Abstract
Public institutions are trying to innovate in order to adapt to rapid environmental change and it is important to play a role of authentic leadership that can positively motivate members. Studies on authentic leadership have been actively conducted at home and abroad, but there are few empirical studies compared to other leadership. This study examined the relationship between authentic leadership and innovative behavior in public institutions and analyzed the mediating effects of person-environment (job, organization, supervisor) fit in the relationship between the two. For this purpose, a total of 350 questionnaires were distributed to employees in public institution A, and 215 of them were analyzed statistically. As a result of the analysis, it is shown that the authentic leadership has a positive effect on the innovative behavior, and the person-environment(job, organization, supervisor) fit also has a positive influence on the innovative behavior of the members. In the relationship between authentic leadership and innovative behavior, person-environment fit has a significant effect on the mediating effect of person-environment fit. However, among the sub-factors of the mediating variable, person-job fit and person-organization fit are partially mediated, whereas person-supervisor fit is fully mediated. The purpose of this study is to analyze the mediating effect on person-environment fit in the relationship between authentic leadership and innovative behavior in a public institutions, it has been found that if authentic leaders consider the person-environment fit when they make use of human resources, members become innovative. In particular, public organizations the have a relatively rigid organizational culture compared to private companies can demonstrate that their members can perform innovative behaviors if they demonstrate authentic leadership, it is meaningful that an authentic leader can induce innovative behavior by increasing the fit of person and their jobs, organizations, supervisors.
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