The Effect of Inclusive Leadership on Employee Creativity and Thriving at Work

WANG YUXUE 가천대학교 글로벌캠퍼스 일반대학원 2024 국내박사

Along with the growing trend of globalization and diversification, inclusive leadership has received increasing public interest in recent years. Inclusive leadership tolerates employees’ mistakes and failures, is characterized by openness and support, and respects and recognizes employees. This type of leadership also has a significantly close relationship with the generation of positive employee behaviors and can positively affect the development of enterprises in many ways. Thus, inclusive leadership has received extensive attention from scholars and managers. Amidst the complex situations currently faced by enterprises, innovation has become the key factor enabling enterprises to appropriately cope with environmental uncertainty and fierce competition. Due to the unique position of leaders in enterprises, their behavioral style can significantly affect the psychology and behavior of employees. For this reason, inclusive leadership has a significant impact on stimulating employee creativity work efficiency. Meanwhile, scholars at home and abroad have conducted numerous research on inclusive leadership and employee behavior. However, research on the path through which inclusive leadership influences employee creativity and work prosperity through mediation has yet to be perfected. Therefore, it is of great significance to study the mechanism by which inclusive leadership affects employee creativity and work efficiency in practice and work management. The purpose of this study is to examine the impact of inclusive leadership on employee creativity and thriving at work while considering the mediating role of Organization-Based Self-Esteem and the moderating role of organizational political perceptions. The relevant literature on the important variables covered in the study is analyzed and synthesized to elucidate the conceptual connotations, dimensional measurements, and effect studies of the relevant variables, as well as to justify the hypotheses. On this basis, data from 554 valid questionnaires were statistically analyzed by SPSS and AMOS, and the reliability and validity were verified by validated factor analysis (CFA) and common method bias test (CMB). The main effects were analyzed by regression method, and the mediating and moderating effects were tested using Bootstrap method in Amos software. The relationships between inclusiveness and Organization-Based Self-Esteem, employee creativity, thriving at work, and organizational political perception were also verified. The results of the survey conducted with employees from different industries reveal that inclusive leadership is positively related to Organization-Based Self-Esteem, employee creativity, and thriving at work, while Organization-Based Self-Esteem is positively related to employee creativity and thriving at work. On the one hand, Organization-Based Self-Esteem plays a mediating role between inclusive leadership and thriving at work and employee creativity, that is, inclusive leadership enhances employee creativity and thriving at work by increasing employee Organization-Based Self-Esteem. On the other hand, for organizational politics, the results show that organizational political perception plays a negative moderating role between inclusive leadership and employee creativity. This means that organizational political perceptions weaken the impact of inclusive leadership on employee creativity. From the perspective of management practice, this study can help organizations promote the employee creativity and work prosperity, which are important guides in implementing effective practices by business leaders. From the perspective of theoretical contribution, this study incorporates Organization-Based Self-Esteem and organizational political perception into studies examining the impact effect of inclusive leadership. Doing so enriches the literature on the variables of the impact effect of inclusive leadership and the theory of inclusive leadership. At the same time, while expanding research on the moderating effect of variables, the empirical study of the moderating effect of Perception of Organizational Politics also expands research on the process mechanism of the impact of inclusive leadership on employee behavior. Such results provide corresponding theoretical references and guidance for subsequent research. Finally, this paper further points out the research shortcomings and limitations as well as possible future research directions. Keywords: Inclusive Leadership; Organization-Based Self-Esteem; Thriving at Work; Employee Creativity; Perception of Organizational Politics

