사회복지시설 시설장의 리더십이 종사원의 조직몰입과 직무만족에 미치는 영향 : 광주 전남 지역 사회복지시설을 중심으로 = A Study on the Influence of Director's Leadership on Employee's Organizational Commitment and Job Satisfaction in Social Welfare Facilities

다국어 초록 (Multilingual Abstract)

ABSTRACT

A Study on the Influence of Director's Leadership on
Employee's Organizational Commitment and Job Satisfaction in Social Welfare Facilities

- Focusing on Social Welfare Facilities in Gwangju and Jeonnam Area -


Choi, Young-Sook
Advisor : Prof. Park Hwie Seo
Department of Social Welfare
Graduate School of Policy, Chosun University


Most of the researches on leadership have been performed in a partly limited scope of managerial dimension, as those of manufacturing, service business. In reality, however, there is not any sufficient research on social welfare
facilities.
The study tried to examine the effect that a manager or a director󰡑s leadership of such facility has on the organizational commitment and job satisfaction of its employees. On the results of the study, the author aimed to suggest the desirable leadership in a social welfare facility, and also, based on that leadership model, to propose the future direction of efficient human resource management in such facilities.
The investigative approach for a positive analysis adopted the questionnaire method, distributing 400 sample questionnaire from the 4th to 18th of August in 2008 to those engaged in 20 social welfare facilities in Gwangju city and Jeonnam Province, and collecting 306 sample questionnaires to beused for data analysis. The data of the collected sample questionnaires were statistically processed by means of SPSS 14.0 and AMOS 6.0 program.
The followings are the result of positive analysis.
First, it was shown that charisma, individualized consideration, and intellectual stimulation, which constitute the transformational leadership of the director of such facility, do not have a positive effect on organizational commitment.
Second, contingent reward and management by exception that belong to the transactional leadership also illustrated non-positive effect on the organizational commitment.
Third, charisma, individualized consideration, and intellectual stimulation, which constitute the director？s transformational leadership, showed positive effect on job satisfaction.
Fourth, contingent reward and management by exception, which constitute the director's transactional leadership, had a positive effect on job satisfaction.
Fifth, the study analyzed whether, in organizational commitment and job satisfaction, the transformational leadership varies according to age, educational background, or workplace. As for charisma, organizational commitment and job satisfaction were different according to age and educational background, but not workplace. As for individualized consideration, age indicated difference in organizational commitment, not in job satisfaction, whereas individualized consideration was different in organizational commitment, but not in job satisfaction, according to age. The analysis of educational background and workplace showed difference in both organizational commitment and job satisfaction. As for intellectual stimulation, job satisfaction was different according to age, but organizational commitment was not. The result of analysis according to educational background and workplace showed that both organizational commitment and job satisfaction were different.
Sixth, and lastly, it was also analyzed whether, in organizational commitment and job satisfaction, the transactional leadership varies according to age, educational background, or workplace. As for contingent reward, is not difference was revealed in organizational commitment and job satisfaction according to age and educational background, or workplace. As for management by exception, job satisfaction was different according to age, but organizational commitment was not. Educational background and workplace did not influence the level of both organizational commitment and job satisfaction.
In conclusion, on the basis of the study, the author hopes the engaged members who have attachment to their organization in the current managerial environment will provide high-quality services to their clients. In addition, the study can give a momentum for the growth and development of social welfare facilities, and contribute to the efficient human resource management.

목차 (Table of Contents)

• 목 차
• ABSTRACT
• 제 1 장 서 론 1
• 제 1 절 연구목적 1
• 제 2 절 연구범위 및 방법 4
• 1. 연구범위 4
• 2. 연구방법 5
• 제 2 장 이론적 배경 6
• 제 1 절 리더십 6
• 1. 리더십의 의의 6
• 2. 리더십의 접근방법 10
• 3. 변혁적 리더십과 거래적 리더십 17
• 제 2 절 조직몰입 27
• 1. 조직몰입의 개념 27
• 2. 조직몰입의 유형 30
• 제 3 절 직무만족 32
• 1. 직무만족의 개념 32
• 2. 직무만족의 구성요인 35
• 제 4 절 선행연구 37
• 1. 리더십과 조직몰입과의 관계 37
• 2. 리더십과 직무만족과의 관계 39
• 제 3 장 연구 설계 42
• 제 1 절 연구모형과 연구가설 42
• 1. 연구모형 설정 42
• 2. 연구가설 설정 43
• 제 2 절 변수의 조작적 정의 및 설문 구성 43
• 1. 변수의 조작적 정의 43
• 2. 설문지 구성 47
• 제 4 장 실증분석 49
• 제 1 절 자료수집 및 표본특성 49
• 1. 자료수집 49
• 2. 표본특성 49
• 제 2 절 측정도구 검증 52
• 1. 타당도 분석 52
• 2. 신뢰도 분석 55
• 제 3 절 차이분석 56
• 1. 기술통계 56
• 2. 특성별 차이분석 59
• 제 4 절 연구모형 검증 70
• 1. 상관관계 분석 70
• 2. 연구모형 검증 71
• 제 5 절 가설 검증 74
• 1. 가설검증 결과 74
• 2. 조절효과분석 결과 77
• 제 6 절 분석결과 논의 88
• 1. 차이분석 결과 88
• 2. 가설검증 결과 91
• 3. 조절효과분석 결과 92
• 제 5 장 결 론 95
• 제 1 절 연구의 요약 95
• 제 2 절 연구의 시사점 96
• 제 3 절 향후 연구 방향 97
• 참고문헌 100
• 설 문 지 109