집단수준의 직무열의와 집단성과와의 관계에 대한 연구: 집단수준의 OCB와 팀 몰입의 역할

신민정,배범수 한국인사관리학회 2019 조직과 인사관리연구 Vol.43 No.4

Work engagement is positive, fulfilling work-related employee’s mind state, which is pervasive and persistent affective-cognitive state that is characterized by vigor, dedication, and absorption. Previous research have investigated whether individual level of work engagement brings positive consequences to employees as well as organizations. While a vast amount of research has studied the relationship between an individual work engagement and personal outcomes, little attention has been paid to group level of studies and potential mediators between work engagement and performance. To fill this gap, this study investigates how group-level of work engagement affects team performance. On the basis of theories about the social information processing theory and emotional contagion, we predict that the group level of work engagement is positively relate to their team performance. In addition, we propose that a group level of OCB mediates the relationship between the group level of work engagement and team performance, and the relationship between the group level of work engagement and OCB would be stronger when team commitment is high. Data were collected from 80 teams in Korea public institutions using two sets of questionnaires which were distributed to team managers and team members, respectively. The results showed that the group level of work engagement positively related to team performance and group level of OCB mediated the relationship between the work engagement and team performance. Lastly, the positive influence of group level of work engagement on OCB was stronger when team commitment was high. We provide several theoretical and practical implications. First, this study contributes to expanding the level of analysis regarding the relationship between work engagement and performance. Second, we identify OCB as a mediator on the relationship between work engagement and team performance. In conclusion, we present some limitations and future research directions. 직무열의는 조직 구성원이 직무를 수행하는 데 있어 높은 에너지와 자원을 이용하여 몰입하는 상태로, 업무와 관련된 역할을 위해 개인의 자원을 적극적으로 할당하고 지속적으로 사용하는 것을 의미한다. 최근 해외에서 직무열의는 개인수준 연구보다 확장된 집단수준의 직무열의의 연구들이 보고하고 있으나, 국내에서는 집단수준 직무열의를 다루는 연구가 거의 이루어지지 않고 있다. 이에 본 연구는 집단 수준의 직무열의와 팀 성과 간의 초점을 두고 집단수준 OCB의 매개효과와 팀 몰입의 조절효과를 규명하고자 하였다. 사회정보처리이론(Social information processing theory)과 감정전염(Emotional contagion) 이론에 기반 하여 집단 내부의 특정한 직무열의가 집단수준의 OCB를 수행하고 이것이 집단의 성과에 영향을 미칠 수 있다는 점을 규명하고자 하였다. 91개 공공기관의 팀장 및 조직원으로부터 자료를 수집 하여 분석한 결과 집단 수준의 직무열의가 집단수준 OCB에 정(+)의 영향을 미치고 이들의 관계를 팀 몰입이 조절하는 관계가 나타났다. 또한 집단수준의 직무열의가 높은 집단일수록 집단의 OCB가 증가하 고 이는 팀 성과에 정(+)의 영향을 미치는 매개효과를 확인하였다. 본 연구는 개인수준에서 다루어진 직무열의를 집단수준으로 확장하여 집단수준에서 조직원들이 공유된 직무열의를 가질 수 있다는 점을 규명하고, 직무열의와 집단 OCB 와 팀 몰입, 팀 성과간의 관계를 심도 있게 이해하는 데 기여하고 있다. 연구의 말미에서는 본 연구의 한계점과 향후 연구방향을 논의하였다.