포용적 리더십이 조직구성원의 혁신행동에 미치는 영향 - 잡 크래프팅과 목표 자기 일치성의 다중매개효과 -

궈인핑 단국대학교 대학원 2024 국내박사

Exploring the Impact of Inclusive Leadership on Innovative Work Behavior through Goal Self-Concordance and Job Crafting GUO YINPING Department of Business Administration Graduate School Dankook University Advisor:Professor Sang-Hyuk, Yim The rapid proliferation of Artificial Intelligence (AI) has triggered transformative changes across various domains, including machine learning, natural language processing, computer vision, and robotics. These advances have ushered in a new era of innovative applications, such as virtual assistants, autonomous vehicles, and advanced medical diagnostics. However, as AI continues to evolve, concerns have arisen regarding its potential impact on employment and the broader economy. These concerns primarily revolve around the automation of routine and repetitive tasks, which, if unchecked, may lead to job displacement in specific sectors. In response, the workforce faces the imperative of adaptability and skill acquisition, with a focus on nurturing innovative work behavior, as AI increasingly takes over mundane responsibilities. This research examines this paradigm within the context of China's economic transformation, characterized by a shift towards technology-driven growth and innovation. Leadership has garnered significant scholarly attention for its positive effects on various employee outcomes, including job satisfaction, organizational commitment, and innovative work behavior (IWB). Nevertheless, the literature on the relationship between Inclusive leadership (IL) and IWB remains underdeveloped, with previous research primarily focused on conventional leadership styles like transformational, servant, and charismatic leadership. Given the growing diversity of today's workforce, there is a rising demand for leadership approaches that integrate employees into cohesive teams, fostering motivation and engagement that go beyond their designated roles. While earlier studies have identified mediators explaining the link between IL and IWB, they have often overlooked two crucial transformations related to work and the workforce simultaneously. First, the rise of the knowledge economy has made work less standardized and more complex. This shift underscores the importance of empowering employees to proactively adapt their roles, known as job crafting. Job crafting not only facilitates the accumulation of positive emotions and resources but also creates an environment conducive to nurturing IWB. Second, the contemporary workforce, particularly Millennials and Gen Z, places a strong emphasis on work aligning with personal values and interests, often referred to as a "calling." Individuals driven by a sense of calling are more inclined to engage in job crafting activities, and the alignment of their goals and values with their self-concept, termed self-concordance, may further stimulate constructive job crafting behavior while also directly affecting IWB. This study addresses critical gaps in the existing literature by systematically investigating the intricate relationship between IL and IWB while exploring the potential sequential mediation of self-concordance and job crafting. The empirical examination focuses on employees within Fortune 500 corporations operating in China, guided by three primary objectives: Investigating the Role of Inclusive Leadership in Nurturing Innovative Work Behavior: This research examines the impact of IL on employees' IWB, expanding beyond traditional leadership paradigms. Scrutinizing the Mechanisms of Mediation: The study conducts an in-depth analysis of the mediating roles played by self-concordance and job crafting in establishing the connective bridge between IL and IWB. Proposing a Sequential Mediation Model: The research advances our understanding by proposing a sequential mediation model that illuminates the intricate interplay between IL, self-concordance, job crafting, and IWB, offering a comprehensive depiction of the underlying mechanisms at work. To achieve these objectives, the study rigorously collected and analyzed data from 302 valid responses, employing statistical tools such as SPSS 24.0 and Mplus 8.0, including exploratory and confirmatory factor analysis. The empirical findings revealed both significant and non-significant relationships among IL, self-concordance, job crafting, and IWB. The absence of a direct and unequivocal linkage between IL and IWB emphasizes the need for a nuanced understanding of the multifaceted impacts of various leadership styles, especially within diverse workplaces characterized by evolving work dynamics. Empirical evidence also suggests that the influence of IL manifests indirectly through intermediary mechanisms, particularly self-concordance and job crafting. Of particular interest is the pivotal role played by job crafting, acting as a catalyst that translates IL behaviors and personal goals into tangible and innovative work behaviors. This research also underscores the intricate interconnections among IL, self-concordance, and job crafting, forming a holistic tapestry that drives innovation within organizations. Accordingly, interventions designed to enhance these interconnected factors may cumulatively promote IWB, aligning with contemporary research highlighting the significance of a holistic approach to leadership and employee well-being. In summary, this research contributes valuable insights into the realms of leadership, motivation, and proactive work behaviors within the contemporary workplace. It enriches our understanding of the mechanisms underpinning inclusive leadership and offers practical implications for fostering inclusive leadership, leveraging self-concordance as a motivational tool, and harnessing the synergistic potential of inclusive leadership, self- concordance, and job crafting to propel innovation. Key words: Inclusive Leadership, Innovative Work Behavior, Goal Self-Concordance, Job Crafting, the Self-Determination Theory, the Job Demands-Resources Theory

Inclusive Leadership: Exploration of Individual and Situational Antecedents

Mendelsohn, David Benjamin Columbia University ProQuest Dissertations & These 2021 해외박사(DDOD)

소속기관이 구독 중이 아닌 경우 오후 4시부터 익일 오전 9시까지 원문보기가 가능합니다.

In today’s increasingly diverse workforce, inclusive leadership has become an important focus for organizations. Inclusive leadership is the extent to which leaders foster a sense of belonging among group members and show that their uniqueness is valued. Researchers have shown that inclusive leadership positively affects subordinate outcomes, such as psychological safety, work engagement, and innovation. However, there is little research on the individual and situational characteristics that predict leaders acting in an inclusive manner. The current research analyzes the extent to which inclusive leadership is predicted by individual characteristics (e.g., personality, diversity beliefs), developmental experiences (e.g., leader training, mentorship), and organizational factors (e.g., organizational inclusive climate, senior leadership behavior). Findings revealed two personality traits to be significantly associated with inclusive leadership: Extraversion and Openness. Specifically, Extraversion was positively related to inclusive leadership, while Openness was negatively related to inclusive leadership. Furthermore, the current research demonstrated that inclusive leadership was positively related to subordinate affective organizational commitment, and negatively related to subordinate intention to quit. This research helps advance theory on inclusive leadership and suggests how organizations may increase inclusive leadership among their ranks. Implications for theory and practice, limitations, and directions for future research are discussed.

