중간관리자의 리더십 유형이 구성원의 조직유효성에 미치는 영향 = The Effect of Middle Manager's Leadership Type on the Organization's Effectiveness

다국어 초록 (Multilingual Abstract)

It is an undeniable fact that leadership is the essential factor for the success of organization under the situation desperately requiring the effort of organization for survival because of complexity, rapid change of organization environment and advent of severe competitive age.
More over, as the size of administrative organization becomes large and its functions are diversified, administration is subdivided in detail and specialized. Therefore the role of middle manager equipping with sufficient knowledge becomes important.
The goal of the paper is to suggest the desirable direction for managing organization to middle manager by analyzing the effect of middle manager's leadership on organization's effectiveness.
As a model of the empirical study to achieve the study goal, author adopted innovative leadership and transactional leadership as independent variables and job satisfaction and devotion to organization as dependent variables and found their relations. More over, organization's atmosphere was selected as a control variable in order to find the difference of relation by organization's atmosphere.
Through the study process, the hypothesis is verified and the result is achieved as follow.
First, it is found that staffs need and prefer innovative leadership while middle managers usually use transactional leadership. It means that it can be the factor of confliction because of unconformity between the leadership expected by staffs and actual thing. Therefore middle manager needs to create the relationship with staffs by concentrating on innovative leadership.
Second, it is verified that innovative leadership gives a positive effect to staff's job satisfaction and devotion to organization. In case of devotion to organization, however, significant possibility of innovative leadership is close to significant level so it is the variable that has a high possibility to affect devotion to organization. Therefore it is necessary to lead organization by using innovative leadership and transactional leadership simultaneously.
Third, from the result of frequency analysis on subfactor of leadership giving the important effect to organization's effectiveness, the important subfactor was intellectual stimulation, charisma, suggestion of vision, individual encouragement, situational compensation of transactional leadership and exception control in order. Therefore it was verified that innovative leadership gives more important effect to organization's effectiveness than transactional leadership. Middle manager should display the leadership in the way to give advice and assistance for right performance, encourage staff's success and accomplishment, suggest clear vision and respect individual personality.
Fourth, form the result of analysis on whether the effect of leadership type on organization's effectiveness is different by organization's atmosphere, when it is compared to correlation, standard group, only the group with the atmosphere emphasizing goal gives a negative effect to job satisfaction. In case of devotion to organization, it is not affected by organization's atmosphere. Therefore the effect of organization's atmosphere on organization's effectiveness is timid.
Fifth, it is verified that leadership is not affected by demographic factor. Among organization's effectiveness, just academic background shows a significant difference in job satisfaction and just age, class, total working year and working year in head office show significant differences in devotion to organization. Therefore leader should lead organization by using fair personnel and incentive properly and organization members should recognize the knowledge-based society, reinforce the speciality through innovative attitude and education and make an effort for self-cultivation.

목차 (Table of Contents)

• 제1장 서 론 1
• 제1절 연구의 배경 및 목적 1
• 제2절 연구의 범위 및 방법 3
• 1. 연구의 범위 3
• 2. 연구의 방법 3
• 제2장 이론적 배경 5
• 제1절 리더십의 의의 5
• 1. 리더십의 개념 5
• 2. 리더십 연구의 접근방법 5
• 3. 거래적 리더십과 변혁적 리더십 10
• 4. 중간관리자의 리더십 21
• 제2절 조직 유효성에 대한 개념 및 지표 25
• 1. 조직 유효성의 개념 25
• 2. 조직 유효성의 주요 지표 27
• 제3절 조직 분위기의 의의 31
• 1. 조직 분위기의 개념 31
• 2. 조직 분위기의 중요성 32
• 제4절 선행연구 검토 33
• 제3장 실증적 연구의 설계 42
• 제1절 연구의 모형 및 가설의 설정 42
• 1. 연구의 모형 42
• 2. 연구가설의 설정 44
• 제2절 변수의 조작적 정의 47
• 1. 독립변수: 변혁적, 거래적 리더십 47
• 2. 종속변수: 직무만족, 조직몰입 49
• 3. 조절변수: 조직 분위기 50
• 4. 인구통계학적 요인 52
• 제3절 연구의 설계 53
• 1. 자료의 수집 53
• 2. 설문지의 구성 53
• 3. 자료의 분석 방법 55
• 제4장 연구 분석 결과 57
• 제1절 표본의 인구 통계학적 분포 57
• 제2절 타당성 및 신뢰도 분석 59
• 1. 요인분석 59
• 2. 신뢰도 분석 64
• 제3절 가설 검증 66
• 1. 지방 행정조직의 리더십 유형 필요ㆍ선호ㆍ활용도(가설1)검증 66
• 2. 리더십 유형과 조직 유효성과의 관계(가설2)검증 67
• 3. 변혁적 리더십과 거래적 리더십의 조직유효성 영향 관계(가설3)검증 71
• 4. 리더십 유형이 조직분위기에 따라 조직 유효성 미치는 영향(가설4)검증 75
• 5. 인구통계학적 요인에 따라 리더십과 조직 유효성 차이(가설5)검증 79
• 제5장 결 론 88
• 참고문헌 92
• 설문지 98