초록

This study investigates the mechanism through which transformational leadership affects the job crafting behavior of employees from the perspective of organizational identification (personal and social identification) by analyzing the relationships among transformational leadership, organizational identification, and employee’s job crafting. It also examines if organizational justice (procedural and interactional justice excluding distributive justice) acts as a moderator for transformational leadership. For analysis, a survey was conducted on 360 employees of diverse business areas to gain 277 valid responses. To improve the objectivity of the survey, job crafting, the dependent variable, was surveyed by coworkers of the respondents. Statistical analysis was performed using SPSS/WIN 22.0 and AMOS 22.0 statistics packages. The results showed that, first, there is a positive relationship between transformational leadership and organizational identification; second, that transformational leadership had a positive effect on job crafting; third, that organizational identification was a partial mediator when transformational leadership affected the job crafting behavior of employees; fourth, that organizational justice (procedural and interactional justice excluding distributive justice) moderated the relationship between transformational leadership and organizational identification. These results demonstratively show that transformational leadership positively affects job-crafting behavior among employees and that the degree in which employees identify with the organization becomes more important in the relationship between transformational leadership and job-crafting behavior when they have a greater sense of organizational justice. The study further discusses the limitations of the present research and proposes future research directions.

키워드

Transformational leadership, organizational identification, organizational justice, job crafting

참고문헌(172)open

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