- E-ISSN2586-6036
- KCI
Abstract
In modern management, leadership has become an essential strategy rather than a choice, and interest in coaching leadership is increasing. Additionally, companies face inevitable tasks such as sustainable management and ESG management, which are crucial aspects of corporate social responsibility. This is a global phenomenon, and social value management activities play a significant role in evaluating the worth of modern companies. ESG management is assessed as a decisive indicator for investors' decision-making based on various global guidelines. ESG is an important issue not only for large corporations but also for small and medium-sized enterprises (SMEs). The government is actively expanding infrastructure and providing support to enable SMEs to lead ESG management among domestic companies. However, research on the ESG management of SMEs is still insufficient, and existing ESG studies have primarily focused on financial indicators. Therefore, the necessity for empirical studies involving various variables is emphasized. This study analyzed the impact of coaching leadership on organizational innovation behavior and performance in SMEs, mediated by ESG management. According to the analysis, coaching leadership positively influences organizational innovation behavior and performance by promoting ESG management in SMEs. The findings indicate that coaching leadership has a positive impact on organizational innovation behavior and performance, while persuasion and participation of internal members are essential for success. Moreover, this study provides practical and policy implications, offering specific strategies for SMEs to effectively implement ESG management and ensure sustainability, thereby supporting long-term growth.
Abstract
In response to escalating global imperatives for sustainable development and intensifying stakeholder demands for Environmental, Social, and Governance (ESG) implementation, ESG management has emerged as a pivotal organizational strategy transcending traditional for-profit boundaries. This empirical investigation examines the influence of ESG management on organizational performance within social welfare institutions, analyzing the mediating functions of organizational commitment and innovative behavior through theoretical frameworks of institutional isomorphism and public service motivation. Analysis of comprehensive survey data collected from 425 employees across social welfare institutions in metropolitan regions (Seoul, Gyeonggi, Incheon) revealed that environmental responsibility (p<.001) and governance structure (p<.001) components significantly and positively influenced organizational performance, while the social responsibility dimension demonstrated no significant direct effect (p>.05). This pattern was consistent for organizational commitment, while for innovative behavior, environmental (p<.001) and governance (p<.001) factors showed significant effects, with social responsibility exhibiting a marginally significant relationship (p=.061). The research confirms that organizational commitment and innovative behavior significantly mediate the relationship between all ESG dimensions and organizational performance, with innovative behavior demonstrating stronger mediating effects. This study contributes to ESG literature by extending theoretical application to non-profit contexts and demonstrates that social welfare institutions require contextualized measurement approaches. Future research should develop specialized ESG measurement instruments that establish clearer conceptual boundaries between inherent social missions and supplementary social responsibility actions, ultimately enhancing both organizational effectiveness and social value creation.
