The Korean Journal of Coaching Psychology (한국심리학회지 : 코칭)

Korean Association of Coaching Psychology (한국코칭심리학회)
권호 표지
DOI QR코드

DOI QR Code

The effects of political skills on work innovative behavior through empowering leadership: Focusing on the leader's implicit followership prototype

정치적 기술이 임파워링 리더십을 통해 업무혁신행동에 미치는 영향: 리더의 내재적 팔로워십 프로토타입을 중심으로

  • Hyunjoo Lee (Department of Business Administration, Sungkyunkwan University) ;
  • Minseop Joung (Department of Business Administration, Sungkyunkwan University) ;
  • Jiseon Shin (Department of Business Administration, Sungkyunkwan University)
  • 이현주 (성균관대학교 경영학과) ;
  • 정민섭 (성균관대학교 경영학과) ;
  • 신지선 (성균관대학교 경영학과)
  • Received : 2023.12.19
  • Accepted : 2023.12.28
  • Published : 2023.12.31
Download PDF
⟨ Previous Next ⟩

Abstract

Employees' innovative behavior is crucial for organizations to maintain competitiveness and foster growth. Empowering leadership coaching styles, which delegate authority and responsibility to organizational members while respecting their autonomy, create opportunities for members to solve problems and present innovative ideas. Drawing on signal theory, this study aims to clarify the process through which political skill influences employees' work innovative behavior, mediated by empowering leadership. Additionally, we examine whether the leader's implicit followership prototype moderates the relationship between employees' political skills and empowering leadership. Survey data were collected in two rounds with a two-week lag from 180 employees in a manufacturing company in South Korea. The results revealed that political skill was related to empowering leadership and subsequent work innovative behavior. Furthermore, the leaders' implicit followership prototype strengthened the relationship between political skill and empowering leadership. This study provides meaningful theoretical and practical insights into empowering coaching styles.

조직이 경쟁력을 유지하고 성장하기 위해 조직 구성원들의 혁신적인 행동은 중요하다. 조직구성원들에게 권한과 책임을 부여하고 자율성을 존중하는 임파워링 리더십의 코칭 스타일은 조직 구성원들이 문제를 해결하고 혁신적인 아이디어를 제시할 수 있는 기회를 촉진한다. 본 연구는 신호 이론을 바탕으로 정치적 기술의 영향력이 리더의 임파워링 코칭 스타일을 통해 조직 구성원들의 혁신행동으로 발현되는 과정을 설명하고자 한다. 또한 조직 구성원들의 정치적 기술과 임파워링 리더십 간의 관계에 리더의 내재적 팔로워십 프로토타입이 조절효과를 보여주는지 검증하고자 한다. 실증분석을 위해 설문조사 데이터는 국내 조직에 근무하는 리더 29명과 조직 구성원 180명을 대상으로 2주 간격을 두고 두번에 걸쳐 수집되었다. 분석 결과 임파워링 리더십이 조직 구성원들의 정치적 기술과 혁신행동 사이를 매개하는 것을 확인할 수 있었다. 또한 리더의 내재적 팔로워십 프로토타입이 정치적 기술과 임파워링리더십 간의 관계를 조절하는 것을 확인할 수 있었다. 따라서 본 연구에서는 임파워링 리더십의 중요성을 강조하고 조직 구성원들이 정치적 기술의 영향력을 활용하여 혁신행동을 높일 수 있다는 제언을 통해 실무적인 시사점을 제공한다.

