이슈리더십과 직무재창조의 관계 : 자율적 동기, 업무몰입의 직렬 매개효과와 긍정정서와 부정정서의 조절효과를 중심으로

This study aimed to examine the effect of issue leadership on job crafting, focusing on the serial mediating roles of autonomous motivation and work engagement, as well as the moderating effects of positive and negative affect in this process. Data were collected from 316 employees working in Korean organizations, and analyses were conducted using PROCESS Macro Model 91 to test both mediation and moderated mediation effects. The results revealed that issue leadership had a significant positive effect on autonomous motivation (β = .483, p < .001). In turn, autonomous motivation significantly predicted both work engagement (β = .255, p < .001) and job crafting (β = .090, p = .039). However, the direct effect of issue leadership on job crafting was not significant (β = .016, p = .671), indicating a fully mediated pathway through autonomous motivation and work engagement. Furthermore, positive affect did not significantly moderate the relationship between autonomous motivation and work engagement; however, a nonlinear attenuation pattern was observed, in which the slope became less steep as positive affect increased. This suggests a diminishing returns effect—that is, positive affect enhances overall engagement up to a point, after which its incremental effect stabilizes. In contrast, negative affect exhibited a facilitative moderating effect, strengthening the link between autonomous motivation and engagement. When negative affect was high, the motivational influence on engagement became more pronounced, implying that negative affect may serve as a conditional catalyst that enhances psychological arousal and challenge appraisal. These findings suggest that positive affect functions as a stabilizing emotional resource that raises the baseline level of engagement, whereas negative affect acts as an activating resource that amplifies the intensity of engagement. This study introduces a novel dual-affect mechanism explaining how issue leadership promotes employees’ motivation, engagement, and job crafting through differentiated emotional pathways. Practically, the results highlight the need to build leadership development systems that involve not only team leaders but also all organizational members, fostering a culture of shared leadership and balanced emotional management.