the relationship between variables was verified. Looking at the results of the study, first, a study that investigated the effect of each dimensions of empowering leadership on each dimensions of work engagement showed that enhancing the meaningfulness of work, fostering decision-making participation, and providing autonomy had an effect on vigor. It was found that the effect of fostering decision-making participation and expressing confidence in high performance on dedication and the effect of only confidence in high performance on absorption. Second, as a result of verifying the mediating effect of Job Crafting in the relationship between empowering leadership and work engagement, it was confirmed when the relationship between all the dimensions of empowering leadership excluding of enhancing the meaningfulness and each dimensions of work engagement. Third, as a result of verifying the mediating effect of positive psychological capital in the relationship between empowering leadership and work engagement, it was confirmed when the relationship between all the dimensions of empowering leadership excluding of enhancing the meaningfulness and each dimensions of work engagement. Based on these research results, the academic and practical implications of the study, the limitations of the study, and the direction of future research were presented in the conclusion.

중소기업 리더의 임파워링 리더십이 조직시민행동에 미치는 영향 : 일의 의미의 매개효과와 그릿의 조절효과

김해비 중앙대학교 글로벌인적자원개발대학원 2024 국내석사

본 연구의 목적은 중소기업 리더의 임파워링 리더십이 구성원의 조직시민행동에 미치는 영향 관계에서 조직시민행동에 임파워링 리더십이 영향을 미치는지, 일의 의미가 매개효과를 갖는지, 그릿이 조절효과를 갖는지를 검증하는 것이다. 이를 바탕으로 중소기업 구성원의 조직시민행동을 증진시키기 위한 선행요인과 조직시민행동에 영향을 미치는 변인들 간의 관계를 밝힘으로써 중소기업의 HRD 분야에 대한 시사점을 제공하고자 하였다. 이러한 연구목적을 바탕으로 연구문제는 다음과 같이 설정하였다. 첫째, 임파워링 리더십은 구성원의 조직시민행동에 영향을 미치는가? 두 번째로, 임파워링 리더십이 구성원의 일의 의미에 영향을 미치는가? 세 번째로, 임파워링 리더십과 구성원의 조직시민행동 간 관계에서 구성원이 느끼는 일의 의미는 매개역할을 하는가? 네 번째로, 임파워링 리더십과 조직시민행동 간의 관계에서 구성원이 가진 그릿은 조절효과를 가지는가? 마지막으로, 임파워링 리더십이 일의 의미를 매개로 조직시민행동에 미치는 영향 관계 사이에 그릿이 조절효과를 갖는지를 검증하는 것이다. 연구문제 검증을 위하여 국내 중소기업에 재직하는 종사자를 320명을 대상으로 온라인 설문조사를 실시하여 총 300부의 유효 응답을 수집하였다. 이를 기반으로 SPSS 28.0과 AMOS 28.0을 활용하여 분석을 실시하였으며 도출된 결과는 다음과 같다. 첫째, 중소기업 리더의 임파워링 리더십은 구성원의 조직시민행동에 정(+)적인 영향을 미치는 것으로 나타났다. 둘째, 중소기업 리더의 임파워링 리더십은 구성원의 일의 의미에 정(+)적인 영향을 미치는 것으로 나타났다. 셋째, 중소기업 리더의 임파워링 리더십과 구성원의 조직시민행동 간 영향관계에서 일의 의미는 매개역할을 갖는 것으로 나타났다. 넷째, 중소기업 리더의 임파워링 리더십과 구성원의 조직시민행동 간 관계에서 그릿은 조절역할을 하는 것으로 나타났다. 단, 그릿 수준이 높을 때보다 낮을 때 임파워링 리더십의 영향을 더 크게 받는다는 것을 확인할 수 있었다. 마지막으로, 중소기업 리더의 임파워링 리더십과 구성원의 조직시민행동 간 관계에서 일의 의미가 갖는 매개효과를 그릿이 조절하는 효과를 검증한 결과 그릿은 조절효과가 있는 것으로 나타났다. 이러한 연구결과를 바탕으로 다음과 같은 시사점을 제시하였다. 첫째, 임파워링 리더십은 구성원의 조직시민행동을 유발하므로 리더는 구성원의 조직시민행동 발현을 위해 임파워링 리더십을 적극적으로 활용할 수 있으며, 조직은 리더의 임파워링 리더십과 관련한 교육과 프로그램을 지원하는 노력이 필요하다. 둘째, 구성원의 지속적인 조직시민행동을 위해서는 구성원이 일의 의미를 갖고 일할 수 있도록 이를 촉진할 수 있는 조직 문화나 관련 제도 등을 모색해 나갈 필요가 있다. 