변화지향 리더십과 부하혁신행동의 관계 : 차상위 리더의 지원행동의 조절효과

박오수(Oh Soo Park),고동운(Dong Woon Go) 한국인사·조직학회 2009 인사조직연구 Vol.17 No.3

환경변화에 뒤처지지 않고 살아남기 위해서는 조직은 끊임없이 변화와 혁신을 지속해야 한다. 오늘날과 같은 상시 변화상황 하에서는 변화를 관리하고 주도할 수 있는 리더십이 요구된다. 이러한 맥락에서 Yukl(1999)은 변화지향 리더십(changeoriented leadership)을 강조하였지만 효과성에 대한 실증은 미진한 상태이다. 따라서 그 효과성을 확인하기 위해 리더의 변화지향 리더십과 부하의 혁신행동 간의 관계를 검증하였다. 한편, 대부분의 리더십 연구들이 리더 혹은 부하 중심적인 관점을 벗어나지 못한 채, 차상위 리더의 존재를 간과하는 문제점을 안고 있다. 본 연구에서는 이러한 문제인식 하에서 리더십 효과에 대한 차상위 리더의 영향을 확인하기 위해, 변화 지향 리더십과 부하 혁신행동의 관계에서 차상위 리더의 지원행동의 조절효과를 실증하였다. 군 간부들을 대상(리더-부하 231쌍)으로 수집된 자료를 분석하여 다음과 같은 결과를 도출할 수 있었다. 리더의 변화지향 리더십은 부하의 혁신행동과 정의 관계를 가진 것으로 나타났으며 변화지향 리더십과 부하의 혁신행동 간의 관계에서 차상위 리더의 지원행동의 조절효과가 확인되었다. 차상위 리더가 리더에 대해 지원적일수록 리더의 변화지향 리더십과 부하들의 혁신행동은 더 강한 선형관계를 보여주었다. 이러한 연구 결과를 바탕으로 연구의 이론 및 실무적 시사점을 고찰하고, 연구의 한계 및 미래 연구방향을 제시하였다. In order to cope with progressively dynamic and competitive environments, organizations must carry on change and innovation. When everything is subject to change, the leader should be able to manage and initiate changes. Thus, Yukl(1999) emphasized the change-oriented leadership. Unfortunately, however, studies are scarce as to its effectiveness. With a view to verifying the effectiveness of change-oriented leadership, the first purpose of the present study is to explain the relationship between change-oriented leadership and subordinates’ innovative behaviors. Traditionally, leadership researches focused on the bilateral relationship between the leader and subordinates (House & Aditya, 1997; Lowe & Gardner, 2001). This perspective overly excessively simplifies the leadership phenomena because it is impossible to ignore the impact of leader’s leader on the leadership effectiveness in an actual organizational setting. A leader’s leader acts as linking pins in organizations by connecting leaders to the upper management (Likert, 1967). In this vein, he/she is a direct channel of organizational support which impacts on the leadership. It is, therefore, necessary to study the trilateral relationship between leader’s leader, leader and subordinate for a more detailed model of eadership phenomena. The second purpose of this study is then to identify the influence of the leader’s leader on leadership effectiveness. To measure the moderating effects of a leader’s leader on the relationship between change-oriented leadership and subordinates’ innovative behaviors, the leader’s leader supportive behavior to leader (LLSB) was introduced as the moderating variable. According to instrumental com-pliance theory (Kelman, 1958), for the successful implementation of the leader’s change-oriented leadership, subordinates should be aware that the leader has sufficient resources and the budget for the change propulsion.