The influence of inclusive leadership on employee initiative behavior

LI HUILI 가천대학교 일반대학원 2022 국내박사

Abstract With the continuous changes of today’s economy and society, the background of employees is increasingly diversified, and the new generation of employees with diversified values is gradually becoming the main force of service enterprises. The diversified background of organization members poses a new challenge to the traditional management mode. Inclusive leadership is a core form of relational leadership, which promotes innovation and gives support and appreciation to employees. In today’s increasingly important service industry, inclusive leadership can promote the initiative of front-line employees, and thus improve enterprise efficiency. Based on self-determination theory, this study explored the influence of inclusive leadership on employee proactive behavior and the mediating role of error management climate and role width efficacy. Through the data analysis of the questionnaire survey data, this study tested the hypotheses and put forward specific suggestions on the practice of promoting employee proactive behavior. At the same time, this study points out the limitations of the research process and puts forward future research directions for future reference. This paper studies the mechanism between inclusive leadership and employee proactive behavior. The main findings are as follows :(1) inclusive leadership has a significant positive impact on employee proactive behavior; (2) Inclusive leadership has a significant positive impact on error management climate; (3) Inclusive leadership has a significant positive effect on role width efficacy; (4) Role width self-efficacy has a significant positive impact on employee proactive behavior; (5) Error management atmosphere has a significant positive impact on employee proactive behavior; (6) Error management climate partially mediates the relationship between inclusive leadership and employee proactive behavior; (7) Role width self-efficacy partially mediates the relationship between inclusive leadership and employee proactive behavior.

The Influence of Interorganizational Inclusive Leadership in Sport Organizations on the Affiliated Organization Employees : The Mediating Role of Psychological Safety and Psychological Resilience

오지현 서울대학교 대학원 2022 국내박사

Sport organizations tend to be divided into various divisions, where each organization functions individually, but also work together to establish structure, rules, and guidelines or to compete in leagues and international conference. Attracting, retaining, and developing high-ability employees is a source of sustainable cooperative work and competitive advantage for sport organizations. In this context, leadership is essential in enhancing employees’ organizational performance (Choi, Tran, & Park, 2015). In addition, since various stakeholders and groups collaborate together, inclusive leadership between organizations is also needed. The academic world is divided on the structure and composition of inclusive leadership in interorganizational contexts (Zhang et al., 2016). It is necessary to redefine interorganizational inclusive leadership in sport organization, including interorganizational leadership and inclusive leadership. Therefore, this dissertation aims to develop and extend research about interorganizational inclusive leadership in sport context. To date, various behavioral outcomes have been identified as a positive result of inclusive leadership in the field of organizational behavior. As an outcome of inclusive leadership, this dissertation would like to investigate job satisfaction, knowledge sharing, organizational trust, and organizational commitment. This study will define these four factors of interorganizational inclusive leadership as employee work attitudes. Due to the features of interorganizational leadership, this dissertation will demonstrate that interorganizational inclusive leadership has a positive relationship with employee work attitudes. Aside from management and leadership styles, employee work attitudes are dependent on a wide range of elements. Among these, psychological safety and psychological resilience are crucial. In summary, this dissertation’s three objectives are as follows: (1) first attempt to conceptualize interorganizational inclusive leadership in the sport context (2) provide a conceptual framework of organizational behavior in sport field by investigating the impact of lead organization leadership on affiliated organizations, including both predictors and consequences of psychological safety and psychological resilience, and (3) investigate the mediating effect of psychological safety and resilience between interorganizational inclusive leadership and affiliated organization employees’ job satisfaction, knowledge sharing, organizational trust, and organizational commitment. The first discusses the scale development, which is designed to develop and validate scales that would be used in the main study. Surveys were performed both online and in-person to collect empirical data on inclusive leadership, psychological safety, psychological resilience, job satisfaction, knowledge sharing, organizational trust, organizational commitment and demographics. CFA and SEM have been used to investigate research hypothesis with Mplus 6.0. A central aim of this study is not only in providing a conceptual framework of interorganizational inclusive leadership in sport organization, but also in using statistical analyses to determine the role of psychological safety and psychological resilience between interorganizational inclusive leadership and employee work attitudes. The current research provides empirical evidence for both academics and practitioners.

