변혁적 리더십이 개인-환경 적합성을 매개로 적응성과에 미치는 영향

Lately, most organizations are faced with the rapidly changing managerial and technological environments. In these circumstances, employees in the companies are required to efficiently adapt to the change and uncertain situations, that is adaptive performance. On the other hand, transformational leaders are expected to enhance the adaptive performance of their employees by articulating the need for change and by motivating them to adjust to the change. Also, transformational leadership may encourage the employees to generate new ideas which are able to cope with the change and inspire them to solve specific problems using new ideas. Although the adaptive performance is seemingly related to transformational leadership, only a handful of studies have examined the relationship between the two. This study attempts to provide empirical evidence of transformational leadership-adaptive performance relations to the research field. In addition, this study attempts to clarify issues regarding why transformational leadership is positively related to employees’ adaptive performance. According to the ‘management of meaning’ suggested by Smircich and Morgan(1982), leadership actions attempt to shape and interpret surrounding situations to guide organizational members into a common interpretation of reality. Therefore, this study assumes that leaders who show transformational behaviors can influence employees’ perception of a work environment to be congruent with them by using verbal persuasion and by clearly communicating the value of an organization’s mission. We test the mediating effects of person-environment(P-E) fit(i.e., person-organization(P-O) fit, person-job(P-J) fit, and person-supervisor(P-S) fit) on the transformational leadership-adaptive performance relations. Results indicate that transformational leadership is positively related to adaptive performance in the current sample of 232 workers at a public company. Thus, the present study empirically confirmed that transformational leadership plays a major role in enhancing employees’ adaptive performance. Results also show that transformational leadership significantly mediated with P-O fit, P-J fit, and P-S fit in affecting adaptive performance respectively. These results expand both transformational leadership and P-E fit literature by demonstrating that P-E fit can mediate transformational leadership-adaptive performance relations. The resent study advances our understanding regarding how transformational leadership enhances employees’ adaptive performance by showing the mediation process underlying the two variables. Theoretical and practical implications are reviewed and limitations of the study and suggestions for future research are discussed.