차상위 리더의 리더에 대한 모욕행위의 적하효과(trickle-down effect)

박오수(Oh Soo Park),고동운(Dong Woon Go) 한국경영학회 2009 經營學硏究 Vol.38 No.4

Traditionally, leadership research has focused on the bilateral relationship between a leader and subordinates and the effectiveness of leadership. This perspective oversimplifies the leadership because it is impossible to ignore the impact of second-level superior on the leadership effectiveness in a real organizational setting. Thus, this study expanded the leadership perspective by examining the relationship of ‘subordinate - leader - second-level superior’ and focused the counterproductive leader behavior. In this study investigating the trickle-down effects of second-level superior’s abusive supervision, leader’s transformational leadership and abusive supervision were used as the mediating variables of the relationships between second-level superior’s abusive supervision and outcome variables (subordinate’s trust in leader, LMX). Based on several theories such as social exchange theory, norm of reciprocity, and displaced aggression theory, the hypotheses were developed and they were: second-level superior’s abusive supervision will be positively related to leader’s abusive supervision (H1) and negatively related to leader’s transformational leadership (H2); leader’s abusive supervision will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3a), and LMX (H4a); leader’s transformational leadership will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3b), and LMX (H4b); second-level superior’s abusive supervision will be negatively associated to subordinate’s trust in leader (H5). In order to test the hypotheses, the data were collected from 356 officers and NCOs (231leader-subordinate dyads) using surveys. The results of structural equation modeling supported all the hypotheses. The present findings have several theoretical implications. First, the direct effects of secondlevel superior’s abusive supervision on transformational leadership and leader’s abusive supervision imply that leader’s leader roles are important antecedents of leader’s effectiveness, and suggest that transformational leadership is a kind of discretionary leadership style. Second, we expanded the antecedents of the abusive supervision into second-level superior’s abusive supervision, and verified new consequences (trust in leader, LMX) of the abusive supervision. Finally, the current investigation suggests that the second-level superior’s behavior is one of the determinants of trust in leader beyond isolated leader-subordinate dyad. In conclusion, this research clarified the significant impact of a leader’s leader on the leader’s leadership effectiveness and the discretionary characteristic of transformational leadership. This findings suggest that the perspective of the trilateral relationship between subordinate - leader - second-level superior is more appropriate than the bilateral relationship between leader and subordinate for explaining the leadership phenomena.

부하체면에 영향을 미치는 상사행위의 구성개념 및 측정에 관한 연구

박오수(Oh Soo Park),임유신(Yooshin Im),고동운(Dong Woon Go) 한국인사조직학회 2008 인사조직연구 Vol.16 No.3