포용적 리더십이 친사회적 행동에 미치는 영향 : 직원몰입의 매개효과와 조직공정성의 조절 효과

권영인 중앙대학교 글로벌인적자원개발대학원 2022 국내석사

이 연구는 포용적 리더십과 친사회적 행동간의 영향관계와 직원몰입의 매개효과, 조직공정성의 조절효과를 파악하는데 목적을 두었다. 연구목적을 달성하기 위해 다음과 같은 연구문제를 설정하였다. 첫째, 포용적 리더십은 친사회적 행동에 유의한 영향을 미치는가? 둘째, 포용적 리더십은 직원몰입에 유의한 영향을 미치는가? 셋째, 포용적 리더십은 친사회적 행동에 영향을 미치는데 있어서 직원몰입을 매개효과로 가지는가? 포용적 리더십과 친사회적 행동 간에 조직공정성은 조절역할을 하는가? 연구문제 검증을 위한 표본은 국내 기업에서 재직중인 직장인을 대상으로 하였으며, 2022년 4월16일부터 5월12일까지 약 4주간 온라인 및 모바일 설문방식을 통해 수집하였다. 설문조사는 266명이 응답했고, 불성실한 응답없이 266명의 모든 데이터를 통계 분석에 활용하였다. 분석과정을 거친 연구 결과를 요약하면 다음과 같다. 첫째, 포용적 리더십은 친사회적 행동에 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 포용적 리더십은 직원몰입에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 포용적 리더십은 친사회적 행동에 영향을 미치는데 있어서 직원몰입을 부분매개 하는 것으로 나타났다. 넷째, 포용적 리더십과 친사회적 행동에 미치는 정(+)의 영향을 조직공정성이 강화조절 하는 것으로 나타났다. 연구결과를 바탕으로 다음과 같은 결론을 도출하였다. 첫째, 리더가 포용적 리더십을 발휘할 수 있도록 지원하고, 구성원이 포용성을 가지고 근무할 수 있는 환경을 조성하는 것이 요구된다. 둘째, 리더와 구성원의 지속적인 커뮤니케이션을 통해 긍정적 관계를 형성해 직원몰입을 이끌어내야 하며 포용적 자세는 기업과 사회 그리고 개인 모두에게 필요한 덕목이자 경쟁력이라는 시사점을 도출할 수 있다. 셋째, 상사의 포용적 리더십은 구성원의 몰입을 향상시키고, 포용적인 행동에 기여하는 바, 조직의 성과 확대로 이어질 것으로 예측되므로 불확실한 시대에 지속가능한 경영을 위한 필수요소임을 확인하였다. 넷째, 조직공정성 수준을 높은 수준으로 인식하는 구성원들은 친사회적 행동으로서 직무 수행 외 이타적인 행동을 강화시킬 수 있다고 예측할 수 있다. 따라서 조직의 리더는 구성원의 관계형성에 주목하고 리더의 포용적 행동과 조직공정성의 공정함을 강화시키는 요인에 집중할 필요가 있다. The purpose of this study was to understand the influence relationship between inclusive leadership and prosocial behavior, the mediating effect of employee engagement, and the moderating effect of organizational fairness. In order to achieve the research objectives, the following research questions were established. First, does inclusive leadership have a significant effect on prosocial behavior? Second, does inclusive leadership have a significant effect on employee engagement? Third, does inclusive leadership have a mediating effect on employee engagement in influencing pro-social behavior? Does organizational fairness play a moderating role between inclusive leadership and pro-social behavior? Samples for verifying research problems were targeted at office workers in domestic companies, and were collected through online and mobile questionnaires for about 4 weeks from April 16 to May 12, 2022. The survey was answered by 266 people, and all data from 266 people were used for statistical analysis without sincere responses. The results of the research that went through the analysis process are summarized as follows. First, it was found that inclusive leadership had a positive (+) effect on prosocial behavior. Second, it was found that inclusive leadership had a positive (+) effect on employee engagement. Third, inclusive leadership was found to partially mediate employee engagement in influencing pro-social behavior. Fourth, it was found that organizational fairness strengthened and controlled the positive (+) effect on inclusive leadership and prosocial behavior. Based on the research results, the following conclusions were drawn. First, it is required to support leaders to demonstrate inclusive leadership and to create an environment in which members can work with inclusion. Second, it is necessary to form a positive relationship through continuous communication between leaders and members to induce employee engagement, and it is possible to derive implications that inclusive attitude is a necessary virtue and competitiveness for companies, society, and individuals. Third, it was confirmed that the boss' inclusive leadership is an essential element for sustainable management in an uncertain era because it is expected to improve members' engagement and contribute to inclusive behavior, leading to the expansion of organizational performance. Fourth, it can be predicted that members who perceive the level of organizational fairness at a high level can strengthen altruistic behavior other than job performance as pro-social behavior. Therefore, organizational leaders need to pay attention to the formation of relationships among members and focus on factors that strengthen leaders' inclusive behavior and fairness in organizational fairness.