Keywords

References

  1. Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions. sage.
  2. Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader. political skill and team performance. Journal of Management, 30(3), 309-327.
  3. Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An. empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945-955.
  4. Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10(1), 123-167.
  5. Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in Organizational Behavior, 36, 157-183.
  6. Amundsen, S. & Martinsen, O.L. (2014), "Empowering leadership: construct clarification, conceptualization, and validation of a new scale", The Leadership Quarterly, 25(3), 487-511.
  7. Amundsen, S. & Martinsen, O. L. (2015). Linking empowering leadership to job satisfaction, work effort, and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership & Organizational Studies, 22(3), 304-323.
  8. Baer, M. (2012). Putting creativity to work: The implementation of creative ideas in organizations. Academy of Management Journal, 55(5), 1102-1119.
  9. Bagheri, A. (2017). The impact of entrepreneurial leadership on innovation work behavior and opportunity recognition in high-technology SMEs. The Journal of High Technology Management Research, 28(2), 159-166.
  10. Biemann, T., Kearney, E., & Marggraf, K. (2015). Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level. The Leadership Quarterly, 26(5), 775-789.
  11. Bing, M. N., Davison, H. K., Minor, I., Novicevic, M. M., & Frink, D. D. (2011). The prediction of task and contextual performance by political skill: A meta-analysis and moderator test. Journal of Vocational Behavior, 79(2), 563-577.
  12. Carmeli, A., Schaubroeck, J., & Tishler, A. (2011). How CEO empowering leadership shapes top management team processes: Implications for firm performance. The Leadership Quarterly, 22(2), 399-411.
  13. Chen, G., Sharma, P. N., Edinger, S. K., Shapiro, D. L., & Farh, J. L. (2011). Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict. Journal of Applied Psychology, 96(3), 541-557.
  14. Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership: Enabling and burdening. Leadership Quarterly, 27(4), 602-616.
  15. Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C. Y. (2019). A review of the effectiveness of empowering leadership. Leadership Quarterly, 30(1), 34-58.
  16. Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human Resources for Health, 14, 1-14.
  17. Clarke, N., & Higgs, M. (2020). Political skill and role overload as antecedents of innovative work behavior in the public sector. Public Personnel Management, 49(3), 444-469.
  18. Connelly, B. L., Certo, S. T., Ireland, R. D., & Reutzel, C. R. (2011). Signaling theory: A review and assessment. Journal of Management, 37(1), 39-67.
  19. Coyle, P. T., &Foti, R. (2015). If you're not with me you're...? Examining prototypes and cooperation in leader-follower relationships. Journal of Leadership & Organizational Studies, 22(2), 161-174.
  20. Crant, J. M. (2000). Proactive behavior in organizations. Journal of management, 26(3), 435-462.
  21. Cullen, K. L., Gerbasi, A., & Chrobot-Mason, D. (2018). Thriving in central network positions: The role of political skill. Journal of Management, 44(2), 682-706.
  22. Davila, A., Foster, G., & Gupta, M. (2003). Venture capital financing and the growth of startup firms. Journal of Business Venturing, 18(6), 689-708.
  23. Ferris, G. R., Berkson, H. M., Kaplan, D. M., Gilmore, D. C., Buckley, M. R., Hochwarter, W. A., & Witt, L. A. (1999). Development and initial validation of the political skill inventory. In Academy of Management, 59th Annual National Meeting, Chicago (pp. 6-11).
  24. Ferris, G. R., Hochwarter, W. A., Douglas, C., Blass, F. R., Kolodinsky, R. W., & Treadway, D. C. (2002). "Social influence processes in organizations and human resources systems", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 21), Emerald Group Publishing Limited, Leeds, pp. 65-127.
  25. Ferris, G. R., Perrewe, P. L., Anthony, W. P., & Gilmore, D. C. (2016). Political skill at work. In Organizational influence processes (pp. 395-406). Routledge.
  26. Ferris, G. R., & Treadway, D. C. (2012). Politics in organizations: History, construct specification, and research directions Politics in Organizations: Theory and Research Consideration, 3-26.
  27. Ferris, G. R., Treadway, D. C., Perrewe, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320.
  28. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
  29. Gomulya, D., & Mishina, Y. (2017). Signaler credibility, signal susceptibility, and relative reliance on signals: How stakeholders change their evaluative processes after violation of expectations and rehabilitative efforts. Academy of Management Journal, 60(2), 554-583.
  30. Gulati, R., & Higgins, M. C. (2003). Which ties matter when? The contingent effects of interorganizational partnerships on IPO success. Strategic Management Journal, 24(2), 127-144.
