Asia-Pacific Journal of Business Venturing and Entrepreneurship (벤처창업연구)

The Korean Society of Business Venturing (한국벤처창업학회)
권호 표지

The Effect of Empowering Leadership on Employee's Work Engagement and Job Satisfaction: Moderating Effect of Behavioral Integrity

임파워링 리더십이 조직구성원의 직무열의와 직무만족에 미치는 영향: 행동적 진실성의 조절효과를 중심으로

  • Ko, Min Jeong (School of Business Administration, Chung-Ang University) ;
  • Hah, Juhee (School of Business Administration, Chung-Ang University)
  • Received : 2020.07.09
  • Accepted : 2020.08.20
  • Published : 2020.08.31
Download PDF
⟨ Previous Next ⟩

Abstract

In a view of rapidly changing business environment, the success and competing power of organizations depend on committed, highly motivated and satisfied human resources. Empowerment is mainly concerned with establishing and building trust between management and employees, and motivating their participation. Also, behavioral integrity emphasizing on the characteristics of effective leaders has shown as direct action that strengthens positive consequences in organizations. However, research regarding behavioral integrity is very limited. Based on the Self-determination Theory, this paper investigates the effect of empowering leadership on employee's job satisfaction and work engagement. Multi-group analysis based on behavioral integrity is also analyzed. An online survey was conducted and 298 employees' data were collected. Using structural equation modeling, results suggest as follows. First, empowering leadership had a positive effect on individual's job satisfaction mediated by their work engagement. Second, the result of the multi-group analysis showed that the effect of empowering leadership on work engagement is stronger in the group with high behavioral integrity. Contrary to the prediction, the result doesn't support the moderating effect on job satisfaction. These findings contribute to our understanding of empowering leadership process. Based on the results, several theoretical and managerial implications are discussed.

본 연구는 자기결정이론을 바탕으로 상사의 임파워링 리더십이 조직구성원의 직무열의와 직무만족에 미치는 영향력을 분석함으로써 임파워링 리더십의 효과를 검증하는 것을 목적으로 한다. 또한, 상사가 임파워링 리더십을 발휘함에 있어서 행동적 진실성이 수반될 때 조직구성원의 직무열의와 직무만족에 미치는 긍정적 영향력이 더욱 강해지는지 확인함으로써 임파워링 리더십과 행동적 진실성의 상호작용 효과를 검증하고자 하였다. 온라인 설문조사를 통해 수집한 40대 이하 직장인 289명의 데이터를 활용하여 임파워링 리더십, 직무열의, 직무만족 간의 인과관계를 확인하였고, 행동적 진실성에 따라 집단을 나눈 후 다집단 경로분석을 실시하였다. 연구결과를 요약하면 다음과 같다. 첫째, 임파워링 리더십을 발휘하는 리더는 조직구성원들의 직무만족과 직무열의를 향상시켰다. 둘째, 임파워링 리더십이 조직구성원의 직무만족에 영향을 미침에 있어서 직무열의가 부분매개 역할을 하는 것으로 나타났다. 셋째, 행동적 진실성은 임파워링 리더십이 직무만족에 미치는 영향력을 조절하지 못하는 것으로 나타났다. 넷째, 행동적 진실성은 임파워링 리더십과 직무열의 간의 관계를 조절하는 것으로 확인되었다. 구체적으로, 행동적 진실성이 높은 집단에서 임파워링 리더십은 직무열의를 유의하게 향상시켰지만, 행동적 진실성이 낮은 집단에서 임파워링 리더십은 직무열의에 유의한 영향을 미치지 못하였다. 이러한 결과를 통해 본 연구는 다음과 같은 시사점을 제공한다. 첫째, 상사가 임파워링 리더십을 발휘하면 조직구성원은 자신에게 부여된 권한과 책임, 자율성을 기반으로 업무수행 과정에서 직무열의와 직무만족의 향상을 경험한다. 따라서 기업은 관리자 계층의 임파워링 리더십을 강화하여 직원들의 직무열의와 직무만족을 높이는 기반으로 삼을 필요가 있다. 둘째, 행동적 진실성은 상사의 임파워링 리더십 효과성을 증대시키는 요인임이 밝혀졌다. 따라서 실무자들은 조직이 추구하는 가치를 구성원 개인이 내면화할 수 있는 다양한 방법을 고민하고 실천해야 할 것이다. 마지막으로 본 연구의 한계점을 논의하고 향후 연구방향을 제시하였다.

