Journal of Digital Convergence (디지털융복합연구)

The Society of Digital Policy and Management (한국디지털정책학회)
권호 표지
DOI QR코드

DOI QR Code

An Empirical Study on the Relationship Between Transformational Leadership and Employee Creativity: Mediating Role of Perception of Meaning in Work and Work Engagement

변혁적 리더십이 직장인 창의성에 미치는 영향: 일의 의미와 일 몰입의 매개효과를 중심으로

  • Mu, Hong-Lei (International Business Cooperative Course, Dongguk University) ;
  • Lee, Young-Chan (Department of Business Administration, Dongguk University) ;
  • Duan, Changqing (International Business Cooperative Course, Dongguk University)
  • 무홍레이 (동국대학교 경영학부 대학원) ;
  • 이영찬 (동국대학교 경영학부) ;
  • 단상청 (동국대학교 경영학부 대학원)
  • Received : 2018.06.27
  • Accepted : 2018.08.20
  • Published : 2018.08.28
Download PDF
⟨ Previous Next ⟩

Abstract

China's rapid economic growth is continuous but the country still has a long way to become a center for creativity. Leaders have no idea how to encourage their employees to work more efficiently in Chinese companies. Meanwhile the majority of employees are not fully engaged in their work, sometimes they think their work is not meaningful. The purpose of this study is to explore the relationship between transformational leadership and employee creativity, through perceptions of meaning in work and work engagement among employees working in XunLei Networking Technology Corporation. 140 valid data were collected and were analysed using SPSS and AMOS. Results showed that transformational leadership has a positive and significant influence on meaning in work and work engagement. Meaning in work has a significant effect on work engagement, and work engagement has a significant influence on employee creativity. This study provides both academic and practical implications about transformational leadership and employee creativity through meaning in work and work engagement.

중국의 급속한 경제 성장은 지속되고 있으나 창의성 측면은 아직 요원하다. 중국 기업의 관리자들은 직원들이 보다 효율적으로 업무를 수행할 수 있도록 장려하는 노하우가 아직 부족하다. 한편 중국 기업에서 일하고 있는 대부분의 직원들은 자신의 업무에 몰입하지 않을 뿐만 아니라 때로는 자신의 업무가 의미가 없다고 생각하는 경우가 많다. 이러한 배경에서 변혁적 리더십은 중국 IT 기업에서 중요한 역할을 할 수 있다. 본 연구의 목적은 중국 심천에 소재한 IT기업에서 근무하는 직원들을 대상으로 업무 및 업무 참여의 의미에 대한 인식을 통해 변혁적 리더십이 직원의 창의력에 미치는 영향을 조사하는 것이다. 이를 위해 사례 IT기업에 근무하는 직원들을 대상으로 광범위한 설문조사를 실시하여 140개의 유효 데이터를 수집하였다. 자료의 통계분석은 SPSS와 AMOS를 이용하였다. 분석결과 일과 노동 참여의 의미를 통한 변혁적 리더십이 직원의 창의력에 유의한 영향을 미치는 것으로 나타났으며 이에 대한 학술적, 실무적 시사점을 제시하였다.