포용적 리더십이 적응수행에 미치는 영향 : 향상초점의 매개효과와 조직학습지향성의 조절효과를 중심으로

송은희 중앙대학교 글로벌인적자원개발대학원 2024 국내석사

본 연구의 목적은 변화된 상황이나 환경에 대처하고 조직 내부 또는 외부의 변화에 대응하는 데 필요한 능력인 적응수행과 리더의 포용적 리더십 간의 관계를 탐구하고, 이러한 관계에서 조직구성원의 향상초점이 어떠한 역할을 하는지 밝히고 조직학습지향성의 조절효과를 확인하고자 하였다. 이러한 연구문제를 검증하기 위해 국내 기업에 종사하는 사무직 근로자를 대상으로 설문조사를 진행하였고, 총 314부의 설문을 회수하여 연구 대상자의 범위에서 벗어난 12부의 응답을 제외하고 최종 302부를 분석하였다. 설문 데이터 분석에는 통계 프로그램인 SPSS 25.0과 AMOS 22.0을 활용하였다. 연구를 통해 도출된 결과를 요약하면 다음과 같다. 첫째, 포용적 리더십은 적응수행에 통계적으로 유의한 영향을 미치는 것으로 나타났다. 둘째, 포용적 리더십은 향상초점에 통계적으로 유의한 영향을 미치는 것으로 나타났다. 셋째, 향상초점은 적응수행에 통계적으로 유의한 영향을 미치는 것으로 나타났다. 넷째, 포용적 리더십과 적응수행의 영향관계에서 향상초점은 부분 매개효과를 갖는 것으로 확인되었다. 다섯째, 포용적 리더십과 적응수행의 경로에서 조직학습지향성의 강화 조절효과가 있음을 규명하였다. 본 연구를 바탕으로 다음과 같이 이론적 시사점을 제공할 수 있다. 첫째, 이 연구는 포용적 리더십이 적응수행에 미치는 영향을 국내 다양한 기업을 대상으로 실증하였다는 점에서 의의가 있으며 이는 다양한 조직 맥락에서 포용적 리더십의 효과성을 이해하는데 중요한 기여를 한다. 둘째, 적응수행과 여러 리더십 유형간 연구에서 포용적 리더십의 효과성을 확인함으로써 리더십 연구를 확장한 것에 의의가 있다. 셋째, 포용적 리더십과 적응수행 간에 향상초점의 매개효과를 검증함으로써 포용적 리더십이 적응수행에 미치는 메커니즘을 이해하는데 이론적 의의가 있다. 본 연구 결과를 통해 다음과 같은 실무적 시시점을 제공할 수 있다. 첫째, 리더십 개발 측면에서 조직은 조직구성원이 적응수행을 통해 조직에 기여할 수 있도록 포용적 리더십과 같은 긍정적 리더십을 강화하는 리더십 개발이 필요하다. 둘째, 환경 변화에 적응하고 위기 상황에 신속하게 대응하는 능력을 강화하기 위해 조직구성원의 향상초점을 높일 수 있는 조직차원의 지원이 요구된다. 셋째, 조직구성원의 적응수행에 긍정적인 영향을 미치기 위해 조직 학습을 강화하는 공식적 및 비공식적 시스템을 구축하고 리더는 이러한 시스템을 지원할 필요가 있다. The purpose of this study is to explore the relationship between adaptive performance, a capability necessary for coping with changing situations or environments and responding to internal or external changes in an organization, and inclusive leadership of a leader. It also aims to illuminate the role of promotion focus in this relationship and to examine the moderating effect of organizational learning orientation. To validate these research questions, a survey was conducted among office workers in domestic companies, and out of 314 collected surveys, 302 were analyzed after excluding 12 responses that fell outside the research subject range. Statistical software SPSS 25.0 and AMOS 22.0 were utilized for the analysis of the survey data. The results of the research can be summarized as follows: The practical implications of this study can be summarized as follows: (1) inclusive leadership has the positive effect on adaptive performance, (2) inclusive leadership has the positive effect on promotion focus, (3) promotion focus has the positive effect on adaptive performance, (4) promotion focus has a partial mediating effect in the relationship between inclusive leadership and adaptive performance, and (5) there is a reinforcing moderating effect of organizational learning orientation in the path between inclusive leadership and adaptive performance. This study provides the following acedemic implications: First, it is significant that this research empirically demonstrated the impact of inclusive leadership on adaptive performance across a diverse range of domestic companies. This finding contributes to the understanding of inclusive leadership's effectiveness in different organizational contexts. Second, the study has expanded the field of leadership research by confirming the effectiveness of inclusive leadership in the relationship between adaptive performance and various types of leadership. Third, the verification of the mediating effect of promotion focus between inclusive leadership and adaptive performance provides theoretical significance in understanding the mechanism through which inclusive leadership influences adaptive performance. The findings from this study offer the following practical implications. First, in terms of leadership development, organizations need to foster leadership development that enhances positive leadership styles such as inclusive leadership, enabling organizational members to generate outcomes that contribute to the organization through adaptive performance. Second, organizational support at the institutional level is required to elevate the promotion focus of members, enhancing their ability to adapt to environmental changes and respond swiftly in crisis situations. Third, to positively impact the adaptive performance of organizational members, it is necessary to establish formal and informal systems that strengthen organizational learning, and leaders should support this initiative.