Keywords

References

  1. Ahearne, M., Mathieu, J., & Rapp, A.(2005). To empower or not to empower your sales force? an empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945-955. https://doi.org/10.1037/0021-9010.90.5.945
  2. Alarcon, G. M., & Lyons, J. B.(2011). The relationship of engagement and job satisfaction in working samples. The Journal of Psychology, 145(5), 463-480. https://doi.org/10.1080/00223980.2011.584083
  3. Amundsen, S., & Martinsen, O. L.(2015). Linking empowering leadership to job satisfaction, work effort, and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership and Organizational Studies, 22(3), 304-323. https://doi.org/10.1177/1548051814565819
  4. Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F.(2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249-270. https://doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-#
  5. Ashmos, D. P., & Duchon, D.(2000). Spirituality at work: A conceptualization and measure. Journal of Management Inquiry, 9(2), 134-145. https://doi.org/10.1177/105649260092008
  6. Bakker, A. B., & Bal, P. M.(2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organizational Psychology, 83(1), 189-206. https://doi.org/10.1348/096317909X402596
  7. Bakker, A. B., & Geurts, S. A. E.(2004). Towards a dual-process model of work-home interference. Work and Occupations, 31, 345-366. https://doi.org/10.1177/0730888404266349
  8. Bandura, A.(1977). Social learning theory. Englewood Cliffs, N.J.: Prentice Hall.
  9. Bharadwaja, M., & Tripathi, N.(2020). Linking empowering leadership and job attitudes: The role of psychological empowerment. Journal of Asia Business Studies, ahead-of-print.
  10. Biemann, T., Kearney, E., & Marggraf, K.(2015). Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level. The Leadership Quarterly, 26(5), 775-789. https://doi.org/10.1016/j.leaqua.2015.03.003
  11. Bonner, J. M., Greenbaum, R. L., & Mayer, D. M.(2016). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. Journal of Business Ethics, 137(4), 731-742. https://doi.org/10.1007/s10551-014-2366-6
  12. Byun, G., Dai, Y., Lee, S., & Kang, S.(2017). Leader trust, competence, LMX, and member performance: A moderated mediation framework. Psychological Reports, 120(6), 1137-1159. https://doi.org/10.1177/0033294117716465
  13. Chah,, D. O., Moon, J. Y., Lee, J. H., Kim, Y. J., Heo, I. M., & Rho, J. H.(2015). A Study on the Effects of Leaders Behavioral Integrity on Subordinates' Interpersonal Citizenship Behavior and Intention to Leave: Leader Organizational Citizenship Behavior as a Mediating Variable. Korean Journal of Business Administration, 28(1), 1-20.
  14. Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C.(2019). A review of the effectiveness of empowering leadership. The Leadership Quarterly, 30(1), 34-58. https://doi.org/10.1016/j.leaqua.2018.08.005
  15. Christian, M. S., Garza, A. S., & Slaughter, J. E.(2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
  16. Davis, A. L., & Rothstein, H. R.(2006). The effects of the perceived behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67(4), 407-419. https://doi.org/10.1007/s10551-006-9034-4
  17. Deci, E. L., & Ryan, R. M.(1985). Intrinsic motivation and self-determination in human behavior. New York: Springer Science+Business Media.
  18. Fu, P. P., Tsui, A. S., Liu, J., & Li, L.(2010). Pursuit of whose happiness? executive leaders' transformational behaviors and personal values. Administrative Science Quarterly, 55(2), 222-254. https://doi.org/10.2189/asqu.2010.55.2.222
