상사의 코칭 행동이 구성원의 LMX와 심리적 임파워먼트를 통해 직무열의에 미치는 영향 : 문제해결지향 코칭의 조절된 매개효과 (The Effect of Supervisor’s Coaching Behavior on the Member’s Job Engagement through the LMX and Psychological Empowerment : The Moderating Role of Problem-solving Oriented Coaching)

서지정보

· 발행기관 : 대한경영학회
· 수록지 정보 : 대한경영학회지 / 33권 / 4호 / 621 ~ 647페이지
· 저자명 : 홍성현, 김민수

초록

최근 직무열의가 높은 구성원들이 조직에 대해 긍정적인 태도를 보이며, 조직의 효과성과 성과증진에도기여하는 것이 밝혀짐에 따라 조직들은 구성원들의 직무열의를 높이기 위한 방법들에 관심을 갖고 있다. 특히,구성원의 직무열의의 선행 요인으로서 상사의 역할이 강조되며, 구성원이 스스로 문제를 해결할 수 있도록지원하는 행동인 상사의 코칭 행동이 구성원의 직무열의를 높일 수 있는 방법으로 제안되고 있다. 이에 본연구는 상사의 코칭이 어떻게 구성원의 직무열의를 높이는지 LMX와 심리적 임파워먼트를 통해 실증적으로확인하고, 이 관계에서 문제해결지향 코칭의 조절효과를 확인한다. 가설 검증을 위해 국내의 다양한 업종에서종사하고 있는 170명을 대상으로 데이터를 수집하여 분석을 실시하였다. 분석 결과 LMX와 심리적 임파워먼트각각을 통하여 상사의 코칭 행동은 구성원의 직무열의에 정적인 영향을 주었다. 또한, 코칭이 구성원의 문제해결을 목적으로 하였을 때 코칭 행동과 LMX 사이의 관계를 조절하지 않았지만, 심리적 임파워먼트에 대한코칭 행동의 정적 효과를 강화하는 것으로 확인되었다. 조절된 매개효과 역시 직무열의에 대한 LMX를 통한코칭 행동의 매개효과에서는 나타나지 않았지만, 코칭 행동이 문제해결지향이었을 때 심리적 임파워먼트를통한 매개효과는 유의미하게 강화되는 것으로 검증되었다. 본 연구는 LMX와 심리적 임파워먼트를 통해 상사의 코칭이 구성원에게 미치는 영향 미치는 것을 밝히며, 구성원의 직무열의의 선행요인으로서 코칭 행동의중요성을 강조한다. 또한 코칭이 구성원의 문제해결을 지향 한 행동이었을 때 효과적으로 구성원의 심리적임파워먼트와 나아가 직무 열의를 높이는 것을 보여주었다. 이를 바탕으로 코칭의 메커니즘과 효과성, 그리고직무열의의 선행요인에 대한 이론적 의의와 실무적 시사점을 함께 논의할 수 있을 것이다.

영어초록

In today’s workplace, as members with a high level of job engagement show desirablebehaviors and are found to contribute to performance, organizations are interested in how to engagetheir members. Although prior researches that studied antecedents of a member’s job engagementhighlighted the role of a supervisor, specific supervisor’s behaviors that could increase job engagementof members were not been addressed considerably.In response, the supervisor’s coaching, enhancing the members’ ability to perform theirjobs, has recently been proposed as a behavior that could increase the job engagement of members.Based on these previous researches, this study purposes to reveal the process how the supervisor’scoaching behavior contributes to member’s job engagement. Specifically divided into relational andmember’s personal aspect, we address the process of increasing job engagement through LMX andpsychological empowerment respectively. In addition, to clearly understand the process, we treat thepurpose of coaching. Problem-solving oriented coaching, which is a coaching behavior aimed at solvingactual problems of members, is considered as a moderator in this mechanism.In order to examine our hypotheses, this study collected data on 170 employees workingat various industries in South Korea organizations. The analysis was conducted with hierarchicalprocedures and the mediation effect and moderated mediation effect were examined based on theresults. The results showed that the supervisor’s coaching behavior has significant positive effecton the member’s job engagement through LMX and psychological empowerment respectively. Moreover, when coaching was an behavior oriented to solving problems’ of members, the relationshipbetween job engagement and coaching behavior did not significantly moderated, but strengthen thepositive effect of coaching behavior on psychological empowerment. The moderated mediation effectby the purpose-solving oriented coaching was also not shown in mediating effect through LMX, butthe mediating effect of coaching behavior through psychological empowerment on job engagementwas verified to be significantly strengthen.The implications of this study are as follows. First, this study contributes to the coachingfield by illuminating the process in which coaching behavior affects members. in particular, this studyrevealed how coaching behaviors causes positive job-related behavior of members in relation bothrelational and personal aspects through LMX and psychological empowerment. Second, this studyvalidates the moderating effect of coaching behavior’s purpose and highlights that consideration ofcoaching’s purpose is necessary to enhance understanding of coaching behavior. It has been shownthat the effects of coaching are strengthen, when actual behaviors and it’s purposes are aligned.Therefore, our results suggest considering the purpose of behavior to clarify its effect in the leadershipfield where specific behaviors are emphasized recently. Finally, this study reveals the effects ofsupervisor’s coaching behavior on a member’s job engagement and links the coaching field withthat of job engagement.

참고자료

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