리더의 관리자 코칭행동이 구성원의 혁신행동에 미치는 영향 : 회복탄력성과 직무재창조의 다중매개효과를 중심으로

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The purpose of this study is to verify the mediation effect of resilience and job crafting in the relationship between leader’s managerial coaching behavior and subordinates" innovative behavior to present practical methods to strengthen employees’ innovative behavior. The data were collected by online surveys of 297 office workers who have served in various domestic organizations and hypothesis were set based on affective events theory, psychological resource theory and prior researches. The reliability and validity of the collected data were verified by SPSS 25.0 and AMOS 25.0, and the hypothesis was analyzed by SPSS process macro 3.0. The result of this study indicate are as follow; First, leader’s managerial coaching behaviors have a significantly positive effect on innovative behavior, resilience, job crafting of subordinates. Second, mediating and multiple mediating role of resilience and job crafting were found in the relationship between the leader’s managerial coaching behavior and the innovative behavior. These results suggest that the leader’s managerial coaching behavior affects innovative behavior by improvement of resilience and job crafting. Resilience has a positive effect on job crafting and innovative behavior. We suggest that companies need to increase employees" innovative behavior by encouraging leader’s managerial coaching behaviors and resilience enhancement programs. Implications we suggest are as follow; the leaders, as a service providers’ perspective, should regard their subordinates as customers to afford coaching behavior for improvement of employees’ innovative behaviors. It is meaningful to reinterpreted service as human-centered social norm beyond service industries. Also this study is valuable to identify mediating and multiple mediating role of resilience and job crafting on the basis of affective events theory, psychological resource theory.