  대인관계 상황에서 체면을 고려하는 것은 보편적인 현상일 뿐만 아니라 서구에 비해 우리나라에서 보다 중시되고 있지만 조직차원에서의 연구는 미흡하다. 특히 부하의 체면에 영향을 미치는 상사의 행위에 대해서는 연구가 매우 부족한 실정이다.<BR>  부하체면에 대한 상사행위의 구성개념과 타당성 있는 측정도구를 개발하기 위하여 군조직의 간부들을 대상으로 2단계의 연구가 진행되었다. 먼저, 연구 1에서는 상사의 부하에 대한 ‘체면세움행위’ 및 ‘체면손상행위’ 문항을 자유응답식 설문과 내용분석 과정을 통하여 도출하고, 육군 간부들로 이루어진 표본에 대하여 탐색적 요인분석을 통해서, 요인구조가 ‘능력체면행위’와 ‘인격체면행위’의 두 차원으로 이루어져 있음을 확인하였다. 연구 2에서는 독립적인 새 표본을 구성하여 개발된 문항들의 타당성을 검증하고 태도변수와의 관계를 확인하였다. 분석 결과, 개발된 측정도구는 교차타당성, 그리고 수렴 및 판별타당성이 있음을 확인할 수 있었다. 부하 태도변수와의 관계를 확인한 결과, 상사의 부하체면에 대한 체면세움 행위는 부하의 LMX, 직무만족, 조직몰입에 정의 관계를 보였고 이직의도에는 부의 관계를 나타내었다. 상사의 부하체면에 대한 체면손상행위는 부하의 LMX, 직무만족 및 조직몰입과 부의 관계가 있음을 확인할 수 있었다. 이는 부하체면에 대한 상사행위가 조직 유효성을 설명하는데 적절한 변수임을 의미한다. 마지막으로, 본 연구의 의의와 한계 및 미래 연구방향을 제시하였다.   The issue of face in social interactions is more pervasive in Asian cultures than in Western ones. However, very few studies have investigated face in organizational context in Korea. Face is dependent on individual social status (Goffman, 1955; Ho, 1976), which points to the fact that leaders’ face is considered to be more important than subordinates’ face due to the status difference. Nevertheless, the importance of subordinates’ face is gradually becoming salient as the autocratic culture is transformed into a democratic one in modern organizations.<BR>  The majority of the studies on face have focused on the leaders’ face, which, in turn, has yielded no study of leader’s behavior influencing subordinates’ face. The subordinates’ attitudes and behaviors can obviously vary depending on whether their leader takes the subordinates’ face into consideration or not. The subordinates are said to possess favorable attitudes towards a leader who saves the subordinates’ face, while they are likely to maintain negative attitudes towards a leader who makes them lose their face. Thus, it is necessary to study on the relationship between leader’s behaviors concerning subordinates’ face and the subordinates’ attitudes and behaviors. Since there is no measure for leader’s behavior influencing subordinates’ face, the valid and reliable measure should be developed.<BR>  The current research was designed to identify the constructs of leader’s behavior influencing subordinates’ face (LBSF), and to develop and validate a sound psychometric measure of LBSF. This paper consists of two parts: in Study 1, we generated items of leader’s face-giving (LFGB) and face-threatening (LFTB) behavior towards subordinates, and identify the construct and factor structures of LBSF. In Study 2, a confirmatory factor analysis with independent samples showed the cross validity, convergent validity, and discriminant validity. Then, we verified the nomological validity and the potential utility of LBSF to predict organizational outcome variables. Finally, implications and possible research directions are discussed.<BR>  Respondents in the current research are officers and noncommissioned officers (NCOs) in the ROK (Republic of Korea) Army. In general, military organizations are more autocratic and hierarchical than the other civil organizations. Therefore, the subordinate’s face can be valued less than leader’s face. The difference between leaders who respect their subordinates’ face and leaders who do not can be easily distinguished in the military context. For this reason, military organization is suitable for the current research.<BR>  Study 1<BR>  In Study 1, we collected data from 98 officers and NCOs using open-ended questionnaire, which included two following questions: “What behavior of a leader made you save face?” and “What behavior of a leader made you lose face?” From the data, 623 LFGB items and 791 LFTB items were firstly derived. Next, we combined the items that had same contents and expressions into 113 LFGB and 154 LFTB items. Then, the content validation of the generated items was performed in three phases. Finally, 21 items for LFGB and 17 items for LFTB were used in the current study.<BR>  Using the data collected from 125 officers and NCOs, exploratory factor analyses with principal components were conducted. The results indicated that LFGB and LFTB consisted of two factors, ‘ability dimension’ and ‘character dimension.’ Specifically, LFGB consisted of 11 items, 6 items for ability-related LFGB (ALFGB) and 5 items for character-related LFGB (CLFGB). Likewise, LFTB also consisted of 12 items, 5 items for ability-related LFTB (ALFTB) and 7 items for character-related LFTB (CLFTB).<BR>  Study 2<BR>  The data, independent of Study 1, were used in Study 2. That is, the data from 156 officers and NCOs were used for LFGB, an

