변혁적 리더십과 기술혁신성과 간의 비선형적 관계와 개인-조직 적합성의 조절역할: 박사급 연구개발 실무자를 대상으로

In a rapidly changing business environment, transformational leadership, proposed as a new leadership paradigm, remains a prominent type of leadership even 45 years after its introduction. The positive effects of transformational leadership have been continuously explored in various research contexts and validated through meta-analyses. However, since the year 2000, the perspective of "too much of a good thing(TMGT)" has begun to uncover the nonlinear effects of transformational leadership. Based on this research trend, it is hypothesized that the effects of transformational leadership on PhD-level research and development practitioners, who possess high expertise and engage in creative activities independently, may differ. When a high level of transformational leadership is exercised, Ph D-level R&D practitioners may perceive it as excessive job demands that interfere with their self-directed R&D activities, making it challenging to achieve innovative performance. Therefore, an inverted U-shaped nonlinear effect may occur in the relationship between transformational leadership and innovative performance. It is necessary to identify individual characteristics related to the organization that can mitigate the excessive job demands placed on PhD-level R&D practitioners by their supervisors. This study focuses on the moderating role of person-organization fit as a personal resource. Ph D-level R&D practitioners with a high level of person-organization fit can alleviate the stress of excessive job demands through their psychological well-being. Furthermore, their positive attitude towards the organization enhances their acceptance and openness, which can mitigate the side effects of high levels of transformational leadership. The study was conducted with 287 Ph D-level research and development practitioners employed in public research institutions and private companies. The results are as follows: First, transformational leadership was found to have an inverted U-shaped nonlinear impact on innovation performance. Second, person-organization fit was shown to moderate the relationship between transformational leadership and innovation performance. Specifically, the higher the person-organization fit among Ph D-level R&D practitioners, it has been shown that from moderate to high level of transformational leadership mitigates the negative impact on innovation performance. This study expands the discussion on transformational leadership in the R&D field and suggests that the side effects of transformational leadership can be mitigated for Ph D-level research and development practitioners with a high person-organization fit.