In order to find out how the consultant''s self-leadership affects the consultant''s own behavior, this study examined the influence of the consultant''s self-leadership on innovation behavior and customer orientation through self-efficacy and job satisfaction, and the effect of self-efficacy on job satisfaction. In addition, the mediating role between self-leadership, innovation behavior, and self-efficacy of self-efficacy and job satisfaction was empirically analyzed.
To this end, a survey was conducted targeting 240 consultants who had two or more consulting cases within the last two years. To test the hypotheses raised in this study, an analysis model using SPSS PROCESS macro v4.2 was used, and a bootstrapping method was applied to test mediating effects.
As a result of testing the hypothesis of this study, it was found that self-leadership of consultants had a significant positive (+) effect on self-efficacy and job satisfaction, and job satisfaction had a significant positive (+) effect on innovation behavior and customer orientation. Self-efficacy has a significant positive (+) effect on innovation behavior, but it has no significant effect on job satisfaction and customer orientation. As a result, it was confirmed that self-leadership had a positive (+) effect on innovation behavior through self-efficacy, and a positive (+) effect on innovation behavior and customer orientation through job satisfaction. However, the mediating effect of self-leadership affecting job satisfaction through self-efficacy and the dual mediating effect of self-leadership affecting innovation behavior and customer orientation via job satisfaction through self-efficacy were confirmed to be insignificant.
The meaning of this study is that it suggests a research model for consultants whose self-leadership influences behaviors such as innovation behavior and customer orientation through self-efficacy and job satisfaction, and that the mechanism by which consultants'' self-leadership leads to behavioral change is presented. This study provides information on which characteristics of consultants should be strengthened to improve consultants'' consulting abilities, and through this, reveals useful paths that lead to changes in consultants'' behavior. In the future, it is necessary to expand the scope of research to the area of generalization of the model through more research data and confirmation of the actual impact of self-leadership on companies through changes in consultants'' behavior.
Keywords : Self-Leadership, Self-Efficacy, Job-Satisfaction, Innovation Behavior, Customer Orientation, Mediating Effect