변혁적 리더십과 협동행동, 창의성, 조직혁신성 간의 관계 : 학습지향성의 조절효과 : 강원 영동지역 리조트산업체를 중심으로

다국어 초록 (Multilingual Abstract)

Ⅰ. Purpose of the Study
The resort industry of Korea is now confronted with a turbulent environmental change because of the open-economy policy and globalization of the service industry in the country, the rapid change of service technology in the industry, and the heightened struggle for existence among resort firms.
It is needless to say that these resort firms must take appropriate measures in their efforts to counter to the rapidly changing business environment. For this, it is also essential that the firms need to positively transform and renovate their organizational structures and establish their organizational learning orientation in order to further secure the management innovation.
Put in this situation, this study aims to demonstrate the positive effects of transformational leadership over the cooperative behavior, creativity, and organizational innovativeness and further look closely at the moderation of learning orientation. With the help of the findings in this study, this research intends to provide an appropriate guideline for the advancement and enhancement of the resort industry in Korea.
In order to analyze the relationship among these variables, this study conducted both an theoretical review and an empirical analysis. As to the empirical analysis, it has adopted the data collection and statistical analysis through questionnaires.
As to the statistical analysis of the questionnaires, it has employed SPSS12.0 for Windows. As to the statistical analysis methods, it has used Pearson Correlation, Factor Analysis, Reliability Test, Multiple-Regression Analysis, A Three-Step Mediated Regression Analysis and finally A Three-Step Hierarchical Regression Analysis.
II. Hypotheses
1. Hypothesis 1 : Transformational leadership will have a positive influence on employees' cooperation behavior.
Hypothesis 1-1 : Transformational leaders' charismatic behavior will have a positive influence on employees' cooperative behavior.
Hypothesis 1-2 : Transformational leaders' individualized consideration behavior will have a positive influence on employees' cooperative behavior.
Hypothesis 1-3 : Transformational leaders' intellectual stimulation behavior will have a positive influence on employees' cooperative behavior.
2. Hypothesis 2 : Transformational leadership will have a positive influence on employees' creativity
Hypothesis 2-1 : Transformational leaders' charismatic behavior will have a positive influence on employees' creativity.
Hypothesis 2-2 : Transformational leaders' individualized consideration behavior will have a positive influence on employees' creativity.
Hypothesis 2-3 : Transformational leaders' intellectual stimulation behavior will have a positive influence on employees' creativity.
3. Hypothesis 3 : Transformational leadership will have a positive influence on employees' innovativeness.
Hypothesis 3-1 : Transformational leaders' charismatic behavior will have a positive influence on employees' innovativeness.
Hypothesis 3-2 : Transformational leaders' individualized consideration behavior will have a positive influence on employees' innovativeness.
Hypothesis 3-3 : Transformational leaders' intellectual stimulation behavior will have a positive influence on employees' innovativess.
4. Hypothesis 4 : Cooperative behavior will have a positive impact on employee's creativity.
5. Hypothesis 5 : Cooperative behavior will have a positive impact on organizational learning orientation.
6. Hypothesis 6 : Cooperative behavior will mediate the effect of transformational leadership on employees' performance.
Hypothesis 6-1 : Cooperative behavior will mediate the effect of transformational leadership on employees' creativity.
Hypothesis 6-2 : Cooperative behavior will mediate the effect of transformational leadership on employees' innovativeness.
7. Hypothesis 7 : Organizational learning orientation will act as a moderator in the relationship between the transformational leadership and the cooperative behavior.
Hypothesis 7-1 : Organizational learning orientation will act as a moderator in the relationship between transformational leaders' charismatic behavior and cooperative behavior.
Hypothesis 7-2 : Organizational learning orientation will act as a moderator in the relationship between transformational leaders' individualized consideration and cooperative behavior.
Hypothesis 7-3 : Organizational learning orientation will act as a moderator in the relationship between transformational leaders' intellectual stimulation cooperative behavior.
III. Samples
The samples in this research were based on the data collected from the employees currently working at 3 major resort firms in Kang Won Province, Korea. The method of the empirical study took the form of a questionnaire. With the total number of 600 questionnaires, this study was able to obtain 425 valid questionnaires out of 600, which accounts for 75.6% of the intended survey.
IV. Measurments
Transformational leadership: This study adopted MLQ(Multifactor Leadership Questionnaire) which was invented by Bass and Avolio(1996)as a transformational leadership measurement tool.
Learning orientation: All of the 11 items invented by Sinkula, Baker & Noordewier(1997) were used as a learning orientation measurement tool.
Cooperation behavior: The study used 7 items from Tjosvold(1988) as a cooperation behavior measurement tool.
Creativity: This study adopted 6 items from Amabile's KEYS (1995) which measures the level of an individual creativity related to job performance.
Organizational innovativeness: The 5 items from Hurley and Hult(1998) were used as a organizational innovativeness measurement tool.
V. Results
1. Test of Hypothesis 1
Leader's charismatic behavior and individualized consideration behavior bear positive effects over the employees' cooperative behavior, but their intellectual stimulation behavior has no effects.
Thus, Hypothesis 1-1, 1-2 were accepted and Hypothesis 1-3 was rejected.
2. Test of Hypothesis 2
Leader's charismatic behavior, individualized consideration, and intellectual stimulation bear positive effects over the employees' cooperative behavior. Thus, Hypothesis 2-1, 2-2 and 2-3 were all adopted.
3. Test of Hypothesis 3
Leader's charismatic behavior and individualized consideration bear positive effects over the employees' cooperative behavior, but their intellectual stimulation behavior has no effects. Thus, Hypothesis 3-1, 3-2 were adopted, but Hypothesis 3-3 was rejected.
4. Test of Hypothesis 4
The cooperative behavior influences positively on creativity, thus Hypothesis 4 was adopted.
5. Test of Hypothesis 5
Organizational cooperative behavior influences positively on organizational creativity, thus Hypothesis 5 was adopted.
6. Test of Hypothesis 6
The cooperative behavior works as a moderator in the relationship between the transformational leadership and creativity, thus Hypothesis 6-1 was adopted.. Moreover, the cooperative behavior works as a moderator in the relationship between the transformational leadership and the organizational innovativeness, thus Hypothesis 6-2 was as well adopted.
7. Test of Hypothesis 7
The higher the organizational learning orientation reaches, the more positive the effects of the leadership on the cooperative behavior gets. Therefore, Hypothesis 7-1, 7-1, 7-3 were all adpoted.
VI. Conclusion and discussion
This study examined the role of the cooperative behavior as a mediator and the role of the learning orientation as a moderator while transformational leadership exerts its influence on creativity and organizational innovativeness as performance variables.
As a result, transformational leadership does have positive effects over the cooperative behavior among the organizational members and further enhances the members' creativity and innovativeness. Moreover, in order to enhance the effects of the transformational leadership on the organizational change and innovation, a strong learning orientation policy at an organizational level is required and should be implemented.
Thus, in their endeavors to increase the cooperative behavior of organizational members, leaders should consistently practice the transformational leadership. Furthermore, throughout the organization, the implementation of the various learning-oriented strategies should encourage more transformational leader behaviors.