고객 요구에 대한 방해요인 평가가 직무열의와 적응판매행동에 미치는 영향 연구 : 고객지향성·판매지향성의 조절효과

신진호,유재원 한국생산성학회 2022 生産性論集 Vol.36 No.1

This paper aims to identify the influence of customer demand on the adaptive selling of department store employees based on the job demand and resource(JD-R) model. Store managers consider front-line employees as one of the important resources to obtain a competitive advantage. It is because employees contribute greatly to securing new customers and loyal customers when they interact with customers. Customers sometimes, however, ask the salespeople for excessive demand and use insulting words toward the salesperson. Negative experience from customers makes salesperson get stressed, emotionally exhausted. The JD-R model well explains the relationship between employees’ burnout and job engagement. Based on the JD-R model, the authors try to check the effect of customers’ hindrance requirements on work engagement and adaptive selling. In addition, this study examines customer( selling) orientation as a moderating variable that mitigates(reinforces) the negative effect of customer demand on employees’ work engagement. Salespeople must respond to customer requests. According to the JD-R model, customers’ excessive and diverse requests can be a demanding factor for salespeople. For employees, customer demands naturally lead to negative job out-comes because they create tension or emotional burnout. When salespeople perceive customer needs as barriers or obstacles, they experience negative emotions. Job resources, however, alleviate these negative impacts. Intrinsic motivation of salespeople such as customer orientation helps to reduce role conflict and manage task pressure. Customer-oriented employees are interested in learning about their customers and providing optimal solutions to them. Since encounters play a key role in delivering value by interacting with customers, customer orientation can be considered as a job resource that enhances employees’ work engagement. Selling orientation, on the other hand, reinforces the negative impact of customer requests on work engagement. As an opposite concept of customer orientation, selling orientation focuses on sales performance, not customers’ well-being or needs. It means that sales-oriented employees tend to maximize their short-term profits through sales activities. If employees who value short-term goals are required to handle hindrance demands from customers, they will focus only on the given situation. Therefore, rather than feeling enthusiasm, dedication, or a positive sense of achievement for the job, they will focus on completing the task in front of them. It means that the negative impact of customer requests on work engagement will be stronger. Numerous studies claim that work engagement is associated with positive job performance. Employees with high work engagement showed higher in-role and extra- role behaviors than employees who did not. In other words, salespeople with high work engagement not only do the assigned work but also care for customer needs and change sales behavior while interacting with customers. For this study, salespeople working in department stores in South Korea were asked to participate in the survey. Hypotheses were tested based on 437 responses using SmartPLS and SPSS. It is found that customer’s hindrance requests negatively influence employee’s work engagement, and consequently weaken the adaptive selling. Customer orientation, however, alleviates the negative impacts of hindrance requests on work engagement, while selling orientation intensifies. This study suggests the following academic and practical implications. First, this study broadens the understanding of the JD-R model. In previous studies, sales orientation was considered as a positive moderator. However, this study covered that when employees face a negative situation, their selling orientation worsens the negative impact of customer requests on work engagement. Second, the authors suggest store managers should support and take measures to support salespeople be...

Moderation of Meaningful Work on the Relationship of Supervisor Support and Coworker Support with Work Engagement

Umair Ahmed,Abdul Halim Abdul Majid,MdLazim Mohd Zin 한국유통과학회 2016 Asian Journal of Business Environment (AJBE) Vol.6 No.3

Purpose - The aim of this article is to outline the concept of work engagement and the importance of job resources including supervisor support and coworker support pertaining to work engagement. Research Design, Data, and Methodology - The article discusses the concept of work engagement and what empirical evidences suggest about its relationship with job resources including supervisor and coworker support. Result - Critical review of the literature has indicated towards strengths and pitfalls of social support resources including supervisor and coworker at work, particularly with regards to work engagement thus, requiring further empirical attention. Accordingly, the article has also indicated towards the critical significance of meaningful work for fostering employee well-being at work. Conclusions - The article has highlighted noteworthy empirical gaps in the body of knowledge concerning to job resources including supervisor support and coworker support and their relationship with work engagement. The article has also underlined the lack of research and potential of ‘meaningful work’ towards enhancing work engagement as well as, acting as a moderator between supervisor support, coworker support and work engagement relationship.