Keywords

References

  1. T. A. Judge & R. F. Piccolo. (2004). Transformational and Transactional Leadership: A Meta-analytic Test of their Relative Validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755
  2. J. Kim. (2018). Effects of Team Leadership Behavior of SME Organization on Teamwork and Job Satisfaction. Journal of the Korea Convergence Society, 8(2), 105-112.
  3. J. B. Kim. (2017). Influence of College Student' Leadership Behavior Characteristics on Organizational Citizenship Behavior: Moderating Effect of Self-Efficacy. Journal of the Korea Convergence Society, 8(12), 351-357. https://doi.org/10.15207/JKCS.2017.8.12.351
  4. K. Nielsen & F. Munir. (2009). How do Transformational Leaders Influence their Followers' Affective Well-being? Exploring the Mediating Role of Self-efficacy, Work & Stress, 23(4), 313-329. https://doi.org/10.1080/02678370903385106
  5. J. M. Burns. (1978). Leadership, New York.
  6. B. J. Avolio, S. Hannah, R. Reichard, A. Chan & F. Walumbwa. (2009). A Meta-analytic Review of Leadership Impact Research: Experimental and Quasi-experimental Studies. The Leadership Quarterly, 20(5), 764-784. https://doi.org/10.1016/j.leaqua.2009.06.006
  7. K. Nielsen, J. Yarker, S. O. Brenner & R. Randall. (2008). The Importance of Transformational Leadership for the Well-Being of Employees Working with Older People. Journal of Advanced Nursing, 63(5), 465-475. https://doi.org/10.1111/j.1365-2648.2008.04701.x
  8. B. Shamir, R. J. House & M. B. Arthur. (1993). Motivational Effects of Transformational Leadership: A Self-Concept Based Theory. Organization Science, 4(4), 577-594. https://doi.org/10.1287/orsc.4.4.577
  9. L. Gumusluoglu & A. Llsev. (2009). Transformational Leadership, Creativity and Organizational Innovation. Journal of Business Research, 62(4), 461-473. https://doi.org/10.1016/j.jbusres.2007.07.032
  10. A. B. Bakker & W. B. Schaufeli. (2008). Positive Organizational Behavior: Engaged Employees in Flourishing Organizations. Journal of Organization Behavior, 29(2), 147-154. https://doi.org/10.1002/job.515
  11. B. M. Bass. (1985). Leadership and Performance Beyond Expectations. Collier Macmillan.
  12. M. M. Chemers. (2000). Leadership Research and Theory: A Functional Integration. Group Dynamics: Theory, Research and Practice, 4(1), 27-43. https://doi.org/10.1037/1089-2699.4.1.27
  13. B. D. Rosso, K. H. Dekas & A. Wrzesniewski. (2010). On the Meaning of Work: A Theoretical Integration and Review. Research in Organizational Behavior, 30, 91-127.
  14. G. M. Spreitzer. (1997). Toward Common Ground in Defining Empowerment. Academy of Management Meetings, Vancouver, BC, Canada; An Earlier Version was Presented at the Aforementioned Conference. Elsevier Science/JAI Press.
  15. J. R. Hackman & G. R. Oldham. (1976). Motivation through the Design of Work: Test of A Theory. Organizational Behavior and Human Performance, 16(2), 250-279.
  16. B. Shamir. (1991). Self and Motivation in Organization. Organization Studies, 12(3), 405-424. https://doi.org/10.1177/017084069101200304
  17. W. A. Kahn. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724.
  18. C. Maslach, S. E. Jackson & M. Lerter. (1997). The Truth about Burnout: How Organizations Cause Personal Stress and What to do about It. Wiley.
  19. A. B. Bakker & E. Demerouti. (2007). Using the Job Demands-Resources Model to Predict Burnout and Performance. Human Resource Management, 43(1), 83-104. https://doi.org/10.1002/hrm.20004
  20. W. B. Schaufeli, I. M. Martinez & A. M. Pinto. (2002). Burnout and Engagement in University Students: A Cross-National Study. Journal of Cross-Cultural Psychology, 33(5), 464-481. https://doi.org/10.1177/0022022102033005003
  21. C. E. Shalley & L. L. Gilson. (2004). What Leaders Need to Know: A Review of Social and Contextual Factors that Can Foster or Hinder Creativity. The Leadership Quarterly, 15(1), 33-53. https://doi.org/10.1016/j.leaqua.2003.12.004
