A Study on the Relationship between Empowering Leadership, PMS Utilization Intensity, Job Crafting, and Managerial Performance : Focusing on University Organizations

[Purpose] This study investigates the impact of empowering leadership on the usage level of PMS, job crafting, and managerial performance among university administrators. Empowering leadership is considered as the independent variable, while managerial performance is the dependent variable. Additionally, PMS usage intensity and job crafting are examined as mediating variables. [Methodology] Data were collected from university administrators who participated in the survey for this study, and the model was analyzed using structural equation modeling (SEM) with PLS to test the hypotheses. [Findings] In the study, the following key findings were identified：First, empowering leadership did not have a direct impact on managerial performance. Second, empowering leadership positively affected the use of performance management systems (PMS). Third, empowering leadership also had a positive effect on job crafting. Fourth, the use of performance management systems (PMS) did not positively affect job crafting. Fifth, the use of performance management systems (PMS) had a positive effect on managerial performance. Last, job crafting was found to have a positive effect on managerial performance. [Implications] In a situation where there are few studies introducing empowering leadership to university organizations, this study contributes to expanding the scope of future research on universities by verifying the relationship between empowering leadership and the intensity of PMS use. The results of the study have significant implications for establishing policies and actively achieving goals in the changing environment of university organizations