DOI QR코드

DOI QR Code

코칭 리더십은 안전 행동에 어떤 영향을 미치는가? : 일의 의미와 조직 지원 인식의 순차적 매개 효과

The Influence of Coaching Leadership on Safety Behavior : the Mediating Effect of Psychological Safety and Moderating Effect of Perspective Taking

  • Kim, Byung-Jik (Department of Business Administration, University of Ulsan)
  • 투고 : 2022.02.27
  • 심사 : 2022.05.20
  • 발행 : 2022.05.28

초록

본 연구에서는 코칭 리더십이 안전 행동에 어떤 영향을 미치는지 살펴 보았을 뿐만 아니라, 이 두 변인 사이의 정교한 작동 기제(순차적 매개 변인들)에 대해 탐색하였다. 이를 위해 본 연구에서는 코칭 리더십과 안전 행동 사이에서 구성원들의 일의 의미와 조직 지원 인식이 순차적으로 매개할 것이라는 가설을 설정하였다. 이를 실증적으로 검증하고자, 국내 기업에 재직 중인 250명의 직원들로부터 세 시점에 걸쳐서 수집한 설문 조사 자료를 활용하여 구조 방정식 분석을 실시했다. 분석 결과, 코칭 리더십은 직원들의 일의 의미와 조직 지원 인식을 순차적으로 매개하여 안전 행동을 향상시켰다.

The paper delves into the elaborate intermediating mechanisms of the association between coaching leadership and safety behavior. To do that, this study tried to identify the sequential mediating effects of employee's meaningfulness of work and perceived organizational support between coaching leadership and safety behavior. By utilizing 3-wave survey data from 250 employees in Korean companies with conducting structural equation modeling(SEM), this paper found that coaching leadership had a positive influence on safety behavior through sequential mediating effect of employee's meaninfulness of work and perceived organizational support.

