한국생산성학회

The purpose of this study is to validate the mechanism in which participative leadership affects job performance in order to obtain implications for the mechanism driving job performance, a change in the paradigm for performance management, and the newly required leadership role in a business environment with increasing uncetainty. To this end, it was intended to identify the direct effect between participative leadership and job performance, the indirect effect through each of organizational identification and job engagement, and the sequential serial multiple mediating effect through organizational identification and job engagement. This study attempts to explain the mechanism by which participative leadership influences employee’s job performance through the Social Exchange Theory. This study proposed a research model in which a leader exerts participative leadership, leading to changes in the attitudes and thinking of members through psychological motivation for the members, and ultimately affecting job performance. Since each member's inner psychology is different, the same leadership behavior of a leader can generate different mediating effects for each member. Therefore, this study attempts to verify the mediating effect of organizational identification and job engagement to clarify the mechanism by which participative leadership influences employee's job performance through parameters. The survey was conducted on employees working in various industries and analyzed using PROCESS macro (Hayes, 2013). The reliability and validity of the measurement tools were enhanced through preliminary survey, and the timing of the measurement of dependent variables was separated to overcome the common method bias. In addition, position, positive emotions, and negative emotions were applied as control variables. As a result of the study, direct effect was not significant between participative leadership and job performance. Second, participative leadership reinforces organizational identification and confirmed the indirect effect of improving job performance. Third, it was confirmed that participative leadership reinforces job engagement and improves job performance. Fourth, it was confirmed that the serial multiple mediating effect of participative leadership on job performance through organizational identification and job engagement sequentially was significant. In other words, it was found that participative leadership reinforces organizational identification, which in turn reinforces job engagement and has a positive effect on job performance. This work contributes to the expansion of existing leadership research by empirically identifying the mechanism between participative leadership and job performance. In the future study, it is possible to expand participative leadership research by expanding the application of various mediating and moderating variables, and it will be possible to contribute to enhancing the effectiveness of participative leadership through comparative studies between each variable. The theoretical and practical implications for the research results, limitations of the research, and future research tasks were presented.