상사의 비인격적 감독이 직무열의에 미치는 영향과 조직지원인식의 조절효과

안서희,이희수 리더십학회 2019 리더십연구 Vol.11 No.1

The purpose of this study is to examine the effect of abusive supervision, which is an aggressive and destructive form of leadership, on the work engagement of subordinates, as well as to empirically verify whether perceived organizational support plays a role as a control variable in the relationship between abusive supervision and work engagement. Despite negative leadership behavior, this study intends both to discuss the role of control variables that can maintain work engagement and to provide answers to the following questions. First, how does abusive supervision on the part of supervisors influence the work engagement of subordinates? Second, does the perception of organizational support show a moderating effect on the relationship between supervisors’ abusive supervision and subordinates' work engagement? Analysis gave the following results. First, an examination of the influence of supervisor's abusive supervision on work engagement found that such supervision had a negative effect on work engagement. Second, we examined the moderating effects of organizational support concerning supervisors' impersonal supervision and work engagement. This analysis found that perceived organizational support controls the effect of supervisors' abusive supervision on work engagement. We obtained the following implications based on these results. First, The leaders of an organization should clearly understand abusive supervision, and they should be careful not to behave in such a destructive way. The organization should educate leaders about the actions that they should take to prevent such behaviors from spreading. Second, organizations should recognize the importance of perceived organizational support, which can reduce the negative effect of supervisor's abusive supervision and try to manage them as the primary resource of the organization. So, organizations should make diverse efforts to support their members through various communication channels and organizational activation strategies in order to expand the bonds with members of the organization. Key words: Abusive supervision, work engagement, perceived organizational support 이 연구의 목적은 상사의 비인격적 감독이 부하 직원의 직무열의에 미치는 영향과 이러한리더십의 영향력을 조절하는 변인으로서 조직지원인식의 역할을 규명하는 데 있다. 이를 위한 가설은 첫째, 상사의 비인격적 감독은 부하직원의 직무열의에 부(-)적 영향을 줄 것이다. 둘째, 상사의 비인격적 감독이 직무열의에 미치는 영향을 조직지원인식이 완화시키는 역할을 할 것이다. 이 연구에서는 비인격적 감독을 측정하기 위해 직속상사와 함께 근무하는 사무직 근로자를대상으로 자기보고식 설문조사를 실시하였다. 총 411부가 수집되었으며, 그 중에서 불성실하거나누락된 응답을 한 22부를 제외한 389부를 분석에 사용하였다. 연구의 분석은 SPSS 21.0과 SPSS Macro를 사용하였다. 데이터 분석을 통해 다음과 같은 결론을 도출할 수 있었다. 첫째, 상사의 비인격적 감독은부하직원의 직무열의에 부적(-) 영향을 미친다. 비인격적 감독의 빈도가 늘어날수록 부하직원의직무에 대한 열의는 떨어지게 된다. 둘째, 상사의 비인격적 감독이 부하직원의 직무열의에 미치는영향에 있어서 조직지원인식의 조절효과가 확인되었다. 이를 통해 리더의 부정적인 말과 행동이 부하 직원의 직무열의에 뚜렷한 부정적 영향을 미치는 것을 확인할 수 있었다. 조직에서는 직원들이 지속적으로 직무열의를 가지고 활기차게 업무에 몰두하게 하기 위해서 상사의 비인격적 감독을 방지할 수 있는 제도적 안정장치를 마련하고인식 제고를 위한 교육을 제공할 필요가 있다. 키워드: 비인격적 감독, 조직지원인식, 직무열의

The Effect of Empowering Leadership on Employees’ Work Engagement

Yoonhyung Cho(조윤형),Ru Xiang(상여) 대한경영학회 2017 大韓經營學會誌 Vol.30 No.6

워킹맘의 일에서의 개인적 몰입/비몰입 경험에 대한 현상학적 연구

김은경 ( Kim Eunkyung ),왕은자 ( Wang Eunja ) 한국인력개발학회 2023 HRD연구 Vol.25 No.2

본 연구에서는 현상학적 연구방법을 통해 워킹맘들이 일에서의 개인적 몰입과 비몰입을 어떻게 경험하며, 무엇이 일에서의 개인적 몰입과 비몰입을 촉진하고 방해하는지 심도 있게 살펴보았다. 본 연구의 주요 연구결과를 요약하면 다음과 같다. 워킹맘의 일에서의 개인적 몰입경험은 11개의 하위구성요소와 4개의 구성요소로 범주화하였고, 비몰입 경험은 12개의 하위구성요소와 4개의 구성요소로 범주화하였다. 일에서의 개인적 몰입 경험에 대한 4개의 구성요소는 1) 프로의 자세로 일함, 2) 외적인 요인에 의해 몰입도가 달라짐, 3) 오롯이 현재에 집중함, 4) 몰입의 경험이 모여 나의 힘이 됨으로 나타났다. 그리고 워킹맘의 일에서의 비몰입 경험에 대한 4개의 구성요소는 1)시간적, 물리적 한계를 지고 일함, 2) 일과 가정의 균형이 무너질 듯 아슬아슬함, 3) 예전보다 일에서 마음이 떠남, 4) 최선이 아닌 타협의 방식으로 살아감으로 나타났다. 이러한 연구결과를 통해 워킹맘의 심리적 어려움을 돕고, 조직 내에서 일에 대한 몰입을 촉진시킬 수 있는 개입의 가능성을 제공하고자 하였다. This study focuses on how they experience personal enagagement and disengagement at work, and what promotes and hinders their personal engagement and disengagement at work. By conducting this study, the research aims to understand the psychological inner world of working mothers, and find a practical intervention to help working mothers. In conclusion, the main findings of this study are as follows: personal engagement experiences were categorized into four components and 11 subcomponents while personal disengagment experiences were categorized into four components and 12 subcomponents. Four components for personal engagement experiences at work are 1) working professionally, 2) external factors affect engagement, 3) focusing only on the present, 4) gathered engagement moments become my energy. Also, personal disengagement components are 1) working with time and physical limitation, 2) risk of unbalance between work and family, 3) motivation to work decreased, 4) compromise rather than do their best. The fixed structure at work which were observed through the study on working mothers' personal engagement and disengagement at work revealed the reality and reasons why working mothers find it challenging to engage at work while they have already experienced personal engagement and know how to be immersed at work, and they still try to accept the reality and compromise to keep the balance between work and family.