키워드

참고문헌

  1. E. H. Schein. (2004) Organizational culture and leadership (3rd ed.). San Francisco: JosseyBass.
  2. A. D. Ellinger, A. E. Ellinger, & S. B. Keller, (2003). Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: a dyadic perspective in the distribution industry. Human Resource Development Quarterly, 14(4), 435-458. DOI : 10.1002/hrdq.1078
  3. J. T. Huang & H. H. Hsieh. (2015). Supervisors as good coaches: Influences of coaching on employees' in-role behaviors and proactive career behaviors. The International Journal of Human Resource Management, 26(1), 42-58. DOI : 10.1080/09585192.2014.940993
  4. A. Athanasopoulou & S. Dopson. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?. The Leadership Quarterly, 29(1), 70-88. DOI : 10.1016/j.leaqua.2017.11.004
  5. G. Bozer & R. J. Jones. (2018). Understanding the factors that determine workplace coaching effectiveness: A systematic literature review. European Journal of Work and Organizational Psychology, 27(3), 342-361. DOI : 10.1080/1359432x.2018.1446946
  6. L. S. Green, L. G. Oades, & A. M. Grant. (2006). Cognitive-behavioral, solution-focused life coaching: Enhancing goal striving, well-being, and hope. Journal of Positive Psychology, 1(3), 142-149. DOI : 10.1080/17439760600619849
  7. X. Liu & R. Batt. (2010). How supervisors influence performance: A multilevel study of coaching and group management in technology mediated services. Personnel Psychology, 63(2), 265-298. DOI : https://doi.org/10.1111/j.1744-6570.2010.01170.x
  8. A. M. Grant & G. B. Spence. (2010). Using coaching and positive psychology to promote a flourishing workforce: A model of goal-striving and mental health. In P. A. Linley, S. Harrington, & N. Garcea (Eds.), Oxford handbook of positive psychology and work (pp. 175-188). Oxford University Press.
  9. A. Ozduran & C. Tanova. (2017). Coaching and employee organizational citizenship behaviours: The role of procedural justice climate. International Journal of Hospitality Management, 60, 58-66. DOI : 10.1016/j.ijhm.2016.10.004
  10. M. A. Griffin & A. Neal. (2000). Perceptions of safety at work: a framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology, 5(3), 347-358. DOI : 10.1037/1076-8998.5.3.347
  11. S. Sonnentag & M. Frese. (2003). Stress in organizations. In: Borman, W.C., Ilgen, D.R., Klimoski, R.J. (Eds.), Comprehensive Handbook of Psychology. Industrial and Organizational Psychology, vol. 12. Wiley, New York, NY, pp. 453-491.
  12. M. J. Burke, S. A. Sarpy, P. E. Tesluk, & K. Smith-Crowe.(2002). General safety performance: A test of a grounded theoretical model. Personnel Psychology, 55(2), 429-457. DOI : 10.1111/j.1744-6570.2002.tb00116.x
  13. M. S. Christian, J. C. Bradley, J. C. Wallace, & M. J. Burke. (2009). Workplace safety: a meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(5), 1103-1127. DOI : 10.1037/a0016172
  14. 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. DOI : https://doi.org/10.1016/j.riob.2010.09.001
  15. A. Wrzesniewski, J. E. Dutton, & G. Debebe. (2003). Interpersonal sensemaking and the meaning of work. In Kramer, R. M., & Staw, B. M. Eds. Research in Organizational Behavior, 25, 93-135. https://doi.org/10.1016/s0191-3085(03)25003-6
  16. J. S. Bunderson & J. A. Thompson. (2009). The call of the wild: Zookeepers, callings, and the double-edged sword of deeply meaningful work. Administrative Science Quarterly, 54(1), 32-57. DOI : 10.2189/asqu.2009.54.1.32
  17. 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 and Organizational Psychology, 77(1), 11-37. DOI : 10.1348/096317904322915892
  18. M. G. Pratt, K. W. Rockmann, & J. B. Kaufmann. (2006). Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal, 49, 235-262. DOI : 10.5465/amj.2006.20786060
  19. R. Eisenberger, S. Armeli, B. Rexwinkel, P. D. Lynch, & L. Rhoades. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86, 42-51. DOI : 10.1037/t57450-000
  20. L. Rhoades & R. Eisenberger. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87, 698-714. DOI : https://doi.org/10.1037/0021-9010.87.4.698
  21. B. J. Kim, M. Nurunnabi, T. H. Kim, & S. Y. Jung. (2018). The influence of corporate social responsibility on organizational commitment: The sequential mediating effect of meaningfulness of work and perceived organizational support. Sustainability, 10(7), 2208. DOI : 10.3390/su10072208
  22. S. Gilboa, A. Shirom, Y. Fried, & C. Cooper. (2008). A meta-analysis of work demand stressors and job performance: examining main and moderating effects. Personnel Psychology, 61(2), 227-271. DOI : 10.1057/9781137310651_10
  23. J. M. Sampson, S. DeArmond, & P. Y. Chen. (2014). Role of safety stressors and social support on safety performance. Safety Science, 64, 137-145. DOI : https://doi.org/10.1016/j.ssci.2013.11.025
  24. P. E. Shrout & N. Bolger. (2002). Mediation in experimental and nonexperimental studies: new procedures and recommendations. Psychological methods, 7(4), 422-445. DOI : 10.1016/j.ssci.2013.11.025
  25. L. T. Hu & P. M. Bentler. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a multidisciplinary journal, 6(1), 1-55. DOI : 10.1080/10705519909540118
  26. E. Cho & J. Tak. (2011). Development and Validity of the Coaching Leadership Scale. Korean Journal of Industrial and Organizational Psychology, 24(1), 127-155. DOI : 10.24230/kjiop.v24i1.127-155
  27. A. Wrzesniewski, C. McCauley, P. Rozin, & B. Schwartz. (1997). Jobs, careers, and callings: people's relations to their work. Journal of Research in Personality, 31, 21-33. DOI : 10.1006/jrpe.1997.2162
  28. J. Anderson & D. Gerbing. (1988). Structural equation modeling in practice: a review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423. DOI : 10.1037/0033-2909.103.3.411