LMX와 직무수행의 관계에 대한 매개 및 조절효과 검증

Abstract

The present study comprehensively focused on the 5 issues. First, it is tested the relationships between LMX quality and subordinate's self-concept, and LMX quality and subordinate's resistance. Second, it is demonstrated the mediation effect of self-concept in the relationship between LMX quality and job performance. Third, the mediating effect of subordinate's resistance is investigated in the relationship between LMX quality and job performance. Fourth, it is intended to confirm the best structural model among LMX quality, self-concept of subordinate, and job performance. Finally, it is identified the moderation effect of empowering leader behaviors in the relationship between LMX quality and subordinate's self-concept. Furthermore, 10 sorts of hypotheses selected for the study are tested in order to understand the causality of individual variables in the model, partial structural relationships, and moderating effect. There is the model for this study figure. The data for the analysis was obtained from the 396 employees in private companies located in Seoul and Kyeongki province and was handled with covariance structural analysis with a view to identifying the causality and the structural relationships among variables. Moreover, the analysis of moderation effect in the structural equation model was applied to verify the validation of moderator and the hierarchical X2 of covariance structural analysis was introduced in order to identify the best structural model.

There are the results of research hypotheses. Above all, LMX quality had the positive relationship with subordinate's self-concept. Then, LMX quality was associated with constructive resistance positively and dysfunctional resistance negatively. Next, subordinate's self-concept was linked with constructive resistance positively and dysfunctional resistance negatively. Fourth, subordinate's self-concept mediated LMX quality and constructive resistance relationship positively and LMX quality-dysfunctional resistance relationship negatively. Fifth, LMX quality was positively significant with task performance, innovative performance, and interpersonal citizenship behavior. Sixth, self-concept and all outcome variables relationships were found positively significant. Seventh, the positive mediation of subordinate's self-concept was supported in the relationships LMX quality and each outcome variables including task performance, innovative performance, and OCB-I. Eighth, constructive resistance of subordinate was positively associated with all sorts of outcome variables and the dysfunctional was negatively associated with task performance and OCB-I except for innovative resistance out of significance. Ninth, the relationship between LMX quality and all sorts of independent variables was positively mediated by constructive resistance, but the mediating effect by dysfunctional resistance was statistically significant in the both relationships ; LMX quality-task performance, and LMX quality-OCBI. Finally, the comprehensive empowering leader behaviors consisted of 5 sub-dimensions (leading by example, participative decision making, informing, coaching, showing concern) moderated LMX quality and self-concept relation. In other words, those who highly perceive both empowering leader behaviors and LMX quality recognized self-concept highly. In addition, there is the best structural model to demonstrate the structural relations amongst variables engaged in this thesis.

Thus, it was the partial difference between the best structural model and the results of variables which identified the hypotheses and engaged in the research model. The results were as the following.

The present study serves important implications for researchers and for practitioners. Firstly, there is available to adopt the variety of outcome variables. The previous literatures, in general, tested the emotional response variables as outcome variables. However, the contribution of this study provides researchers with studying multi-dimensional job performance such as task performance, innovative performance, and OCB-I. Secondly, it was the empirical test to demonstrate the mediating effect of self-concept between LMX quality and multi-dimensional job performance. Rarely did it find the study on the mediation effect of self-concept in the relationship between LMX quality and job performance in the organizational studies in Korea and in the international papers. In particular, Korean cultural characteristics are likely to be reflected in the results of the present study. In case of those who feel high level of LMX quality, performance is enhanced by the empowerment of bosses or offering job opportunity in the studies published in the United States. On the contrary, considering the unique character in Korean organizations in the systematic aspect like empowerment and job opportunity and so on, the intervention by bosses is not simple. Instead, many of Korean leaders are inclined to provide subordinates with the ways which offer praise or the management by affection. Such the inference was proved in the present thesis. Thirdly, empowering leader behaviors are suggested as one of effective leadership patterns through LMX theory. According to those results, the group which highly perceived empowering leader behaviors had rather more effect than the group which less perceived those. By means of average leadership style model, previous literatures applied LMX theory just focused on the leader behaviors as supportive, participative, and delegating behaviors, but the contribution by the current study is enable to give a direction on a variety of studies in the future research. Fourthly, this study stresses the importance of which psychological response by self-concept is accompanied so as that LMX quality makes the effect toward job performance effectively. The self-concept suggested as the prominent psychological factor affected multi-dimensional patterns of job performance like task performance, innovative performance, and OCB-I. Self-concept was outstanding variable which controls the effect of that LMX quality influences subordinate's resistance. Furthermore, under the consideration of self-concept, the direction of influence of LMX quality toward task performance and innovative performance is possible to be changed. Fifthly, the concept of subordinate's resistance was newly introduced in the leadership theory. The previous literatures on subordinate's resistance are disposed to focus on the reaction of subordinates from impersonal behaviors by management style in general. Thus, the current test was empirically substantiated the influence on which LMX quality affects subordinate's constructive and dysfunctional resistance. Such a result particularly providing that the amicable relationship based on trust builds up the relation with leaders-subordinates, in the aspect of which subordinates regulate the dysfunctional resistance behaviors and seek out the settlement of conflict through constructive communication, contributes to researchers and practitioners. In addition, a large variety of studies on leader behaviors were restricted in the previous research as mentioned previous, whereas the results of the current study make possible to expand the boundary of leadership theory which is able to reduce the dysfunctional resistance seeks out in the future research. Sixthly, the effectiveness of constructive resistance was identified. The constructive resistance of subordinate has positively significant effect with multi-dimensional job performance. It leads leaders to refine the leader behaviors wrong, and the process means that subordinate's behaviors wrong are able to prohibit. Consequently, organizational performance has affirmative signal with the process. Finally, implications for researchers are given with the structural relation as some sorts of psychological traits and multi-dimensional job performance included in the model. Concerning the relation of LMX quality, self-concept, and subordinate's resistance, self-concept is applied as the control variable in the relationship LMX quality and subordinate's resistance. As well, self-concept is the variable which reduces the direct effect of LMX quality toward job performance, and under the control of self-concept, subordinate's resistance mediated the relationship between LMX quality and job performance. In conclusion, the present study provides implications about structural relationships for the future researches as referred previous.