Transformational leadership behaviors, the empowering process, and organizational commitment: investigating the moderating role of organizational structure in Korea
研究了变革型领导行为（组织相关与个人相关）通过心理授权影响组织承诺的过程，并发现组织结构的集权化和正规化对这一过程有不同调节作用，基于韩国外资子公司491名员工数据。
Transformational leadership has received growing attention in leadership studies. However, open questions remain concerning its operationalization and its universal effectiveness. Drawing on transformational leadership theory and leadership contingency theory, this study explores these issues in an Asian context. Survey responses from 491 employees working for foreign subsidiaries in Korea were analyzed. Given their multi-dimensionality, transformational leadership behaviors were framed as a two-dimensional structure: organization-related behaviors (OBs) and person-related behaviors (PBs). Findings showed that both OBs and PBs were mediated by psychological empowerment to determine organizational commitment. More importantly, the findings indicated that the empowering process driven by both leadership behaviors is contingent on organizational structure. Specifically, centralization negatively moderated the empowering process of PBs. Formalization positively moderated the empowering process of OBs and negatively moderated that of PBs. These findings have noteworthy value by virtue of quantitatively revealing the organizational structure wherein the empowering process of transformational leadership behaviors is effectively induced in South Korea. Based on the results, significant theoretical and managerial implications are discussed.