Title Page
Contents
ABSTRACT 9
Ⅰ. Introduction 11
Ⅱ. Literature Review 15
2.1. Empowering Leadership 15
2.2. Adaptive Performance 18
2.3. Knowledge Sharing 20
2.4. Employee Agility 22
Ⅲ. Hypothesis Development 25
3.1. Empowering leadership and Adaptive performance 25
3.2. The mediating effect of knowledge sharing 28
3.3. The mediating effect of Employee Agility 31
3.4. The serial mediating effect of knowledge sharing and Employee Agility 33
Ⅳ. Research Methodology 36
4.1. Sample and data collection 36
4.2. Data analysis method 36
4.3. Variable measurement 37
4.3.1. Empowering Leadership 37
4.3.2. Adaptive Performance 38
4.3.3. Knowledge Sharing 38
4.3.4. Employee Agility 39
4.3.5. Control variables 40
Ⅴ. Empirical Results 41
5.1. Frequency analysis 41
5.2. Reliability analysis of variables 43
5.3. Confirmatory factor analysis 44
5.4. Correlation analysis 47
5.5. Hypothesis testing and results 49
Ⅵ. Conclusion and Future Research 55
6.1. Summary 55
6.2. Theoretical implications 57
6.3. Practical implications 58
6.4. Limitations and future research directions 60
References 63
Appendix 71
Abstract (in Korean) 77
〈Table 4-1〉 Summary of Questionnaire 40
〈Table 5-1〉 Frequency analysis results 42
〈Table 5-2〉 Reliability analysis results 43
〈Table 5-3〉 Confirmatory factor analysis results 45
〈Table 5-4〉 Confirmatory factor analysis results 47
〈Table 5-5〉 Descriptive statistics and correlation results 48
〈Table 5-6〉 Regression Results 49
〈Table 5-7〉 Regression Results 50
〈Table 5-8〉 Effect of empowering leadership on adaptive performance 53
〈Table 5-9〉 Serial mediation effect results 54
[Figure 3-1] The research model 35