소명과 관련된 연구는 증가하고 있지만 개인의 소명이 타인에게 미치는 영향력에 대한 연구는 거의 진행되지 않고 있다. 본 연구는 상사의 소명과 부하의 직무만족의 관계 및 해당 관계의 매개변인 및 조절변인을 알아보는 데 목적이 있다. 부하가 지각하는 상사의 소명과 부하의 직무만족은 정적 관계를 가질 것이라고 가정하였고, 이 관계를 부하의 직업적 자기효능감과 부하가 지각하는 변혁적 리더십이 매개할 것이라고 가설을 설정하였고 두 매개변인 간 정적 관계를 가정하였다. 또, 부하가 일에서 의미를 찾으려는 활동인 잡 크래프팅을 할수록 상사의 소명과 부하의 직업적 자기효능감의 관계가 강해질 것이라 예상하였다. 해당 가설을 확인하기 위해 국내 대기업에 근무하는 직장인(연구 1)과 미국 내 다양한 직종에 종사하는 직장인(연구 2)을 대상으로 연구를 진행하였다. 연구 결과, 부하가 인식하는 상사의 소명과 부하의 직무만족은 정적 관계를 지녔으며(연구 1) 해당 관계는 변혁적 리더십을 통해 매개되었다. 연구 1과 연구 2에서 모두 직업적 자기효능감은 변혁적 리더십을 통해서만 상사의 소명과 부하의 직무만족을 매개하는 것으로 나타났다. 또, 부하가 잡 크래프팅을 많이 하거나(연구 1) 잡 크래프팅의 한 종류인 인지가공을 많이 할 경우(연구 2), 상사의 소명 수준에 관계없이 직업적 자기효능감이 높았지만, 부하의 잡 크래프팅 및 인지가공의 수준이 낮을 경우, 상사의 소명과 부하의 직업적 자기효능감은 부적 관계를 보였다. 이러한 연구 결과를 바탕으로 본 연구의 학문적 의의 및 실무적 시사점, 그리고 한계와 미래 연구 방향을 논의하였다.
Although scholars have paid increasing attention to people with callings, relationships between leader's calling and follower's job attitudes have been understudied. The purpose of this study was to investigate the relationship between leader calling and follower job satisfaction, and mediators and a moderator on the relationship. We hypothesized that leader calling would be positively related to follower job satisfaction via follower's perceived transformational leadership and occupational self-efficacy and that the two mediators would be positively related. As a boundary condition, we tested a moderating role of job crafting on the positive relationship between leader calling and follower occupational self-efficacy. To examine the hypotheses, we conducted two survey studies using a sample of 242 Korean working adults (Study 1) and a sample of 221 American working adults in diverse industries (Study 2). We found a positive relationship between leader calling and follower job satisfaction (Study 1) and a significant mediating effect of transformational leadership on the relationship (Studies 1, 2). In both studies, follower occupational self-efficacy mediated the link between transformational leadership and follower job satisfaction rather than directly mediating the relationship between leader calling and follower job satisfaction. Also, when followers were highly involved in job crafting (Study 1) and cognitive crafting (Study 2), their occupational self-efficacy did not vary depending on the level of leader calling. Interestingly, the relationship between leader calling and follower occupational self-efficacy was negative when followers showed low levels of job crafting and cognitive crafting. We discuss the implications of these results, study limitations, and practical suggestions for future research.
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