판매종업원의 역할행동에 영향을 미치는 업무열의요인에 관한 연구

최낙환(Nak Hwan Choi),김영성(Yeong-Seong Kim) 한국산업경영학회 2013 경영연구 Vol.28 No.4

이 연구는 기존연구에서 업무와 판매종업원 자신 간의 지속적인 인지적 감정적 상태인 업무열의에 대한 판매종업원의 자기효능감과 업무가치감의 효과와 업무열의의 역할행동효과에 관한 연구가 희박함을 파악하였다. 따라서 판매종업원의 역할행동의 영향요인으로 업무열의개념을 도입하고 업무열의의 영향요인으로 자기효능감 및 업무가치감과 기존연구에서 식별된 감독자지원을 설정하여, 이들 간의 영향관계를 이론적으로 검토하였다. 그리고 전문 자동차판매종업원을 대상으로 실증연구하여 다음과 같은 결과를 얻었다. 역할 내 행동에 대하여 자기효능감과 업무가치감이 업무열의를 매개로 간접적으로 긍정적 영향을 미치지만, 역할 외 행동에 대하여 자기효능감, 업무가치감 그리고 감독자 지원이 모두 업무열의를 매개로 간접적으로 영향을 미치지 못하였다. 그런데 자기효능감이 역할 외 행동에 대하여 직접적으로 긍정적 영향을 주었다. 그러나 업무가치감, 감독자지원은 역할 외 행동에 대하여 직접적으로도 긍정적 영향을 주지 못하였다. 따라서 감독자는 판매종업원의 역할행동을 촉진하기 위한 업무열의수준을 유도하기 위하여 판매종업원의 업무지식수준을 향상시키고 종업원들 간의 업무교류를 향상시키는 관리를 하여 자기효능감수준울 높여야 하고, 또 전문가로서 역량의 증진, 승진 등의 개인적 목표달성, 즉 개인적 비전실현에 도움이 되는 관리를 하여 업무가치감의 수준을 높게 해야 할 것이다. In the current research, self-efficacy as personal resource variable, work values as personal vision variable and supervisory support as environmental variable were presumed to affect work engagement. And this study made efforts to explore if work engagement might have impact on the in-role behavior that is formally required of employees by the job description and impact on the extra-role behavior that is neither prescribed formally in the job description nor is directly related to work performance but is voluntary, not forcible, acts of employees which could contribute to organizational achievements. The results of this study that used car salespersons as subjects for empirical study are as follows. First, the work engagement of car salespersons had a positive impact upon both in- and extra-role behaviors. Second, it was found that work values, self-efficacy of car salespersons and supervisory support had positive influence on the work engagement. Third, work values, self-efficacy had more positive influence on the work engagement than supervisory support did. Finally, in the full model including direct paths from all of the exogenous variables to both in-role and extra-role behavior significant mediating roles of work engagement were explored in case of self-efficacy and work values only under the condition of in-role behavior. And self-efficacy also had direct impacts on both in-role behavior and extra-role behavior. This study by thus, suggests that work values and self-efficacy of the car salespersons should be managed to strengthen work engagement to lead to the in-role behaviors which can make the growth of a corporation.