  19. Gao, A. & Jiang, J.(2019). Perceived Empowering Leadership, Harmonious Passion, and Employee Voice: The Moderating Role of Job Autonomy. Frontiers in Psychology, 10(1484), 1-9. https://doi.org/10.3389/fpsyg.2019.00001
  20. Gao, L., Janssen, O., & Shi, K.(2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly, 22(4), 787-798. https://doi.org/10.1016/j.leaqua.2011.05.015
  21. Gatling, A., Molintas, D. H. R., Self, T. T., & Shum, C.(2020). Leadership and behavioral integrity in the restaurant industry: The moderating roles of gender. Journal of Human Resources in Hospitality & Tourism, 19(1), 62-81. https://doi.org/10.1080/15332845.2020.1672249
  22. Harris, T. B., Li, N., Boswell, W. R., Zhang, X.‐a. & Xie, Z.(2014). Getting What's New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context. Personnel Psychology, 67, 567-604. https://doi.org/10.1111/peps.12053
  23. Hinkin, T. R., & Schriesheim, C. A.(2015). Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach. Leadership Quarterly, 26(6), 991-1004. https://doi.org/10.1016/j.leaqua.2015.10.006
  24. Jeung, W. H.(2018). Empowering Leadership and Voice Behavior: The Multiple Mediation Effects of Voice Climate and Organization-Based Self-esteem. The Korean Leadership Quarterly, 9(2), 3-26. https://doi.org/10.22243/tklq.2018.9.2.3
  25. Ju, S. Y., Jeong, I. S., Kim, J. S., & Park, D. H.(2015). A Study on the Relationship between Empowering Leadership and Innovative Behavior: Investigating Mediating Effects of Self-Regulatory Focus. Korean Journal of Business Administration, 28(6), 1725-1745.
  26. Kang, T. W., Lee, Y. K., & Lee Y. S.(2018). The Impact of Self-efficacy on Job Engagement and Job Performance of SMEs Members: SEM-ANN Analysis. Asia-Pacific Journal of Business Venturing and Entrepreneurship, 13(6), 155-166. https://doi.org/10.16972/APJBVE.13.6.201812.155
  27. Kim, D. H., Park, H. T., & Son, S. Y.(2019). The Impact of Leader's Behavioral Integrity on Knowledge-sharing- Mediating Effect of Relational Energy and Moderating Effects of Pro-social Motivation. Journal of Human Resource Management Research, 26(4), 129-149.
  28. Kim, D. Y., Lee, G. S., & Jeung, W. H.(2016). The Effects of Empowering Leadership on Job Attitudes of Organizational Members: The Mediating Effects of Psychological Capital. The Korean Leadership Quarterly, 7(2), 33-60.
  29. Kim, H. S., & Tak, J. K.(2015). The Effect of Leader Empowering Behavior on Work Engagement: The Mediating Role of Job Crafting and Moderating Effects of Core-Self Evaluation and Person-Job Fit. The Korean Journal of Industrial and Organizational Psychology, 28(2), 275-299. https://doi.org/10.24230/kjiop.v28i2.275-299
  30. Kim, M. S., & Beehr, T. A.(2017). Self-efficacy and psychological ownership mediate the effects of empowering leadership on both good and bad employee behaviors. Journal of Leadership and Organizational Studies, 24(4), 466-478. https://doi.org/10.1177/1548051817702078
  31. Kim, M. S., Beehr, T. A., & Prewett, M. S.(2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies, 25(3), 257-276. https://doi.org/10.1177/1548051817750538
  32. Kim, M. S.(2015). Antecedents and Consequences of Job Engagement. Doctoral Dissertation, Soongsil University, Korea.
  33. Kim, Y. S.(2020). A Study on the Relationships among Relational Transparency, Behavioral Integrity, Trust and Interpersonal Citizenship Behavior: Focusing on Hotel Corporations. Tourism & Leisure Research, 32(1), 237-254. https://doi.org/10.31336/JTLR.2020.1.32.1.237