기업의 윤리 프로그램 실행이 이해관계자 만족과 재무성과에 미치는 영향에 관한 연구

양세영(Se Young Yang),박오수(Oh Soo Park) 한국경영학회 2010 經營學硏究 Vol.39 No.6

Korean big companies have adopted and implemented ethics programs since financial crisis in 1997. Corporate ethics program is defined as values, policies and activities that impact the propriety of organization (Brenner. 1992). Ethics program can be classified into 2 groups: one is explicit program and the other is implicit program. The explicit components of ethics programs include such as: codes of ethics, ethics training, ethics committees and officers. internal control system, help line etc. Implicit parts of ethics program include such as: leadership, corporate culture. communication, performance measurement systems etc. This study suggests that implicit program needs to be defined in terms of ethical context such as ethical culture and climate, ethical leadership. etc. Despite increasing interest in the importance of business ethics, there are very few empirical studies on the effectiveness of ethics program, specially on the relationship between ethics program and performance. The purpose of this research is to ascertain whether ethics programs Korean companies have implemented are effective or not. The specific objectives of this study are to: 1) examine whether ethics programs have positive effect on financial performance and non-financial performance(stakeholder`s satisfaction)2) identify mediation effect of stakeholder`s satisfaction between ethics program and financial performance 3) investigate which program is more effective in ethical management. Based on literature survey and preliminary interview with 10 ethics officers of Korean big companies, the hypotheses which were tested in this study are framed as follows: HI: Explicit ethics program will have a positive impact on the satisfaction of stakeholders. H2: Explicit ethics program will have a positive impact on the financial performance. H3: The satisfaction of stakeholders will mediate the relationship between explicit ethics program and financial performance. H4: Implicit ethics program will have a positive impact on the satisfaction of stakeholders. H5: Implicit ethics program will have a positive impact on the financial performance. H6: The satisfaction of stakeholders will mediate the relationship between implicit ethics program and financial performance. To test these hypotheses. survey using questionnaires with related items was conducted and data were collected from 80 Korean large companies. The results analyzed by hierarchical polynomial regression procedures are as follows. Period of ethics office operation among explicit ethics programs only has a positive impact on the satisfaction of stakeholders and financial performance, while all parts of implicit ethics program have a positive impact(H1, H2 partly accepted. H4. H5 fully accepted). Explicit ethics program(except for period of ethics office operation) and financial performance are not mediated by satisfaction of stakeholders, while implicit ethics program and financial performance are mediated partly by satisfaction of stakeholders. These outcomes provide no support for H3. while part support for H6. The results are significant in three aspects. First, this study showed relationship between ethical management and performance in a degree through empirical analysis on Korean companies. Second. this study proves mediation effect of stakeholders satisfaction between ethics program and financial performance in empirical way. This result is in accordance with existing stakeholder theories. Third. this study makes sure that ethics programs Korean companies have implemented since 1997 are effective to some extent. This study has several implications like followings. First, Ethical management of Korean corporates had a fruitful outcome to a certain degree in the ethics practices focusing on operating ethics programs since 1997. Second. in working level, corporates need to make an effort more on satisfying various stakeholders in ethical management. Third, companies should also focus more on such progra

도움행동의 해석에 관한 연구

김보영(Bo Young Kim),박오수(Oh Soo Park),윤석화(Seok Hwa Yun) 한국경영학회 2010 經營學硏究 Vol.39 No.3