직무열의와 일-가정갈등의 비선형적 관계 : 일-가정갈등에서 직무열의의 이중성

한정헌,신강현,황재상 한국생활과학회 2023 한국생활과학회지 Vol.32 No.3

With the rise in dual-income households and the changing value of work, the issue of work-family balance or conflict has been recognized as an important academic topic. The cause of work-family conflict is often perceived as an excessive amount of time and effort invested in work. However, studies on work engagement that reflect the dedication to a job and work-family conflict in the workplace have shown mixed results. This study tested the non-linear (U shape) relationship between work engagement and work-family conflict to integrate these mixed findings and identify differences in the impact of work engagement on work-family conflict based on the level of work engagement. For this, we conducted a survey of 388 employees and found that the relationship between work engagement and work-family conflict was best explained by a U-shaped relationship. In other words, moderate levels of work engagement were associated with lower work-family conflict, but higher levels of work engagement were associated with higher work-family conflict. Finally, we discussed the theoretical and practical implications of these results.

사회적기업 구성원의 직무열의가 조직성과에 미치는 영향에 관한 연구

최중석(Joong-Seog Choi),성상현(Sang-Hyeon Sung) 한국로고스경영학회 2017 로고스경영연구 Vol.15 No.2

“그러므로 너는 반드시 곤란한 자와 궁핍한 자에게 손을 내밀라”는 성경의 말씀처럼 사회적기업은 경제적인 가치뿐만 아니라 사회적인 가치를 지향하는 기업이다. 본 연구의 목적은 이처럼 사회적기업 구성원의 직무열의가 조직의 경제적인 성과 및 사회적인 성과에 각각 유의한 영향을 미치는지 검증하는데 있다. 아울러 구성원의 직무열의가 조직성과에 유의한 영향을 미치고 있다면 이러한 직무열의는 개인의 직무, 직급, 근속연수, 조직의 인증유형, 규모(구성원 수), 업력 등 인구통계적인 특성에 따라서 차이가 있는지 살펴보고자 하였다. 연구 목적을 검증하기 위하여 58개 기업 총 242명의 표본을 토대로 다중회귀분석을 실시하였으며 개인 및 조직의 인구 통계적 특성에 따라 각각 두 집단으로 구분하여 T-test를 실시하였다. 연구 결과에 의하면 사회적기업 구성원의 직무열의는 조직의 경제적 성과 및 사회적 성과에 모두 정(+)의 영향을 미치는 것으로 분석되었다. 아울러 직무열의는 구성원의 직급 및 조직의 규모에 따라서 유의미한 차이가 있는 것으로 나타났다. 그러므로 사회적 기업은 조직성과에 유의미한 영향을 미치는 조직 구성원의 직무열의에 대하여 보다 높은 관심과 개발 방안을 마련할 필요가 있을 것으로 판단된다. 또한 구성원의 직무열의가 다양한 환경에 의하여 영향을 받을 것으로 판단되지만 본 연구결과만을 고려할 경우, 상위 직급과 하위 직급 간, 조직 규모의 대, 소 간 직무열의의 차이가 발생한 원인을 파악하고 이에 대한 개선방안을 모색할 필요도 있을 것으로 사료된다. 특히, 사회적기업은 구성원에게 만족할만한 보수를 지급할 수 있는 여건이 부족하며 물리적인 근무환경도 좋지 않은 것이 현실이다. 따라서 보수 및 근무환경을 개선하기 위한 지속적인 노력과 함께 구성원의 자발적 직무열의 동기를 높일 수 있는 비금전적 활성화 방안을 마련하는 일도 매우 중요할 것으로 사료된다. As the Bible says “Therefore I command you to be openhanded toward your brothers and toward the poor and needy in your land”, social enterprises are companies that are oriented not only to economic values but also to social values. Like this, the purpose of this study is to research whether the work engagement of social enterprise employees has a significant effect on the economic performance and the social performance of the organization. In addition, if the work engagement of employees have a significant effect on the organizational performance, we would like to examine whether the work engagement of employees differ on the job or position or employment period of employee and authentication type or size(number of employees) or age of organization. In order to verify the research purpose, multiple regression analysis was conducted based on 242 samples from 58 companies. In addition, T-tests were conducted by dividing into two groups according to demographic characteristics of individuals and organizations. According to the results of the study, the work engagement of employees of the social enterprise has a positive effect on the economic performance and the social performance of the organization. Also, the work engagement was found to be significantly different according to the position of employees and the size of organization. Therefore, it is considered that social enterprises need to develop more interest and development plan for the work engagement of employees what have a significant influence on organizational performance. In addition, it is thought that the work engagement of employees will be influenced by various circumstances. However, when the result of this study is considered, It is necessary to identify the cause of the difference in work engagement between the upper and lower position, the size of the organization, and to find ways to improve it. Especially, it is a reality that social enterprises do not have sufficient conditions to provide satisfactory compensation to their employees and the physical working environment is not good. Therefore, it will be important to make continuous efforts to improve the pay and working environment, and also be very important to provide a non-monetary motivation plan that will motivate employees" voluntary work engagement.