셋째, 구성원의 그릿 수준에 따라 임파워링 리더십의 영향력과 조직시민행동의 발현 정도가 달라지므로 리더는 현재 구성원의 그릿 수준을 충분히 고려해야 하며, 그릿 수준이 높은 구성원보다 낮은 구성원에게 보다 많은 노력을 기울일 필요가 있다. The purpose of this study is to examine the effect of empowering leadership of SME leaders on organizational citizenship behaviour of employees, and whether empowering leadership influences organizational citizenship behaviour, work meaning has a mediating effect, and grit has a moderating effect. Based on this, the research aimed to provide implications for the HRD field of SMEs by revealing the relationship between the antecedents of organizational citizenship behaviour of SMEs and the variables affecting organizational citizenship behaviour. Based on these research objectives, the research questions were set as follows. First, does empowering leadership affect employees' organizational citizenship behaviour? Second, does empowering leadership affect employees' work meaning? Third, does employees' work meaning play a mediating role in the relationship between empowering leadership and employees' organizational citizenship behaviour? Fourth, does employees' grit have a moderating effect on the relationship between empowering leadership and organizational citizenship behaviour? Finally, to test whether grit has a moderating effect on the relationship between empowering leadership and organizational citizenship behaviour through work meaning. To test the research questions, an online survey was conducted with 320 employees working in SMEs in Korea, and a total of 300 valid responses were collected. Based on this, we conducted an analysis using SPSS 28.0 and AMOS 28.0, and the results are as follows. First, the empowering leadership of SME leaders has a positive effect on employees' organizational citizenship behaviour. Second, the empowering leadership of SME leaders has a positive effect on employees' work meaning. Third, work meaning has a mediating role in the relationship between SME leaders' empowering leadership and employees' organizational citizenship behaviour. Fourth, grit plays a moderating role in the relationship between SME leaders' empowering leadership and employees' organizational citizenship behaviour. However, we found that employees' organizational citizenship behaviour is more affected by empowering leadership when their grit level is low than when it is high. Finally, we tested the moderated mediating effect of grit on the relationship between SME leaders' empowering leadership and employees' organizational citizenship behaviour and found that grit has a moderating effect. Based on these findings, we propose the following implications. First, empowering leadership triggers employees' organizational citizenship behaviour, so leaders can actively use empowering leadership to develop employees' organizational citizenship behaviour, and organizations should support training and programmes for leaders on empowering leadership. Second, for employees' continuous organizational citizenship behaviour, it is necessary to explore the organizational culture and related systems that can facilitate employees to work with meaning. Third, as the level of grit that employees possess determines the extent to which they exhibit organizational citizenship behaviour, leaders need to consider the current level of grit of their employees and put more effort into those with low grit than those with high grit.

