지방자치단체장들의 변혁적 리더십과 리더십 효과성: 한국과 뉴질랜드 단체장들의 비교 = Transformational Leadership Behaviors and Leadership Effectiveness of Chief Executives in Local Governments: Comparisons between Korea and New Zealand

다국어 초록 (Multilingual Abstract)

The purpose of the study was to determine the effectiveness of different leadership styles in different national settings. Data on the leadership styles of 75 Korean and 78 New Zealand local government leaders, and the reported organizational commitment and job satisfaction of their employees, were obtained using a mail survey. These two countries exhibit contrasting scores on Hofstede`s cultural index, and together provide an ideal foil to study the influence of national culture on leadership styles. Response rates of 60% for Korean and 77% for New Zealand were achieved. The results reveal that some leadership styles are cultural-specific, i.e., initiating structure and transactional leadership, while other leadership styles are universal, i.e., consideration and transformational leadership. The fact that there are culture-specific leadership style is evidenced in two ways. First, employees in Korea (but not in New Zealand) were more satisfied by and more committed to their organizations when their leaders spent their time clarifying the task requirements, providing information, and structuring the task. Second, employees in New Zealand (but not in Korea) were more satisfied by and more committed to their organizations when the leader sought to identify the needs of his/her followers and exchanged rewards for appropriate levels of effort and performance. The universal or culture-free leadership styles are evidenced by the finding that leaders who act in a friendly and supportive manner and/or who seek to promote employee pride, motivation, creativity, and self-development engender high levels of employee satisfaction and