  34. Klassen, R. M., & Chiu, M. M.(2010). Effects on teachers' self-efficacy and job satisfaction: Teacher gender, years of experience, and job stress. Journal of Educational Psychology, 102(3), 741-756. https://doi.org/10.1037/a0019237
  35. Kline, R. B.(2010). Principles and Practice of Structural Equation Modeling. New York: The Guilford Press.
  36. Konczak, L. J., Stelly, D. J., & Trusty, M. L.(2000). Defining and measuring empowering leader behaviors: Development of an upward feedback instrument. Educational and Psychological Measurement, 60(2), 301-313. https://doi.org/10.1177/00131640021970420
  37. Lee, A., Willis, S., & Tian, A. W.(2018). Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, 39(3), 306-325. https://doi.org/10.1002/job.2220
  38. Lee, M. C. C., Idris, M. A., & Delfabbro, P. H.(2017). The linkages between hierarchical culture and empowering leadership and their effects on employees' work engagement: Work meaningfulness as a mediator. International Journal of Stress Management, 24(4), 392-415. https://doi.org/10.1037/str0000043
  39. Li, H., Shi, Y., Li, Y., Xing, Z., Wang, S., Ying, J., Sun, J.(2018). Relationship between nurse psychological empowerment and job satisfaction: A systematic review and meta-analysis. Journal of Advanced Nursing, 74(6), 1264-1277. https://doi.org/10.1111/jan.13549
  40. Li, M., Liu, W., Han, Y., Zhang, P.(2016). Linking empowering leadership and change-oriented organizational citizenship behavior. Journal of Organizational Change Management, 29(5), 732-750. https://doi.org/10.1108/JOCM-02-2015-0032
  41. Locke, E. A.(1976). Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.
  42. Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R.(2016). Work engagement, job satisfaction, and turnover intentions. International Journal of Contemporary Hospitality Management, 28(4), 737-761. https://doi.org/10.1108/IJCHM-07-2014-0360
  43. Macey, W. H., & Schneider, B.(2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3-30. https://doi.org/10.1111/j.1754-9434.2007.0002.x
  44. MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A.(2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(115), 115-134. https://doi.org/10.1177/03079459994506
  45. Orgambídez-Ramos, A., & de Almeida, H.(2017). Work engagement, social support, and job satisfaction in portuguese nursing staff: A winning combination. Applied Nursing Research, 36, 37-41. https://doi.org/10.1016/j.apnr.2017.05.012
  46. Palanski, M. E., & Yammarino, F. J.(2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20(3), 405-420. https://doi.org/10.1016/j.leaqua.2009.03.008
  47. Park, J. G, Kim, J. S., Yoon, S. W., & Joo, B. K.(2017). The effects of empowering leadership on psychological well-being and job engagement: The mediating role of psychological capital. Leadership & Organization Development Journal, 38(3), 350-367. https://doi.org/10.1108/LODJ-08-2015-0182
  48. Pennebaker, J. W., & King, L. A.(1999). Linguistic styles: Language use as an individual difference. Journal of Personality and Social Psychology, 77(6), 1296-1312. https://doi.org/10.1037/0022-3514.77.6.1296
  49. Robinson, D., Perryman, S., & Hayday, S.(2004). The Drivers of Employee Engagement-Report 408 [White Paper]. London: Institute for Employment Studies.
  50. Quinn, R. E.(1988). Beyond Rational Management. San Francisco: Jossey-Bass.
  51. Rich, B. L., Lepine, J. A., & Crawford, E. R.(2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635. https://doi.org/10.5465/amj.2010.51468988
  52. Schaufeli, W. B., Salanova, M., Gonzalez-roma, V., & Bakker, A. B.(2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. https://doi.org/10.1023/A:1015630930326