목차 (Table of Contents)

• I. 서론 = 1
• 1. 연구의 목적 = 1
• 2. 연구의 내용 = 6
• 1) 연구의 범위 = 6
• 2) 연구의 방법 = 6
• Ⅱ. 이론적 배경 = 8
• 1. 리더십의 정의와 역할 = 8
• 1) 리더십의 정의 = 8
• 2) 리더의 기능과 역할 = 11
• 2. 변혁적 리더십과 정의 = 13
• 1) 변혁적 리더십 = 13
• 2) 변혁적 리더십의 정의 = 15
• 3) 변혁적 리더의 행동과 과정 = 17
• (1) 변혁적 리더 = 17
• (2) 변혁적 리더의 행동 = 22
• (3) 변혁적 리더의 과정 = 24
• 4) 변혁적 리더와 조직 유효성 = 25
• 3. 학습 지향성 = 28
• 1) 학습지향성의 개념 = 28
• 2) 학습 조직의 성향과 유형 = 28
• (1) 학습조직의 성향 = 28
• (2) 학습조직의 유형 = 30
• 3) 학습 지식의 창조와 공유 = 32
• (1) 학습 지식 창조 = 32
• (2) 학습 지직 공유 = 33
• 4) 학습 지식 인센티브 = 34
• 5) 재무적 성과와 비재무적 성과의 관계 = 35
• (1) 재무적 성과의 관계 = 36
• (2) 비재무적 성과의 관계 = 37
• 4. 협동행동 = 41
• 1) 협동행동의 개념 = 41
• 2) 협동행동의 결정요인 = 42
• (1) 협동행동의 선행요인 = 42
• (2) 협동행동과 집단주의 = 43
• (3) 협동행동과 상호 의존성 = 44
• 5. 조직 창의성 = 45
• 1) 조직 창의성의 정의와 혁신과정 = 46
• (1) 조직 창의성의 정의 = 46
• (2) 조직 창의성의 혁신 과정 = 48
• 2) 조직 창의성을 높이는 환경 = 49
• 3) 조직 창의성의 환경 측정 = 51
• 4) 조직 창의성의 생산성 향상 = 53
• 6. 조직 혁신성 = 54
• 1) 관계특성과 혁신성 = 55
• (1) 리더-구성원 교환관계와 혁신성 = 55
• (2) 팀-구성원 교환관계와 혁신성 = 55
• 2) 조직특성과 혁신성 = 56
• (1) 조직문화의 혁신지원적 정도와 혁신성 = 56
• (2) 분권화 정도와 혁신성 = 57
• Ⅲ. 연구모형 및 가설의 설정 = 58
• 1. 가설의 설정 = 58
• 2. 연구모형 = 60
• IV. 실증연구 = 61
• 1. 연구의 표본 = 61
• 2. 측정도구 = 62
• 3. 연구결과 = 64
• 1) 측정도구의 타당도 및 신뢰도 분석 = 64
• 2) 변수들의 기술통계 및 상관계수표 = 77
• 3) 가설의 검증 = 79
• Ⅴ. 연구의 결론 및 토론 = 108
• 참고문헌 = 112
• 설문지 = 135
• ABSTRACT = 140

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