The purpose of this study is to investigate whether the leader's authentic leadership and transformational leadership perceived by organizational members affects a job crafting of the members and to investigate which variables mediate the leadership a... The purpose of this study is to investigate whether the leader's authentic leadership and transformational leadership perceived by organizational members affects a job crafting of the members and to investigate which variables mediate the leadership and job crafting's relationship. Also, the study tried to demonstrate an importance of authentic leadership by examining the difference in influence between the authentic leadership and the transformational leadership. It was ed that about 84% of Korean workers were not immersed in their work and only 37% of workers said they trust their bosses according to the 2012 Global Human Resources Research Report. Also it was ed that 22% of the workers plan to leave within the next two years. Human resources are the most important competitiveness for the organization to grow among the increasingly competitive companies. The important competitiveness comes from trusted leadership of leaders, faithful performing of followers who believe in their leader's vision, and the solid learning organization that can support a sustainable growth of the workers. However, the fierce competition emphasized short term performance and leaders were evaluated by visible performance. This evaluation structure required a leader who has a better performance for a short time and skill than an internally completed leader. The system of short-term performance has led to various problems and this time has demanded a moral and ethical leader who has an authentic value. For this reason, authentic leadership has begun to attract attention. Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers. Generally, authentic leaders are positive people with truthful self-concept who promote openness. By building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and team performance. This study argues that authentic leaders strengthen positive emotions of workers, such as self-confidence, hope, optimistic attitude and resilience to overcome difficulties and increase organization identification. These employee's positive psychological capital and organizational identification ultimately affect job crafting which the workers strive to coordinate their tasks responsibly and voluntarily and to maintain good relationships with other people. In order to prove these arguments, this study set up the following research questions along with the transformational leadership that has been studied so far, and verified through empirical analysis. 1. Does the authentic leadership and transformational leadership of the leaders perceived by the employees affect the positive psychological capital and organizational identification of the members? 2. Does the authentic leadership and transformational leadership of the leaders perceived by the employees, positive psychological capital, and organizational identification of the members affect the job crafting? 3. Does the positive psychological capital and organizational identification of employees mediate the authentic leadership and transformational leadership's relationship with job crafting? 4. Are there differences in influence between the authentic leadership and transformational leadership that affect the employees' positive psychological capital, organizational identification and job crafting? For this study, a questionnaire survey was conducted on 420 people from bank, card and holding companies of K financial group. In order to verify the hypothesis of research questions, hypothetical study models of authentic leadership and transformational leadership were set up, and then hypothesis were verified through the Structural Equation Modeling method. The analysis procedure is as follow, 1. Reliability and validity of the instrument were verified by confirmatory factor analysis. 2. The correlations of each variable were analyzed. 3. Afterwards, the direct effect, the mediating effect, and the different influence of each relationship between variables were verified through the Structural Equation Modeling method. The results of the hypothesis testing are as follows. First, authentic leadership has a direct impact on job crafting, positive psychological capital, and organizational identification but transformational leadership has a direct impact on positive psychological capital only. Second, both positive psychological capital and organizational identification mediate the relationship between authentic leadership and job crafting. However, only positive psychological capital mediates the relationship between transformational leadership and job crafting. Third, authentic leadership is a stronger influence of positive psychological capital than transformational leadership. An implications of this study is as follows. First, this study proved the effectiveness and importance of authentic leadership by empirically analyzing the relationship between newly emerging authentic leadership and job crafting. Second, this study is meaningful in that it proves the mechanism by which variables make the employees perform their tasks voluntarily in the process of looking at the effectiveness of authentic leadership and transformational leadership. Third, this study emphasized the importance of authentic leadership by examining that authentic leadership is a stronger influence than transformational leadership that have proven its effectiveness through many studies. Based on the above research, recommendations for future research are as follows. The first one is diversification of measurement instrument of each variable according to the emotion and culture of Korean companies. The second one is demonstrating the effectiveness of authentic leadership by comparing more diverse leadership such as ethical, charismatic or servant leadership. The third one is development of various moderating variables to enhance the effects of authentic leadership.
|