  31. Hayes, A. F., & Rockwood, N. J. (2017). Regression-based statistical mediation and moderation analysis in clinical research: Observations, recommendations, and implementation. Behaviour research and therapy, 98, 39-57.
  32. Ho, V. T., & Astakhova, M. N. (2020). The passion bug: How and when do leaders inspire work passion?. Journal of Organizational Behavior, 41(5), 424-444.
  33. Hochwarter, W. A. (2012). The positive side of political skills. Politics in organizations: Theory and Research Considerations, 27-65.
  34. Hunt, J. G., Boal, K. B., & Sorenson, R. L. (1990). Top management leadership: Inside the black box. Leadership Quarterly, 1(1), 41-65.
  35. Janney, J. J., & Folta, T. B. (2003). Signaling through private equity placements and its impact on the valuation of biotechnology firms. Journal of Business Venturing, 18(3), 361-380.
  36. Janssen, O. (2005). The joint impact of perceived influence and supervisor supportiveness on employee innovative behaviour. Journal of Occupational and Organizational Psychology, 78(4), 573-579.
  37. Janssen, O., Van de Vliert, E., & West, M. (2004). The bright and dark sides of individual and group innovation: A special issue introduction. Journal of Organizational Behavior, 25(2), 129-145.
  38. Jawahar, I. M., Meurs, J. A., Ferris, G. R., & Hochwarter, W. A. (2008). Self-efficacy and political skill as comparative predictors of task and contextual performance: A two-study constructive replication. Human Performance, 21(2), 138-157.
  39. Junker, N. M., &Van Dick, R. (2014). Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories. The Leadership Quarterly, 25(6), 1154-1173.
  40. Kalra, a., Agnihotri, R., Chaker, N. N., Singh, R. K., & Das, B. K. (2017). Connect within to connect outside: effect of salespeople's political skill on relationship performance. Journal of Personal Selling & Sales Management, 37(4), 332-348.
  41. Khalid, A., & Dastgeer, G. (2019). Impact of political skill on helping behavior and knowledge sharing behavior: an evidence from banking sector of Islamabad and Rawalpindi. Business & Economic Review, 11(2), 107-130.
  42. Laschinger, H. K. S., Wong, C. A., & Greco, P. (2006). The impact of staff nurse empowerment on person-job fit and work engagement/burnout. Nursing Administration Quarterly, 30(4), 358-367.
  43. Lee, A., Willis, S., & Tian, A. W. (2018). Empowering leadership: A meta analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, 39(3), 306-325.
  44. Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of management, 43(4), 1076-1102.
  45. Li, J., Sun G., & Cheng, Z. (2017). The influence of political skill on salespersons work outcomes: A resource perspective. Journal of Business Ethics, 141, 551-562.
  46. Lorinkova, N. M., Pearsall, M. J. and Sims, H.P. (2013), "Examining the differential longitudinal performance of directive versus empowering leadership in teams", Academy of Management Journal, 56(2), 573-596.
  47. Luksyte, A., Unsworth, K. L., & Avery, D. R. (2018). Innovative work behavior and sex based stereotypes: Examining sex differences in perceptions and evaluations of innovative work behavior. Journal of Organizational Behavior, 39(3), 292-305.
  48. Maher, L. P., Ejaz, A., Nguyen, C. L., & Ferris, G. R. (2021). Forty years of political skill and will in organizations: a review, meta-theoretical framework and directions for future research. Career Development International, 27(1) 5-35.
  49. Margolis, J. A., & Ziegert, J. C. (2016). Vertical flow of collectivistic leadership: An examination of the cascade of visionary leadership across levels. Leadership Quarterly, 27(2), 334-348.
  50. Miao, C. F., & Wang, G. (2016). The differential effects of functional vis-à-vis relational customer orientation on salesperson creativity. Journal of Business Research, 69, 6021-6030.
  51. Miller, T., & del Carmen Triana, M. (2009). Demographic diversity in the boardroom: Mediators of the board diversity - firm performance relationship. Journal of Management Studies, 46(5), 755-786.
  52. Mintzberg, H. (1983), Power In and Around Organizations, Prentice-Hall, Englewood Cliffs, NJ.
  53. Munyon, T. P., Summers, J. K., Thompson, K. M., & Ferris, G. R. (2015). Political skill and work outcomes: A theoretical extension, meta-analytic investigation and agenda for the future. Personnel Psychology, 68, 143-184.
  54. Organ, D. W., & Ryan, K. (1995). A metaanalytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802.
  55. Ostir, G. V., Markides, K. S., Black, S. A., & Goodwin, J. S. (2000). Emotional well-being predicts subsequent functional independence and survival. Journal of the American Geriatrics Society, 48(5), 473-478.
  56. Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble chief executive officers' connections to top management team integration and middle managers' responses. Administrative Science Quarterly, 59(1), 34-72.
  57. Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
  58. Prieto, I. M., & Perez-Santana, M. P. (2014). Managing innovation work behavior: the role of human resource practices. Personnel Review, 43(2), 184-208.