  22. T. M. Amabile. (1998). How to Kill Creativity. Boston, MA: Havard Business School Publishing.
  23. N. Chalofsky. (2008). Work-Life Programs and Organizational Culture: The Essence of Workplace Community. Organization Development Journal, 26(1), 1095-1101.
  24. N. Chalofsky. (2003). An Emerging Construct for Meaningful Work. Human Resource Development International, 6(1), 69-83. https://doi.org/10.1080/1367886022000016785
  25. J. E. Bono & T. A. Judge. (2004). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901-910. https://doi.org/10.1037/0021-9010.89.5.901
  26. S. L. Yorges, H. M. Weiss & O. J. Strickland. (1999). The Effect of Leader Outcomes on Influence, Attributions, and Perceptions of Charisma. Journal of Applied Psychology, 84(3), 428-436. https://doi.org/10.1037/0021-9010.84.3.428
  27. R. J. House & J. M. Howell. (1992). Personality and Charismatic Leadership. The Leadership Quarterly, 3(2), 81-108. https://doi.org/10.1016/1048-9843(92)90028-E
  28. B. J. Avolio & B. M. Bass. (1995). Individual Consideration Viewed at Multiple Levels of Analysis: A Multi-level Framework for Examining the Diffusion of Transformational Leadership. The Leadership Quarterly, 6(2), 199-218. https://doi.org/10.1016/1048-9843(95)90035-7
  29. B. Shamir, R. J. House & M. B. Arthur. (1993). Motivational Effects of Transformational Leadership: A Self-Concept Based Theory. Organization Science, 4(4), 577-594. https://doi.org/10.1287/orsc.4.4.577
  30. Y. Gong, J. Huang & J. Farh. (2009). Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy. Academy of Management Journal, 52(4), 765-778. https://doi.org/10.5465/AMJ.2009.43670890
  31. A. Mohsin & T. Lockyer. (2010). Customer Perceptions of Service Quality in Luxury Hotels in New Delhi, India: An Exploratory Study. International Journal of Contemporary Hospitality Management, 22(2), 160-173. https://doi.org/10.1108/09596111011018160
  32. J. J. Sosik. (1997). Effects of Transformational Leadership and Anonymity on Idea Generation in Computer-Mediated Groups. Group & Organization Management, 22(4), 460-487. https://doi.org/10.1177/1059601197224004
  33. D. R. May, R. L. Gilson & L. M. Harter. (2004). The Psychological Conditions of Meaningfulness, Safety, and Availability and the Engagement of the Human Spirit at Work. Journal of Occupational Psychology, 77(1), 11-37. https://doi.org/10.1348/096317904322915892
  34. F. Mendes & M. W. Stander. (2011). Positive Organization: The Role of Leader Behavior in Work Engagement and Retention. South African Journal of Industrial Psychology, 37(1), 1-13.
  35. A. B. Bakker & M. P. Leiter. (2010). Work Engagement: A Handbook of Essential Theory and Research. Psychology Press.
  36. K. L. Unsworth. (2003). Engagement in Employee Innovation: A Grounded Theory Investigation.
  37. B. K. Sundaray. (2011). Employee Engagement: A Driver of Organizational Effectiveness. European Journal of Business and Management, 3(8), 53-59.
  38. D. R. May, R. L. Gilson & L. M. Harter. (2004). The Psychological Conditions of Meaningfulness, Safety, and Availability and the Engagement of the Human Spirit at Work. Journal of Occupational Psychology, 77(1), 11-37.
  39. S. A. Carless, A. J. Wearing & L. Mann. (2000). A Short Measure of Transformational Leadership. Journal of Business and Psychology, 14(3), 389-405. https://doi.org/10.1023/A:1022991115523
  40. E. Demerouti & A. B. Bakker. (2006). Employee Well-being and Job Performance: Where We Stand and Where We Should. Occupational Health Psychology: European Perspectives on Research, Education and Practice, 1, 83-111.
  41. X. Zhang & K. M. Bartol. (2010). The Influence of Creative Process Engagement on Employee Creative Performance and Overall Job Performance: A Curvilineal Assessment. Journal of Applied Psychology, 95(5), 862-873. https://doi.org/10.1037/a0020173