포용적 리더십이 직무 성과에 미치는 영향 : 직무 만족도의 매개효과와 교환 의식의 조절효과

이문훤 한국외국어대학교 대학원 2024 국내석사

The rapid development of the world economy has intensified the market competition among enterprises, making organizational performance one of the important competitive advantages of enterprises.Since the realization of organizational performance is based on the realization of employee performance, enterprises should always pay attention to the growth of individual performance when carrying out performance management.In particular, people in their 20s and 30s are becoming the main targets of corporate management, influenced by higher education and Western culture, and they pay more attention to their ability to exercise, leadership style and work attitude.Therefore, how to effectively improve the performance of employees has become an urgent problem for enterprise managers and researchers. In order to improve the performance of employees, enterprises often use external incentives, but this method is often accompanied by increased human resources costs and corporate finance, resulting in employees blindly pursuing short-term benefits.Based on these circumstances, organizations should pay equal attention to internal incentives when conducting performance management.Within an organization, leadership is a key player that influences the business environment, the state of work and the behavior of employees.Inclusive leadership is the core of relational leadership, which is to coordinate the differentiated needs of employees and attach importance to the emerging leadership style of two-way communication with employees.Compared to other leadership styles, inclusive leadership can adhere to the people-centered management philosophy and influence employees' work behavior.Therefore, it is necessary to conduct empirical research on the relationship between inclusive leadership and employee performance. This study investigates how inclusive leadership affects employee performance, using job satisfaction as the mediating variable and Exchange ideology as the regulatory variable.Based on the years of operation and the scale of operation, three enterprises in Shandong Province were selected to conduct research, and 201 valid questionnaire data were empirically analyzed through SPSS.The empirical analysis results show that: (1) inclusive leadership has a positive effect on employee performance, (2) job satisfaction plays an intermediary role in the process of inclusive leadership's influence on job performance. (3) Exchange ideology plays a positive role in adjusting between inclusive leadership and job satisfaction .Finally, based on the empirical analysis results, the paper discusses the enterprise management practice and puts forward the enlightenment.

