지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
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연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
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The main purposes of this study were to investigate the effect of authentic leadership and to describe its potential linkage to occupational self-efficacy, interpersonal trust, work engagement, and role-based performance. The unit of analysis was at the level of employees. To achieve research goals, this study employed several statistical techniques such as a series of three regression proposed by Baron & Kenny (1986) and structural equation modeling (SEM). A total of approximately 2,500 Korean workers were selected as potential survey participants, and of these, 365 workers participated in the survey. After screening and deleting missing data and an outlier, a total of 336 cases were included as the final research sample.
Through comprehensive literature review this study found that there could be influential and positive relationships among the five variables previously stated. The first finding was that authentic leadership had a positive and statistically significant influence on employees’ attitudes in terms of their occupational self-efficacy and interpersonal trust, and on employees’ behavior in terms of work engagement. Another finding was that employees’ attitudes and organizational behavior positively influenced role-based performance. Moreover, the results demonstrated that occupational self-efficacy and interpersonal trust partially mediated the effect of authentic leadership on work engagement. Work engagement also partially acted as a mediator in the relationship between occupational self-efficacy and role-based performance, as well as in the relationship between interpersonal trust and role-based performance.
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참고문헌 (26)
참고문헌 신청
?erne, M / 2013 / Congruence of leader self-perceptions and follower perceptions of authentic leadership : Understanding what authentic leadership is and how it enhances emp
Avolio, B. J. / 2004 / Authentic leadership: Theory-building for veritable sustained performance. Working Paper, Gallup Leadership Institute
Avolio, B. J. / 2004 / Unlocking the mask : A look at the process by which authentic leaders’ impact follower attitudes and behaviors / The Leadership Quarterly 15 (6) : 801
Avolio, B. J. / 2005 / Authentic leadership development : Getting to the root of positive forms of leadership / The Leadership Quarterly 16 (3) : 315 ~ 338
Avolio, B. J. / 2006 / The high impact leader: Moments matter in accelerating authentic leadership development / McGraw Hill Professional
Avolio, B. J. / 2004 / Authentic leadership: Theory-building for veritable sustained performance. Working Paper, Gallup Leadership Institute
Avolio, B. J. / 2004 / Unlocking the mask : A look at the process by which authentic leaders’ impact follower attitudes and behaviors / The Leadership Quarterly 15 (6) : 801
Avolio, B. J. / 2005 / Authentic leadership development : Getting to the root of positive forms of leadership / The Leadership Quarterly 16 (3) : 315 ~ 338
Avolio, B. J. / 2006 / The high impact leader: Moments matter in accelerating authentic leadership development / McGraw Hill Professional
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