Recent firm- and job- related trends which translate into flatter organizational structure and more complex and collective tasks have enhanced coworker`s salience and their potential influence. In this change, coworker`s interpersonal helping behaviors are considered as important factor to influence on fellow employee`s attitudes and behaviors. In general, it has been argued that coworker`s interpersonal helping behaviors positively affect fellow employee`s attitudes and behaviors. However, recent literatures suggest that, consequences of interpersonal helping behaviors will be different according as how the intention of helping behaviors is interpreted by rater. Moreover, helping behaviors significantly affect task performance rating because these behaviors are frequently emphasized as like in-role behaviors in organization. Therefore, why coworker`s helping behaviors are subjectively interpreted has to be investigated before we discuss about consequences of coworker`s interpersonal helping behaviors. Specifically, characteristics of help giver (actor) and receiver (rater) have to be considered simultaneously for understanding rating process of interpersonal helping behaviors in dyadic coworker relationship. The purposes of this study are to explain the cognitive process involved in rating of interpersonal helping behaviors and to demonstrate the influence of actor`s and rater`s trait on rating process concerning helping behaviors. We investigated moderate effects of two variables; ability to modify self-presentation as an actor`s trait and self-enhancement motives as a rater`s trait on the relationship between coworker`s helping behaviors and coworker`s OCB-I rated by fellow employee. Hypotheses are like these. H 1: Help giver`s ability to modify self-presentation will moderate the relationship between actor`s help giving and the extent of actor`s OCB-I rated by help receiver. That is, the positive slope will become smaller in graph when ability to self-presentation is high than when ability to self-presentation is low. H 2: Help receiver`s self-enhancement motives will moderate the relationship between actor`s help giving and the extent of actor`s OCB-I rated by help receiver. That is, the positive slope will become smaller in graph when self-enhancement motives is high than when self-enhancement motives is low. We conducted empirical test for examining hypotheses. Data were collected using questionnaires from 150 dyads of an employee and his/her coworker. As the result of the hierarchical regression analyses for OCB-I, the moderate effects of ability to modify self-presentation and self-enhancement motives on the relationship between coworker`s help giving and coworker`s OCB-I perceived by employee were significant respectively (ability to modify self-presentation: β=-.17, p<.05, self-enhancement motives: β=-.14, p<.05). Therefore, these results provided supports for Hypothesis 1, and 2. Our study demonstrated that coworker`s interpersonal helping behaviors were easily rated as OCB- I by raters when help giver was high in ability to modify self-presentation. This result provides important practical implication. Recently coworker`s supportive attitudes are emphasized as important factor to enhance organizational effectiveness. Therefore, coworker`s engaging in interpersonal helping behaviors are rated positively by fellow employees and positively influence on overall evaluation concerning actor. By the result of our study, however, helping behaviors of individuals high in ability to self-presentation have to be carefully evaluated in that individuals with high ability to self-presentation were better judged as compared with behaviors which they really engaged in. Our study proved that rater high in self-enhancement motives had a weak tendency to evaluate coworker`s helping behaviors as OCB-I. This result indicates that cognitive schema that rater brings to the evaluation process influences the rating of coworker`s interpers

슬관절 재전치환술용 경골 삽입물 형상이 주대 말단부의 접촉압력과 응력 분포에 미치는 영향

김윤혁(Yoon Hyuk Kim),권오수(Oh Soo Kwon),박시몬(Simon Park) Korean Society for Precision Engineering 2006 한국정밀공학회지 Vol.23 No.11

상사와 부하의 쌍 관계에서 정서지능과 그 상호작용의 역할에 관한 연구

임유신(Yoo Shin Im),박오수(Oh Soo Park) 한국경영학회 2012 經營學硏究 Vol.41 No.6

Concerning various dyadic interactions between the leader and the subordinate, there has been insufficient research conducted on affective elements such as emotion, while most research focused on the leader`s evaluation of the cognitive elements such as performance and capability. Furthermore, very few studies have examined the role of emotional intelligence (EI) and the role of the EI interactions between the leader and the subordinate in the context of leadermember exchange (LMX) relationships. The purpose of this study is to empirically prove the existence of the effects of the interaction between the leader`s EI and the subordinate`s EI on the leader`s leadership pattern and the relationship among the leader`s EI, his leadership pattern, and the quality of LMX. In order to serve this purpose the following investigation model was established. The sample in this study consisted of junior military officers serving in the Korean Army. A questionnaire-based survey was conducted for the main study. Questionnaires were sent via mail or given in person to 200 company commanders and 200 platoon leaders who served in military units in Kyonggi-Do and Kangwon-Do. The data from 153 leader-subordinate dyads were analyzed using reliability analysis, factor analysis, descriptive statistics, correlation analysis, and hierarchical multiple regression analysis. Major findings of the study are as follows. First, it turned out that the higher EI the subordinate possesses, the higher the LMX quality that the leader perceives, and the higher EI the leader possesses, the higher the LMX quality the subordinate perceives. Second, the higher EI the leader possesses, the higher level of transformational leadership the leader shows. Third, it turned out that it is not significant the subordinate`s EI moderate the relationship between the leader`s EI and transformational leadership. Finally, transformational leadership mediates between 1) the leader`s EI and the LMX qualities that the leader perceives and 2) the leader`s EI and the average of the LMX quality that the leader and the subordinate perceive. The implications of this study`s results are like the following. First, this study empirically proved and analyzed the roles of the leader`s EI and subordinate`s EI and the interactions between them in a more concrete manner. Second, when the EI trait of the leader was expressed in the form of transformational leadership, the moderating effect of the subordinate`s EI on this relationship was confirmed. Third, through empirical investigation of the mediating role of transformational leadership between the leader`s EI and LMX quality, a new approach to shedding light on the relationship between these two. Fourth, this study suggested a practical application of EI that is likely to contribute to military organizations and workplace.

