공유리더십과 긍정심리자본, 조직몰입, 변화지향 조직시민행동, LMX 간의 구조적 관계

초록

The purpose of this study is to verify the effect of shared leadership on organizational commitment and change-oriented organizational citizenship behavior, and to confirm the detailed effects of positive psychological capital parameters and LMX moderators in these relationships. By demonstrating the relationship between these variables, it was intended to provide practical implications for actively responding to the changing environment and to contribute to providing a theoretical foundation that can be used in the field of organization. In order to verify the established research questions, a survey was conducted using a convenience sampling method for workers in their 20s and 50s working at companies located in the metropolitan area. Through this, an empirical analysis was conducted through the available data of 546 copies, excluding the 19 questionnaires with insincere answers among the responses received from a total of 565 people. The study results according to the above analysis are summarized as follows. First, in the relationship between each variable, shared leadership was found to have a positive effect on organizational commitment, and shared leadership was found to have a positive effect on change-oriented organizational citizenship behavior. Second, shared leadership was found to have a positive effect on positive psychological capital. Third, it was found that positive psychological capital had a positive effect on organizational commitment, and positive psychological capital had a positive effect on change-oriented organizational citizenship behavior. Fourth, in the path of shared leadership on organizational commitment and change-oriented organizational citizenship behavior, a mediating effect was found through positive psychological capital. Fifth, it was confirmed that shared leadership was regulated by the leader-member exchange relationship(LMX) in the path that shared leadership had on organizational commitment and change-oriented organizational citizenship behavior. Based on the results of this study, the following implications can be provided. Positive psychological capital and LMX were presented as specific mechanisms for promoting organizational effectiveness of shared leadership, suggesting a new direction for future shared leadership research, exploring mediation and control strategies to increase change-oriented organizational citizenship behavior, and enhancing the change capacity of corporate organizations and contributed to forming a theoretical foundation to properly respond to the future job change environment. In addition, in order to promote organizational commitment and change-oriented organizational citizenship behavior of employees in the corporate field, it emphasized institutional support to enhance employees' competency and autonomy, and to build trust in the organization by activating social relationships. As the organization's work performance changes according to the positive psychological capital of members and the level of LMX of leaders and members, companies use it to develop human resources, develop improvement programs to improve the relationship between leaders and members, and provide a theoretical foundation for enhancing members.

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