  59. Raghuram, S., Gajendran, R. S., Liu, X., & Somaya, D. (2017). Boundaryless LMX: Examining LMX's impact on external career outcomes and alumni goodwill. Personnel Psychology, 70(2), 399-428.
  60. Reinholt, M. I. A., Pedersen, T., & Foss, N. J. (2011). Why a central network position isn't enough: The role of motivation and ability for knowledge sharing in employee networks. Academy of Management Journal, 54(6), 1277-1297.
  61. Routledge. Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of Management, 31(1), 126-152.
  62. Scandura, T. A., Graen, G. B., & Novak, M. A. (1986). When managers decide not to decide autocratically: An investigation of leadermember exchange and decision influence. Journal of Applied Psychology, 71(4), 579-584.
  63. Sharma, P. N., & Kirkman, B. L. (2015). Leveraging leaders: A literature review and future lines of inquiry for empowering leadership research. Group & Organization Management, 40(2), 193-237.
  64. Sims Jr, H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52(2), 149-158.
  65. Shu Qing. (2018). Examining How Implicit Followership Prototype Influence Follower Outcomes Through Empowering Leadership and Leader-Member Exchange. A Master Thesis, Graduate School of Sungkyunkwan University, Seoul.
  66. Smallfield, J., Hoobler, J. M., & Kluemper, D. H. (2020). How team helping influences abusive and empowering leadership: The roles of team affective tone and performance. Journal of Organizational Behavior, 41(8), 757-781.
  67. Spreitzer, G. M., & Doneson, D. (2005). Musings on the past and future of employee empowerment. Handbook of organizational development, 4, 5-10.
  68. Spence, M. (1973). Time and communication in economic and social interaction. The Quarterly Journal of Economics, 87(4), 651-660.
  69. Spence. M. (2002) Signaling in retrospect and the informational structure of markets. American Economic Review, 92(3), 434-459.
  70. Srivastava, A., Bartol, K.M. and Locke, E.A. (2006), "Empowering leadership in management teams: effects on knowledge sharing, efficacy, and performance", Academy of Management Journal, Vol. 49 No. 6, pp. 1239-1251. Organization Management, 40(2), 193-237.
  71. Suazo, M. M., Martinez, P. G., & Sandoval, R. (2009). Creating psychological and legal contracts through human resource practices: A signaling theory perspective. Human Resource Management Review, 19(2), 154-166.
  72. Sun, S., & van Emmerik, H. I. (2015). Are proactive personalities always beneficial? Political skill as a moderator. Journal of Applied Psychology, 100(3), 966-975.
  73. Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73-84.
  74. Tang, G., Chen, Y., van Knippenberg, D., & Yu, B. (2020). Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation. Journal of Organizational Behavior, 41(6), 551-566.
  75. Van Dierendonck, D., & Dijkstra, M. (2012). The role of the follower in the relationship between empowering leadership and empowerment: A longitudinal investigation. Journal of Applied Social Psychology, 42, 1-20.
  76. Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). The role-based performance scale: Validity analysis of a theory-based measure. Academy of Management Journal, 41(5), 540-555.
  77. Whiteley, P., Sy, T., & Johnson, S. K. (2012). Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects. Leadership Quarterly, 23(5), 822-834.
  78. Withers, C., Barnagaud, C., Mehring, P., Ferris, S., & Thomson, D. M. (2016). Adapting and enhancing sequential profiling to understand the effects of successive ingesion, using the sensory characteristics of high intensity sweeteners as a case study. Food Quality and Preference, 47, 139-147.
  79. Wofford, J. C., & Goodwin, V. L. (1994). A cognitive interpretation of transactional and transformational leadership theories. Leadership Quarterly, 5(2), 161-186.
  80. Xiong Chen, Z., & Aryee, S. (2007). Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal, 50(1), 226-238.
  81. Yang, Y., Shi, W., Zhang, B., Song, Y., & Xu, D. (2020). Implicit followership theories from the perspective of followers. Leadership & Organization Development Journal, 41(4), 581-596.
  82. Yue, C., Zhao, S., & Kuzma, J. (2015). Heterogeneous consumer preferences for nanotechnology and genetic-modification technology in food products. Journal of Agricultural Economics, 66(2), 308-328.
  83. Yukl, G., & Fu, P. P. (1999). Determinants of delegation and consultation by managers. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 20(2), 219-232.
  84. Zahra, S. A. (1993). Environment, corporate entrepreneurship, and financial performance: A taxonomic approach. Journal of Business Venturing, 8(4), 319-340.
  85. Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
  86. Zhamg, Y., & Wiersema, M. R. (2009). Stock market reaction to CEO certification: The signaling role of CEO background. Strategic Management Journal, 30(7), 693-710.
  87. Zhang, X., & Zhou, J. (2014). Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism. Organizational Behavior and Human Decision Processes, 124(2), 150-164.