상사의 임파워링 리더십, 직무열의, 부하의 창의적 행동 간의 관계에서 창의적 자기효능감의 조절된 매개효과

With the advent of COVID-19, existing work practices are being converted into non-face-to-face, artificial intelligence utilization, and telecommuting. That is, the work environment is changing. As a result, the stress and job insecurity of members are increasing. Managers are faced with the challenge of motivating members in new ways and linking them to performance. Therefore, work engagement, which is a positive, enthusiastic, and achievement-oriented psychological state related to individual work, is attracting attention. This study has a need to examine the antecedents and outcomes of work engagement in various ways. This study will be able to present the integrated theory and perspective on work engagement, and by verifying the effects, it will be able to present meaningful organizational management plans such as motivation and performance improvement of members. This study conducted a survey of 287 employees working in four industries, and the survey was conducted three times, with a time difference of four weeks. The results of the verification are summarized as follows. First, the empowering leadership of supervisor had a positive effect on the work engagement; second, the work engagement had a positive effect on the creative behavior. Third, work engagement was verified to play a mediating role in the relationship between empowering leadership of supervisor and subordinates' creative behavior. Fourth, high creative self-efficacy was found to strengthen the positive relationship between empowering leadership of supervisor and work engagement. Finally, it was finally verified that creative self-efficacy plays a moderated mediating role in the indirect effect relation between empowering leadership of supervisor, work engagement, and subordinate's creative behavior. These results are expected to provide various implications and implications in terms of human resource development.