  53. Shin, J. H., & Tak, J. K.(2011). The Effects of Behavioral Integrity and Leader Legitimacy Perception on Job Satisfaction and Organizational Commitment: The Moderating Effects of Supervisor`s Collaborative Communication and Follower's Conscientiousness. The Korean Journal of Industrial and Organizational Psychology, 24(2), 385-407. https://doi.org/10.24230/ksiop.24.2.201105.385
  54. Simons, T.(2002). Behavioral integrity: The perceived alignment between managers' words and deeds as a research focus. Organization Science, 13(1), 18-35. https://doi.org/10.1287/orsc.13.1.18.543
  55. Simons, T., Friedman, R., Liu, L. A., & Parks, J. M.(2007). Racial differences in sensitivity to behavioral integrity: Attitudinal consequences, in-group effects, and "trickle down" among black and non-black employees. Journal of Applied Psychology, 92(3), 650-665. https://doi.org/10.1037/0021-9010.92.3.650
  56. Simons, T., Tomlinson, E. C., & Leroy, H.(2011). The Oxford handbook of positive organizational scholarship. New York: Oxford University Press.
  57. Song, J. S., & Yoo, T. Y.(2005). The effects of person-organization value fit on person's attitude and behavior. The Korean Journal of Industrial and Organizational Psychology, 18(2), 361-384.
  58. Sonnentag, S., Mojza, E. J., Binnewies, C., & Scholl, A.(2008). Being engaged at work and detached at home: A week-level study on work engagement, psychological detachment, and affect. Work & Stress, 22(3), 257-276. https://doi.org/10.1080/02678370802379440
  59. Spreitzer, G. M.(1995). An empirical test of a comprehensive model of intrapersonal empowerment in the workplace. American Journal of Community Psychology, 23(5), 601-629. https://doi.org/10.1007/BF02506984
  60. Srivastava, A., Bartol, K. M., & Locke, E. A.(2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239-1251. https://doi.org/10.5465/amj.2006.23478718
  61. Stowell, J. S.(1986). Leadership and Coaching. Doctorial dissertation, University of Utah.
  62. Sun, X.(2016). Psychological Empowerment on Job Performance: Mediating Effect of Job Satisfaction. Psychology, 7, 584-590. https://doi.org/10.4236/psych.2016.74060
  63. Tuckey, M. R., Bakker, A. B., & Dollard, M. F.(2012). Empowering leaders optimize working conditions for engagement: A multilevel study. Journal of Occupational Health Psychology, 17(1), 15-27. https://doi.org/10.1037/a0025942
  64. Vogelgesang, G. R., Leroy, H., & Avolio, B. J.(2013). The mediating effects of leader integrity with transparency in communication and work engagement/performance. Leadership Quarterly, 24(3), 405-413. https://doi.org/10.1016/j.leaqua.2013.01.004
  65. Xue, Y., Bradley, J., & Liang, H.(2011). Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management, 15(2), 299-312. https://doi.org/10.1108/13673271111119709
  66. Yang, I. J., & Kang, H. R.(2019). The Moderating Effect of Organizational Justice on the Relationship between Organizational Culture and Organizational Effectiveness in Manufacturing Companies. Journal of Agricultural Education and Human Resource Development, 51(3), 103-134. https://doi.org/10.23840/agehrd.2019.51.3.103
  67. Yoo, Y. J., Kim, K. S., & Kim. S. O.(2013). Family Relationship. Seoul: Gyomoomsa.
  68. Zhang, X., & Bartol, K. M.(2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal, 53(1), 107-128. https://doi.org/10.5465/amj.2010.48037118
  69. Zhang, X., & Zhou, J.(2014). Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism. Organizational Behavior and Human Decision Processes, 124(2), 150-164. https://doi.org/10.1016/j.obhdp.2014.02.002