변혁적 리더십이 구성원의 창의성, 과업숙련도와 과업선제성에 미치는 영향: 구성원들의 행동적 균형의 매개효과를 중심으로

Transformational leadership is one of the most effective leadership theories that can explain the positive effects of a leader on employees’ behavior and task performance(Bass, 1985; Burns, 1978; Piccolo & Colquitt, 2006). Transformational leadership not only provides employees with a clear road map for expected performance but also stimulates them to challenge the status quo. In addition, transformational leadership has positive impact on standardized and typical task performance-task proficiency, as well as on improving unstandardized and non-typical task performance-task proactivity, because they help employees try new ways(Dvir et al., 2002; Keller, 1990). In the face of increasing the environmental uncertainty, organizations need exploration activities and exploitation activities, namely organizational ambidexterity, to survive and develop. But organizational ambidexterity should be preceded by employees’ exploration activities and exploitation activities in the level of individuals(Rapp, Bachrach, Flaherty, Hughes, Sharma, & Voorhess, 2017; Yu, Patterson, & De Ruyter, 2013). Therefore, it is very important for leaders to promote employees’ exploration activities and exploitation activities. However, there are few studies on the role of leaders in facilitating employees’ behavioral ambidexterity. The purpose of our study is to examine the impact of transformational leadership on employees’ creativity, task proficiency and task proactivity via employees’ behavioral ambidexterity. The results of empirical analysis are as follows. First, Transformational leadership has the direct effect on employees’ behavioral ambidexterity. Second, it was found that the mediating effect of employees’ behavioral ambidexterity between transformational leadership and employees’ creativity, task proficiency and task proactivity. The results of this study suggest that transformative leadership is essential for the sustainable growth of an organization in the uncertain organizational environments. The theoretical and practical implications of our study are presented.