진성리더십과 구성원 성과의 관계: 사회정체성의 매개효과 및 사회적 교환관계의 조절효과를 중심으로

This study examined how social identity (social identification, pride, respect) mediates therelationships between authentic leadership and employee-rated performance (job performance,job satisfaction, coworker-directed OCB), and how employee perception of social exchangerelationship moderates the relationships between authentic leadership and social identity. It wasfound that the three dimensions of social identity mediated the positive relationships betweenauthentic leadership and employee performance. The relationship between authentic leadershipand job performance is fully mediated by social identification, pride and respect. The relationshipbetween authentic leadership and job satisfaction is partially mediated by social identification andpride, and fully mediated by respect. The relationship between authentic leadership andcoworker-directed OCB is fully mediated by social identification and respect, and is partiallymediated by pride. This study also confirmed the expected moderated relationships. Theperceived social exchange relationship enhanced the positive associations between authenticleadership and social identification (social identification and pride). These results suggest that social identity serves as an important mechanism through whichauthentic leadership influences employee’s performance, and that the perceived social exchangerelationship is a significant moderator of the relationships between authentic leadership and socialidentity. This study discusses the implications of our finding for theory and practice, and futureresearch.