The leadership paradigm in the 21st century needs to change. In particularly, it should be noted that authentic leadership changes employees attitudes and behaviors through uplifting their positive psychology away from the leader"s style or skill to raise short-term for business performance improvement. This study aims to examine the effects of transformational and authentic leadership as antecedent simultaneously, and psychological capital and LMX a mediating variable, on organizational commitment and explore both direct and indirect causal relationships between these by the type of leadership.
Data for analysis were collected through questionnaires from 147 employees from October to December 2012. To test the hypotheses, structural equation model was employed. The research model was constructed through a single-method-factor approach in order to control the effect of an unmeasured latent common method biases. The model is shown as adequately fitting to the data.
The results of the research are summarized as follows. First, Authentic Leadership has a positive and significant effect on psychological capital and LMX, whereas Transformational Leadership has no effect on them. Second, Psychological Capital has a positive and significant effect on organizational commitment. Third, only the mediating effects of psychological capital in the relationship between authentic leadership and organizational commitment were verified, whereas between transformational leadership and organizational commitment has no mediating effect of psychological capital.
In conclusion of this study, authentic leadership is more effective a positive influence on psychological capital and LMX then transformation leadership. Therefore, for developing authentic leadership, it is important for corporations to make an identification of leader goals and organizational goals, improve self-awareness through competing narratives, spread positive emotions and behaviors (positive emotion and behavioral model contagion), provide HR systems and methodologies. Second, employees of the psychological capital should improve effect of authentic leadership on organizational commitment. Psychological capital should be developed as an organizational intervention of state-like and not trait-like. Also, employees and leaders should provide the correct insights and directions through building empirical theory and scientific measurement. Third, in order to have a positive impact authentic leadership on organizational commitment through LMX, More studies need to be conducted about the mediating effects of various mediating variables in the relationship between LMX and organizational commitment.

본 연구는 변혁적 리더십과 진정성 리더십을 동시에 고려하여 심리적 자본, LMX와 조직몰입에 미치는 직 간접적인 인과관계 분석을 통해, 구성원의 태도나 행동에 영향을 미치는 효과적인 리더십을 제시하고 조직경영방안에 도움을 주는데 목적이 있다.
본 연구의 결과는 첫째, 진정성 리더십이 심리적 자본과 LMX에 긍정적인 영향을 미치는 반면, 변혁적 리더십은 미치는 영향이 없는 것으로 나타났다. 둘째, 심리적 자본이 조직몰입에 긍정적인 영향을 미치는 반면, LMX는 조직몰입에 미치는 영향이 없는 것으로 나타났다. 셋째, 진정성 리더십과 조직몰입 간의 관계에서 심리적 자본만 매개효과가 있는 것으로 나타났다. 연구의 시사점으로는 첫째, 심리적 자본과 LMX을 높이기 위해서는 진정성 리더십이 변혁적 리더십 보다 효과적이다. 이러한 진정성 리더십을 개발하기 위해, 기업은 진정성 리더의 목표와 조직 목표 간의 일체성(personal and organizational identification) 강화, 경쟁담화(competing narratives)를 통한 자기인식향상, 긍정적 감정과 행동의 확산(positive emotion and behavioral model contagion), HR 제도와 방법론을 갖추어야 한다. 둘째, 진정성 리더십이 조직몰입에 긍정적인 영향을 미치기 위해서는 구성원의 긍정적인 심리적 자본을 함양해야 한다. 즉, 긍정조직행태의 가장 핵심적인 연구주제인 심리적 자본은 기질이 아닌 상태로서 조직적 개입을 통해 개발해야 한다. 셋째, 진정성 리더십이 LMX을 통해 조직몰입에 긍정적인 영향을 미치기 위해서는 그에 대한 연결고리인 다양한 매개요인들이 가지는 서로 다른 기제의 영향력을 연구할 필요가 있다.