하이브리드 근무환경에서 상사의 임파워링 리더십은 구성원의 적응성과에 긍정적인 영향을 미쳤는가? : 잡크래프팅과 구성원 민첩성의 조절된 매개효과

With the prolonged COVID-19 pandemic, many organizations are introducing hybrid work as a flexible working method. With the transition of hybrid work based on technology and platform, leaders are required to support ways of creating more autonomy and performance for members than in the past. In addition, unlike in the past, members are also required to quickly adapt and cope with changes in other job environment based on autonomy. This study identified the relationship between empowering leadership and adaptive performance, focusing on self-determination theory and social exchange theory. It was confirmed whether job crafting, an action element that can appropriately cope with changes in the job environment, was mediated in the interaction process between empowering leadership and adaptive performance. Additionally, the scope of related research was expanded by confirming how employee agility moderates the effect of empowering leadership on adaptive performance through job crafting. As a result of valid empirical data collected from 259 domestic IT manufacturing workers, empowering leadership was found to have a positive (+) effect on adaptive performance, the partial mediating effect of job crafting was found in the relationship between empowering leadership and adaptive performance. In addition, employee agility was shown to moderate the relationship between job crafting and adaptive performance, and to moderate the mediating path (empowering leadership → job crafting → adaptive performance). Therefore, the moderated mediation effect was verified. Based on these research results, this study discussed theoretical and practical implications in the hybrid work environment.