포트폴리오 평가와 전통적 평가방법의 비교 연구

신충린(Chung Rin Shin),박기동(Ki Dong Park),오수일(Soo Il Oh) 한국체육교육학회 2001 한국체육교육학회지 Vol.6 No.1

The purpose of this study is to identify the effects of portfolio assessment on physical education learning in high school, portfolio assessment groups and traditional assessment groups were compared out of factors such as ALT/PE, learning attitude, cognitive thinking capacity, and the change cf learning achievement for motor function. 1. Academic learning time in physical education Portfolio assessment groups took part in 17 munite 2 second, 341.07% of whole learning time. Therefore motor engaged time took part in more portfolio assessment groups than traditional assessment groups. 2. Learning attitude 1) Physical education class In portfoio assessment groups affirmative attitude has changed out of factors such as interest, importance, enjoyment, monotony, positiveness, and satisfaction degree. However traditional assessment groups has not. 2) Friendship relation Affirmative attitude has changed out of factors such as relationship and sociability of friendship relation in portfolio assessment groups but in traditional assessment groups it has changed out of factors such as relationship of friendship relation. 3) Physical educator Affirmative attitude has changed out of factors such as fairness, preference, and sincerity of physical educator in portfolio assessment groups, while in traditional assessment groups it has changed out of factors such as fairness and preference of physical educator. 3. Cognitive thinking capacity Cognitive thinking capacity revealed high more portfolio assessment groups than traditional asessment groups. 4. Learning achievement for motor function Learning achievement for motor function revealed a little high more portfolio assessment groups than traditional assessment groups

競爭力 强化를 위한 MIS 導入에 관한 硏究-經營者의 役割을 中心으로-

이경환(Kyung-Hwan Lee),박오수(Oh-Soo Park),정재훈(Jae-Hun Jung),최태성(Tae-Sung Choi) 인하대학교 산업경제연구소 1988 경상논집 Vol.2 No.-

Although the problems of analysis, design and implementation of company-wide MIS are primarily managerial rather than technical, little is known about the rolls of management in MIS development. Through literature review this study finds critical variables which may affect the success of MIS and develops a questionnaire to describe how organizations have managed their information system and the relationship between the way of organization management and success of MIS. This study does not intend to test hypothes strictly about the relationship between management practices and success of MIS but to describe the relationship for the purpose of providing a managerial guide for successful information system development and of developing a frame work for rolls of managers. The results of survey on 36 organization show the followings ; 1. Types of organization and size of computer do not affect the performance of information systems. 2. However top manager's participation in master development plan has effects on the performance of information systems, more important things is the contents of master development plan and 3. The agreement between top managers and system manager on project development priorities is important to successful MIS. 4. Long terms supports of top managers affect the success of MIS. 5. The management practices of system managers have an effect an the performance of information system. 6. Although executive steering committees have been advocated as a desirable management practice for improving information systems performance, we suggest that the specific actrities of such policy making committees may be more important than those of lower levels operations. 7. Degree of computerization of business activities affects the performance of information systems.

從業員의 職業態度에 관한 硏究-離職意圖를 中心으로-

최태성(Tae-Sung Choi),박오수(Oh-Soo Park),김철희(Cheul-Hee Kim) 인하대학교 산업경제연구소 1988 경상논집 Vol.2 No.-