중소기업 근로자의 다양성수용이 학습민첩성을 매개로 혁신행동에 미치는 영향과 포용적 리더십의 조절효과

민연주 중앙대학교 글로벌인적자원개발대학원 2023 국내석사

In the era of globalization, customers and organizational members are diversified, and in the ESG management environment, securing DEIB(Diversity, Equity, Inclusion, and Belonging) and innovating within the company is an essential strategy for survival. This study aims to provide direction in terms of human resource development by examining the mediating effect of learning agility and the moderating effect of supervisor's inclusive leadership on the effect of individual openness to diversity on innovation behavior in organizations. The research questions were: First, what is the relationship between openness to diversity, learning agility, innovation behavior, and inclusive leadership? Second, does learning agility have a mediating effect in the relationship between openness to diversity and innovative behavior? Third, does inclusive leadership have a moderating effect on the relationship between learning agility and innovative behavior? The results of an online survey of 300 domestic small and medium-sized enterprises in Korea, which account for about 99.8% of all businesses and must be more agile in change in order to have continuous growth and competitive advantage, were analyzed. The results of the study are as follows. First, when examining the influence relationship between openness to diversity, learning agility, innovative behavior, and inclusive leadership, openness to diversity only affects innovative behavior through learning agility. Like inconsistent previous research results, the effect of diversity on organizational performance may appear differently depending on the type of diversity, situation variables, and intervention variables. Second, openness to diversity suggests the importance of learning agility as a variable in that it has a positive effect on innovative behavior only through the medium of learning agility. Beyond simply having various backgrounds, organizational members can lead to innovative behavior when they are accompanied by a willingness to learn and an attitude to learn. Third, inclusive leadership has been shown to have a moderating effect and a controlled mediating effect. The mediating effect of openness to diversity on innovative behavior through learning agility increased when inclusive leadership increased. The meaning and implications of this study are as follows. First, even at the same level of diversity in the organization, differences in the degree to which individuals perceive diversity affect performance, so it means the need to prepare education and selection criteria, systems, and rewards within the organization to increase openness to diversity. Second, unlike previous studies that have divided openness to diversity into organizational performance and learning aspects, it is meaningful in that it examines research that integrates performance and learning. Third, the importance of the supervisors' inclusive leadership to enhance innovative behavior through learning agility was confirmed. Organizations should create an environment that embraces differences and suggest the need for organizational strategies and education to foster competent inclusive leaders. 세계화 시대에 고객과 조직 구성원들이 다양해지고 ESG경영 환경 속에서 기업 내 DEIB(다양성, 형평성, 포용성, 소속감) 확보와 혁신은 생존에 필수적 전략이다. 본 연구는 조직 내 구성원들 개인의 다양성수용이 혁신행동에 미치는 영향관계에서 학습민첩성의 매개효과와 상사의 포용적리더십의 조절효과가 어떤 영향을 주는지 인적자원개발 측면에서 방향을 제시하고자 한다. 연구 문제는 첫째, 다양성수용, 학습민첩성, 혁신행동, 포용적리더십 간 관계는 어떠한가? 둘째, 학습민첩성은 다양성수용과 혁신행동 간 관계에서 매개효과를 나타내는가? 셋째, 포용적리더십은 학습민첩성과 혁신행동 간 관계에서 조절효과를 나타내는가? 전체 사업체의 약 99.8%를 차지하고 지속적 성장과 경쟁우위를 갖기 위해 변화에 더 민첩해야 하는 국내 중소기업 근무자 300명의 온라인 설문조사 결과를 분석하였다. 연구 결과는 다음과 같다. 첫째, 다양성수용, 학습민첩성, 혁신행동, 포용적리더십 각 변인 간의 영향 관계를 살펴보았을 때 다양성수용은 학습민첩성을 매개로만 혁신행동에 영향을 미치는 것으로 나타났다. 일관되지 않은 선행연구 결과들과 같이 다양성이 조직성과에 미치는 영향은 다양성의 유형이나 상황변수, 개입변수 등에 따라 다르게 나타날 수 있음을 의미한다. 둘째, 다양성수용은 학습민첩성 매개를 통해서만 혁신행동에 정적인 영향을 미친다는 점에서 변수로써 학습민첩성의 중요성을 시사한다. 단순히 조직 구성원이 다양한 배경을 지닌 것 이상으로, 학습에 대한 의지와 배우려는 자세가 동반될 때 혁신행동으로 이어질 수 있다. 셋째, 포용적리더십은 조절효과와 조절된 매개효과가 존재하는 것으로 나타났다. 다양성수용이 학습민첩성을 거쳐 혁신행동에 영향을 미치는 매개효과는 포용적리더십이 높아지는 경우 증가하였다. 본 연구의 의미와 시사점은 다음과 같다. 첫째, 조직 내 동일한 다양성 수준이라도 개인이 다양성을 지각하는 정도의 차이가 성과에 영향을 미치므로, 다양성수용을 높이기 위한 조직 내 교육 및 선발 기준, 시스템, 보상 등 마련의 필요성을 의미한다. 둘째, 기존 선행연구들이 다양성수용을 조직성과 측면과 학습 측면으로 각각 나눠 연구된 것과 달리, 성과와 학습이 통합된 연구를 살펴본 점에서 의의가 있다. 셋째, 학습민첩성을 통해 혁신행동을 높이기 위한 상사의 포용적리더십 발휘의 중요성을 확인하였다. 조직은 서로 다름을 수용하는 환경을 만들어야 하며, 역량 있는 포용적 리더들을 육성하기 위한 조직 전략과 교육의 필요성을 시사한다.