변혁적 리더십이 일 몰입과 혁신과업행동에 미치는 영향 : 조직지원인식의 조절된 매개효과를 중심으로

한주성,김문중 한국상업교육학회 2021 상업교육연구 Vol.35 No.6

예측 불가능한 팬데믹 상황과 제4차 산업혁명에 의한 환경 속에서 지속적인 경영(Going concern) 을 위해서는 변화에 대응할 수 있는 개인과 조직의 혁신이 우선적인 과제가 되고 있다. 블룸버그에 서 발표한 Global 혁신 지수 2021에서 대한민국이 1위를 차지한 것은 변화에 대응하는 혁신이 잘 수행하였다는 것을 의미한다. 본 연구에서는 중소제조업, 서비스업, 금융업, 정보통신업, 공공기관의 종업원들을 대상으로 변혁적 리더십이 일 몰입과 혁신과업행동에 미치는 영향과 일 몰입이 혁신과 업행동 간의 관계와 조직지원인식이 조절된 매개효과를 나타내는지 실증적 검증에 목적을 두고 있 다. 본 연구의 가설을 검증한 결과는 다음과 같다. 먼저 (가설 1)과 (가설 2), (가설 3)은 통계적으로 유의하게 나타났다. (가설 4)의 일 몰입의 매개효과를 검증한 결과 부분매개효과가 있는 것으로 나 타났다. 이러한 검증 결과는 구성원들의 혁신과업행동을 향상하기 위해서는 변혁적 리더십과 일 몰 입을 강화시켜야 한다는 것을 실증적 뒷받침한다. (가설 5)인 조직지원인식의 조절된 매개효과를 검 증한 결과 조직지원인식의 수준에 따라서 변혁적 리더십이 일 몰입을 매개하여 혁신과업행동에 미 치는 영향이 달라지는 것으로 나타났다. 본 연구 가설 검증 결과를 통해 본 본 연구의 의의는 급변하는 경영 환경에서 혁신을 기반으로 하여 개인과 조직의 성과를 개선하기 위해서 변혁적 리더십의 필요성과 중요성을 재인식시켜 주었 고, 변혁적 리더십이 구성원들의 혁신과업행동을 일으킬 수 있도록 구성원들의 일 몰입을 강화하면 조직에 도움이 되기도 한다. 또한 변혁적 리더십이 일몰입을 통하여 혁신과업행동을 강화하고 조직 목적달성에 기여 할 수 있도록 조직지원에 대한 구성원의 인식을 향상시켜야 한다는 점을 주지시켜 주고 있다. In the unpredictable pandemic situation and the environment caused by the Fourth Industrial Revolution, innovation of individuals and organizations that can respond to changes is becoming a priority for going concern. The fact that South Korea topped the Global Innovation Index 2021 released by Bloomberg means that innovation has performed well within the Korean organization responding to changes. This study aims to verify the effect of transformational leadership on work engagement, innovative work behavior and the effect of moderated mediation of perceived organizational support in industries of service, economy, information and public sectors. In order to achieve purpose of this study, we established 5 hypothesis as follows. First of all, [Hypothesis 1] “transformational leadership will have a positive (+) effect on innovative work behavior.”, [Hypothesis 2] “transformational leadership will have a positive (+) effect on work engagement.” and [Hypothesis 3] “work engagement will have a positive (+) effect on innovative work behavior.” was supported. [Hypothesis 4] “work engagement will have a partial mediating effect between transformational leadership and innovative work behavior.” also was supported. This results are verifying that transformational leadership and work engagement have to be strengthened in order to improve innovative work behavior of organization members. Finally, it was found that there was the moderated mediation effect of perceived organizational support among transformational leadership, work engagement, and innovative work behavior [Hypothesis 5]. It means that the mediating effect of work engagement could be varied depending on the level of perceived organizational support. This is that in order to improve the performance of individuals and organizations in a rapidly changing environment, the necessity and importance of transformational leadership have been recognized, and work engagement should be strengthened so that transformational leadership could create innovative work behavior. In addition, it is noted that the perceived organizational support should enhance among transformational leadership, work engagement and innovative work behavior so that it can contribute to the achievement of organizational objectives.