임파워링 리더십이 직무재창조에 미치는 영향 : 내재적 동기부여의 매개효과와 LMX의 조절효과

능영 원광대학교 경영대학원 2022 국내박사

In the knowledge economy era of the 21st century, the external environment of organizations is rapidly changing. With the rapid development of science and technology, the internal and external environment faced by the organization becomes more complex, and for better survival and development, companies must constantly adapt to the environment through transformation. As a bottom-up active workflow design method, job crafting has attracted more and more attention. Empowering leadership is the management decision and leadership style made by leaders on the basis of trust to employees, and it affects employees' innovation behavior. To stimulate employees' creativity through empowerment is an important means for enterprises to gain competitiveness. This paper presents theoretical models and research hypotheses based on the theoretical grounds of empowering leadership, intrinsic motivation, LMX, and job crafting. First, the mechanism of occurrence of job crafting was analyzed. Empowering leadership and intrinsic motivation posed research hypotheses with job crafting. After that, we analyzed the effect of intrinsic motivation as the mediating role between empowering leadership and job crafting. analyzed the effect of LMX as the moderating role between empowering leadership and job crafting. In order to accomplish the purpose of this study, the relevant literature and previous researches were examined, and the measured items developed from the previous research were evaluated on the Likert 5-point scale. The sample was surveyed on knowledge workers in Zhejiang Province, Guangdong Province and Shanghai City in China. In this paper, 561 knowledge workers were surveyed and their data were verified and the research hypothesis was verified. The hypotheses were tested using SPSS 26.0 and AMOS 24.0, which mainly consisted of reliability and feasibility analysis, descriptive statistics analysis, correlation analysis, and statistical software. The results of this study are as follows. The theory of empowering leadership analyzes the behaviors of workers in four aspects of the empowering leadership. First, it was proved that empowering leadership had a positive(+) effect on job crafting, and that the higher the degree of empowering leadership, the higher the level of job crafting. Second, it is proved that empowering leadership has a positive(+) effect on intrinsic motivation. Third, intrinsic motivation has a positive(+) effect on job crafting. Fourth, empowering leadership and intrinsic motivation affect direct or indirect job crafting, and intrinsic motivation will have a positive impact on empowering leadership and job crafting. The job crafting is very important for the survival and development of the organization. Generally, workers' job crafting are often not only the beginning of organizational innovation process, but also workers' remarks act to improve and promote work continuously. In addition, workers' remarks can help to improve job mistakes and improve the process. Fifth, the LMX also has a moderating effect on empowering leadership and job crafting. Therefore, it is also a very important issue that a good LMX is advantageous in bringing out job crafting. Among the literature on job crafting, scholars mainly explain the mechanism of influence of job crafting based on job design theory of traditional meaning. However, there are very few scholars who study job crafting using the theory of empowering leadership. The text provided new theoretical perspectives for job crafting research. 새로운 시대하에서의 기업직원들의 업무의 자주성에 대한 요구는 갈수록 높아지고 있으며 직무재창조는 직원들이 아래로부터 우에 이르기까지 주동적으로 업무흐름을 설계하는 방식으로서 갈수록 많은 관심을 받고 있다. 임파워링 리더십은 리더의 직원에 대한 신뢰를 바탕으로 하는 관리 결정과 리더십 방식이며, 직원의 혁신행위에 영향을 주며, 임파워링 리더십은 직원의 창의성을 자극하여 기업이 경쟁력을 획득하는 중요한 수단이다. 본문은 임파워링 리더십, 내재적 동기부여, LMX와 직무재창조 이론적 근거로 삼아 이론 모형과 연구 가설을 제시하였다. 우선 직무재창조의 발생 메커니즘을 분석하였고 임파워링 리더십과 내재적 동기부여로 각각 직무재창조에 관한 연구 가설을 제기하였다. 이후 내재적 동기부여의 변수를 더하여 임파워링 리더십과 직무재창조 사이에 매개 역할이 존재하는 지에 대해 분석하였다. 또한 LMX는 임파워링 리더십과 직무재창조에 조절 역할을 하는지에 대해 분석하였다. 본 연구의 목적을 달성하기 위해 관련 문헌과 선행연구들을 고찰한 후, 선행연구에서 개발된 측정 문항을 Likert 5점 척도로 구성하였으며 표본은 중국 저장성, 광둥성, 상하이 시에 있는 중국 직원들을 대상으로 조사하였다. 설문은 총 561명의 직원들에게 설문지 조사를 실행하여 얻은 데이터에 대해 실증분석을 진행하였고 연구 가설을 검증하였다. 주로 신뢰도와 타당성 분석, 기술통계 분석, 상관 분석, 통계학 소프트웨어인 SPSS 26.0과 AMOS 24.0을 이용하여 가설을 검증하였다. 이에 대한 연구결과는 다음과 같다. 임파워링 리더십 이론은 직장 내외 세 가지 측면으로 직원들의 행동을 분석하였으며 포용성과 시대성이 구체적으로 나타나고 있다. 첫째, 임파워링 리더십은 직무재창조에 유의적인 정(+)의 영향을 미치는 것으로 검증되었으며, 임파워링 리더십이 높을수록 직무재창조가 이루어질 확률이 더 높아진다는 것을 알 수 있었다. 둘째, 임파워링 리더십은 내재적 동기부여에 유의적인 정(+)의 영향을 미치는 것으로 검증되었다. 셋째, 내재적 동기부여는 직무재창조에 유의적인 정(+)의 영향을 미치는 것으로 검증되었다. 넷째, 임파워링 리더십과 내재적 동기부여는 직간접적으로 직무재창조에 영향을 주는데, 내재적 동기부여는 임파워링 리더십과 직무재창조에 매개변수로 영향력을 미칠 것이다. 직원의 직무재창조는 조직의 생존과 발전에 매우 중요한 의의가 있다. 일반적으로 직원의 직무재창조는 조직 혁신 과정의 시작이 될 뿐만 아니라 업무를 지속적으로 개선해주고 발전을 촉진하는 역할을 한다. 다섯째, LMX는 임파워링 리더십과 직무재창조에 조절 효과를 준다. 그러므로 좋은 LMX가 직무재창조를 이끄는 데 유리한가에 대한 여부 또한 아주 중요한 문제이다. 현재 직무재창조에 관한 문헌 중에 학자들은 주로 전통적인 의미의 잡 디자인 이론에 근거하여 직무재창조의 영향 메커니즘에 대해 설명하고 있다. 임파워링 리더십 이론을 이용하여 직무재창조를 연구하는 학자들이 매우 부족한 상황이다. 본문은 직무 재창조 연구를 위해 새로운 이론적 시각을 제공한다.