LMX and Job Performance: Mediating Role of Psychological Empowerment and Moderating Role of Supervisory Trust

리더-구성원 교환관계와 직무성과: 심리적 권한부여의 매개역할과 상사신뢰의 조절역할

  • Na, Byeong Moon (Department of Business Administration, Graduate School, Chung-Ang University) ;
  • Lee, Jong-Keon (School of Business Administration, Chung-Ang University)
  • Received : 2016.11.16
  • Accepted : 2016.12.30
  • Published : 2016.12.31


This study examined the effects of Leader-member exchange (LMX) on psychological empowerment and job performance, the mediating role of psychological empowerment in the relationship between LMX and job performance, and the moderating role of supervisory trust in the positive relationship between LMX and psychological empowerment. Data were collected from 290 employees in Korean Banks. Results of this study indicated that LMX was positively related to psychological empowerment and job performance, and that psychological empowerment was positively related to job performance. Results also indicated that psychological empowerment partially mediated the relationship between LMX and job performance. Especially, supervisory trust moderated the positive relationship between LMX and psychological empowerment such that the relationship was stronger when supervisory trust was high than it was low. Finally, theoretical and practical implications of the results were discussed.

본 연구는 리더-구성원 교환관계가 심리적 권한부여와 직무성과에 미치는 영향, 심리적 권한부여가 직무성과에 미치는 영향, 리더-구성원 교환관계와 직무성과 간의 관계에 있어서 심리적 권한부여의 매개역할, 그리고 리더-구성원 교환관계와 심리적 권한부여 관계에 있어서 상사신뢰의 조절역할을 분석하였다. 연구자료는 국내 시중은행에 근무하는 290명의 은행원들로부터 수집되었다. 첫째, 리더-구성원 교환관계는 직무성과에 긍정적인 영향을 미치는 것으로 나타났다. 둘째, 리더-구성원 교환관계는 심리적 권한부여에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 심리적 권한부여는 직무성과에 긍정적인 영향을 미치는 것으로 나타났다. 넷째, 심리적 권한부여는 LMX와 직무성과간의 관계를 부분적으로 매개하는 것으로 나타났다. 다섯째, 상사신뢰는 리더-구성원 교환관계와 심리적 권한부여 간의 정(+)의 관계를 조절하는 것으로 나타났다. 특히, 심리적 권한부여는 리더-구성원 교환관계와 상사신뢰 둘 다가 높을 때 가장 높은 것으로 밝혀졌다. 이와 같이, 본 연구결과는 높은 질의 구성원 교환관계와 함께 상사에 대한 구성원들의 신뢰가 강할 때, 그들의 심리적 권한부여가 높아진다는 사실을 밝혔다는 점에서 이론적 기여를 한다. 또한, 본 연구결과는 구성원들의 직무성과 향상에 있어서 높은 질의 리더-구성원 교환관계와 높은 수준의 심리적 권한부여가 중요하다는 실무적 시사점을 제시한다.



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