임파워링 리더십, PMS의 상호작용적 이용, 그리고 혁신행동 간의 관계: 병원조직을 중심으로

[Purpose] The search for ways to stimulate the innovative behavior of hospital organization members, a non-profit organization that is facing rapid and diverse changes in the environment, has important implications, so the relationship between the empowering leadership, the interactive use of PMS and the innovative behavior has been analyzed. [Methodology] To this end, this study attempted a comprehensive verification of the interaction of PMS and the relationship between innovative actions by setting the management’s power－ring leadership, which is expected to show the greatest effectiveness at the operational level of the system based on the arguments and empirical results of the preceding study. [Findings] Empowering leadership appears to have a positive influence on the members’ innovative behavior, and it is established that empowering leadership leads to autonomy and self－reliance, and that the members of the organization can contribute to enhancing the innovative behavior. Second, the empowering leadership appears to have a positive influence on the interactive use of PMS, which is seen as an interactive use of PMS to provide a focal point for members to focus on the goals of the organization, as well as to establish strategies through communication. Finally, the interactive use of PMS has a positive effect on innovation behaviour, meaning that the organization establishes plans and goals for the future to respond to strategic changes and uncertainties, and that the interactive use of PMS sharing them with its members can exercise innovative behavior through organizational learning and knowledge sharing. [Policy Implications] These results suggest that the interactive use of PMS is necessary with the exercise of the empowering leadership to cope with the rapidly changing business environment.