관계지향적 리더십 유형이 IT기업 개발자의 일의 의미에 미치는 영향 : 잡 크래프팅의 매개효과와 조직지원인식의 조절효과

이수용 중앙대학교 글로벌인적자원개발대학원 2023 국내석사

The purpose of this study is to empirically verify the effect of relationship-oriented leadership type on the meaning of work, and to identify the mediating effect of job crafting and the moderating effect of organizational support perception in this relationship, to provide practical implications in terms of human resource development. wanted to provide. The research questions set to achieve the purpose of the study are as follows. First, what is the correlation between relationship-oriented leadership types (coaching leadership, empowering leadership, inclusive leadership), meaning of work, job crafting, and perception of organizational support? play a mediating role in Third, in the relationship between the type of relationship-oriented leadership and job crafting, the perception of organizational support played a moderating role. For the study, an online survey was conducted targeting workers at domestic IT companies, and 311 valid responses were collected. A total of 80 questions were used in the survey, consisting of coaching leadership (13 questions), empowering leadership (20 questions), inclusive leadership (9 questions), work meaning (10 questions), job crafting (15 questions), and organizational support awareness (7 questions). Statistical programs SPSS 25.0 and AMOS 25.0 were used for survey analysis. The summary of the results derived from the analysis is as follows. First, it was confirmed that relationship-oriented leadership type and meaning of work, relationship-oriented leadership type and job crafting, leadership type and organizational support perception all had significant effects. Second, in the relationship between the relationship-oriented leadership type and the meaning of work, job crafting was found to have a partial mediating effect. Third, the perception of organizational support was found to have a reinforcing moderating effect that strengthened the influence relationship between the relationship-oriented leadership type and job crafting. Based on the research results, the following implications were suggested. First, since relationship-oriented leadership pays attention to the growth of members, it is thought that the leader will act as a lubricant in forming trust with members. It means that there is a need to develop and operate programs to check various leadership styles and strengthen leadership based on the understanding of relationship-oriented leadership. Second, in order to understand the mechanism between the relationship-oriented leadership type and the meaning of work to increase the meaning of members' work, leaders should actively lead members' job crafting and establish a culture of communication. Third, it is necessary to check various organizational support systems in order to increase a positive attitude toward the organization and to diversify the communication channel method so that members can recognize the organization's support. Based on the above research results, limitations and supplementary points were identified, and future research directions were suggested. 본 연구의 목적은 관계지향적 리더십 유형이 일의 의미에 미치는 영향에 대해 실증적으로 검증하고, 이러한 관계에서 잡 크래프팅의 매개효과와 조직지원인식의 조절효과를 규명하여 인적자원개발의 측면에서 실천적 시사점을 제공하고자 하였다. 연구목적을 달성하기 위해 설정한 연구문제는 다음과 같다. 첫째, 관계지향적 리더십 유형(코칭 리더십, 임파워링리더십, 포용적 리더십), 일의 의미, 잡 크래프팅, 조직지원인식의 상관관계는 어떠한가 둘째, 잡 크래프팅은 관계지향적 리더십의 유형과 일의 의미 사이에서 매개역할을 하는가? 셋째, 관계지향적 리더십의 유형과 잡 크래프팅의 관계에서 조직지원인식은 조절역할을 하는가로 설정하였다. 연구를 위해 국내 IT기업에 재직 중인 근로자를 대상으로 온라인 설문조사를 실시하여 311건의 유효 응답을 수집하였다. 조사에 활용한 설문은 총 80문항으로, 코칭 리더십 13문항, 임파워링리더십 20문항, 포용적 리더십 9문항, 일의 의미 10문항, 잡 크래프팅 15문항, 조직지원인식 7문항으로 구성하였다. 설문분석을 위해 통계프로그램 SPSS 25.0과 AMOS 25.0을 활용하였다. 분석을 통해 도출된 결과를 요약하면 다음과 같다. 첫째, 관계지향적 리더십 유형과 일의 의미, 관계지향적 리더십 유형과 잡 크래프팅, 리더십 유형과 조직지원인식 모두 유의한 영향을 미치는 것으로 확인되었다. 둘째, 관계지향적 리더십 유형과 일의 의미 간의 영향 관계에서 잡 크래프팅은 부분 매개효과가 존재하는 것으로 나타났다. 셋째, 조직지원인식은 관계지향적 리더십 유형과 잡 크래프팅 사이에서 변인 간의 영향 관계를 강화시키는 강화조절효과를 가지는 것으로 나타났다. 연구결과를 토대로 다음과 같은 시사점을 제시하였다. 첫째, 관계지향 리더십이 구성원의 성장에 관심을 기울이고 있어 리더가 구성원과의 신뢰를 형성하는데 있어서 윤활유 역할을 할 것으로 사료된다. 관계지향 리더십에 대한 이해를 기반으로 다양한 리더십 스타일을 점검하고 리더십을 강화시키기 위한 프로그램의 개발 및 운영의 필요성이 있음을 의미한다. 둘째, 관계지향적 리더십 유형과 일의 의미 간의 메커니즘을 이해하여 구성원의 일의 의미를 높이기 위해 리더는 구성원의 잡 크래프팅을 적극적으로 리딩하며 소통하는 문화를 구축해 나가야 할 것이다. 셋째, 조직에 대한 긍정적인 태도를 높이기 위하여 다양한 조직지원제도를 점검하고 구성원들이 조직의 지원을 인식할 수 있도록 소통 채널 방식을 다양화 시키려는 노력이 필요하다. 이상의 연구결과를 토대로 제한점 및 보완점을 확인하였으며 향후 연구 방향을 제언하였다.