직무몰입이 조직변화준비도에 미치는 영향과 리더십 유형의 조절효과 검증

초록

Organizational change is a critical factor to determine success or failure of organization. To be proactive to rapid environmental change, organization is required to change. Despite diverse efforts to change in organizations, success rate is less than 25%. Failure to organizational change leads negative outcomes such as sunk cost, decreasing organizational effectiveness, increasing turnover rate, wasting resource, and diffusion of cynism. The reason of high failure rate is derived from the lack of organizational change readiness which employees have. If the extent of organizational change readiness is low, organization can encounter employees' tremendous resistance. On the contrast, if employee readiness for organizational change is high, employees are likely to have positive behavior and attitudes towards new adjustments. Given that context, this research aims at examining the structural relationship among variables related to organizational change readiness. By testing the relationship, researchers tried to clarify generative mechanism of organizational change readiness. Based on the findings, researchers expected to derive practical implications for change agents to influence employee readiness for organizational change and contribute to an improved understanding of organizational change research. To achieve the goal, researchers selected work engagement as an antecedent variable and examine the effect of the work engagement on organizational change readiness and the moderating effect of two types of leadership on the relationship between work engagement and organizational change readiness. The participants include 306 employees of private organization. The results were as follows. First, work engagement had a positive influence on organizational change readiness. Second, transformational leadership had the moderating effect on the relationship between work engagement and organizational change readiness. Third, the transactional leadership did not have a significant moderating effect on the relationship between work engagement and organizational change readiness. Based on the findings, this study suggested several engagement and transformational leadership strategies to manage organizational change readiness.

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