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The Mediating Effect of Job Crafting in the Relationship between Perception of Team Leaders’ Empowering Leadership and Employee Engagement

  • Global Creative Leader: Education & Learning
  • Abbr : GCL
  • 2020, 10(3), pp.185-209
  • DOI : 10.34226/gcl.2020.10.3.185
  • Publisher : Research Institute for Gifted & Talented Education, Soongsil University
  • Research Area : Social Science > Education
  • Received : August 24, 2020
  • Accepted : September 14, 2020
  • Published : September 30, 2020

Kang Hyojoo 1 Lee, Hyo Seop 1

1고려대학교

Accredited

ABSTRACT

This study aims to analyze the factors that can increase employee engagement in the post-coronavirus new normal era. Due to the rapid expansion of non-contact working environments due to the Coronavirus, there is increasing interest in the preceding factors that can reinforce employee engagement in an environment where it is difficult for members to actively participate in tasks or demonstrate self-efficacy. This study was undertaken to investigate the effect of perception of team leaders’ empowering leadership and job crafting on employee engagement. Furthermore, it aimed to verify through analysis the mediating effect of job crafting in the relationship between the perception of team leaders’ empowering leadership and employee engagement. To this end, a research model was established and hypotheses were derived based on previous studies related to perception of team leaders’ empowering leadership, employee engagement and job crafting. The data was collected by conducting an online survey of 260 employees of a domestic manufacturing company named A. As a result of the study, it was first found that the team leaders’ empowering leadership had a positive effect on employee engagement. Second, it was found that the team leaders’ empowering leadership had a positive (+) effect on job crafting. Third, it was found that the job crafting had a positive (+) effect on employee engagement. Finally, it was found that job crafting partially mediated the relationship between the perception of team leaders’ empowering leadership and employee engagement. Based on these findings, their significance, and the theoretical and practical implications and limitations of this study, suggestions for subsequent research were discussed.

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