호텔기업의 리더십 유형이 종사원의 임파워먼트와 조직유효성에 미치는 영향에 관한 연구 : 특급호텔 객실 종사원 중심으로 = (A) study on the influences of leadership style in hotel corporation on employee's empowerment and organizational effectiveness : focused on front office employee in five-star hotel

다국어 초록 (Multilingual Abstract)

This study conducted survey research and empirical research aimed at employees in the room related department in five-star hotels, which may be the symbolicity and the standard for representing Korean hotel companies. Thus, the study looked into how the leadership of the management and managers in hotel companies affect the empowerment and the organizational effectiveness of employees in hotel companies, according to leadership style(transactional leadership and transformational leadership) in the hotel industry in which the dependency of the human resources of organization members is high and the influence of managers is significant. Accordingly, the study aimed to propose a way to maximize the efficiency of the human resources management of hotel companies.
In order to achieve the above goal, the study performed the following research projects.
First, this study analyzes the impact of leadership style(transactional leadership and transformational leadership) on empowerment.
Second, this study analyzes the impact of leadership style (transactional leadership and transformational leadership) on organizational effectiveness.
Third, this study analyzes the impact of empowerment on organizational effectiveness (job satisfaction, organizational commitment, and turnover intention).
The scope of this study was classified into two parts: a temporal scope and a spatial scope. First, the temporal scope lasted from September 1 to September 30, 2008, and second, the study conducted survey research and empirical research, for the spatial scope, targeting employees with over 5-years of experience in the room service department, working in about 20 five-star hotels in Seoul, Busan, and Jeju.
In order to look at the relationship of how the leadership style affected empowerment and organizational effectiveness of employees in hotel companies, based on the goal of the research, the study established and analyzed a total of 17 research hypotheses. The research summary and implications are as follows, accordingly.
First, the study analyzed the impact of leadership on empowerment.
In the impact factor of empowerment, the contingent reward significantly affected transactional leadership, and in the meaning factor of empowerment, both a contingent factor and a management by exception factor were significantly affective. In the empowerment competence factor, both the contingent reward and the management by exception factor were significantly influential. Also, in the self-determination factor of empowerment, the contingent reward factor was significantly affective.
When summarizing the relationship between transactional leadership and empowerment based on the above, the contingent reward factor out of the transactional leadership factors was significantly affective to empowerment on the whole, which means various rewards through the relationship with a boss may affect empowerment. Therefore, hotel companies were found to have a need to further strengthen the relationship between the boss and the employees.
Regarding transformational leadership, in the impact factor of empowerment, a charisma factor and an intellectual stimulation factor significantly affected transformational leadership, and in the meaning factor of empowerment, the charisma factor and the intellectual stimulation factor were also significantly affective. In the competence factor of empowerment, only the charisma factor from transformational leadership was significantly affective, and in the self-determination factor of empowerment, the charisma factor and the intellectual stimulation factor were significantly affective.
When summarizing the relationship between transformational leadership and empowerment based on the above, the charisma factor from the transformational leadership factors significantly affected empowerment, in general, which means employees' pride and trust in a boss, and respect for a boss may affect empowerment. Thus, hotel companies are shown to be required to further enhance employees' pride and trust in a boss by cultivating a boss who is more reliable and respectable through the education and training of the boss.
Second, the study analyzed the impact of leadership on organizational effectiveness.
When it comes to transactional leadership out of leadership, only the contingent reward affected job satisfaction factor among organizational effectiveness, and in organizational commitment among organizational effectiveness, both the contingent reward factor and the management by exception factor were found to be effective. Also, in the turnover intention factor among organizational effectiveness, the contingent reward factor was negatively(-) affective, and the management by exception factor was positively(+) effective.
When summarizing the relationship between transactional leadership and organizational effectiveness based on the above, the contingent reward factor and the management by exception factor from transactional leadership significantly affected organizational effectiveness on the whole. One peculiar thing is that the management by exception factor had a positive(+) impact on the turnover intention factor. This means that when a boss points out mistakes by employees or reports a certain problem to employees or intervenes with employees during the occurrence of a problem, employees desire to leave the company. In other words, excessive intervention and control by a boss would cause subordinate employees to be resistant and increase their intention to leave the company. Hence, hotel companies were discovered to have a need to make a boss avoid excessive intervention or involvement with subordinate employees, and support them in dealing with their work independently. Concerning transformational leadership, in the effect on the job satisfaction factor out of organizational effectiveness, the charisma factor, an individualized consideration factor, and the intellectual stimulation factor were all significa

목차 (Table of Contents)

• 제1장 서론 =_1
• 제1절 문제의 제기 및 연구의 목적 = 1
• 제2절 연구의 방법 및 연구의 범위 = 5
• 제3절 연구의 구성 및 연구의 내용 = 6
• 제2장 이론적 고찰 = 8
• 제1절 리더십 이론 = 8
• 1. 리더십의 개념 = 8
• 2. 거래적 리더십의 개념 = 11
• 3. 변혁적 리더십의 개념 = 14
• 제2절 임파워먼트 이론 = 18
• 1. 임파워먼트의 개념 = 18
• 2. 임파워먼트의 특성 = 20
• 3. 임파워먼트의 구성요인 = 21
• 제3절 조직유효성 이론 = 24
• 1. 조직유효성의 개념 = 24
• 2. 직무만족의 개념 = 26
• 3. 조직몰입의 개념 = 32
• 4. 이직의도의 개념 = 35
• 제3장 실증조사 준비 = 40
• 제1절 연구 설계 = 40
• 1. = 연구모형40
• 2. 가설의 설정 = 42
• 제2절 조사 설계 = 47
• 1. 모집단의 정의 = 47
• 2. 표본의 설계 = 47
• 3. 변수의 조작적 정의 = 49
• 4. 설문지의 구성 및 분석방법 = 52
• 제4장 실증조사 결과 분석 = 54
• 제1절 표본의 인구통계학적 특성 = 54
• 제2절 신뢰성과 타당성 분석 = 56
• 1. 거래적 리더십 = 58
• 2. 변혁적 리더십 = 60
• 3. 임파워먼트 = 62
• 4. 조직유효성 = 64
• 제3절 연구가설의 검증 = 66
• 1. 리더십이 임파워먼트에 미치는 영향 = 66
• 2. 리더십이 조직유효성에 미치는 영향 = 75
• 3. 임파워먼트가 조직유효성에 미치는 영향 = 82
• 제5장 결론 = 87
• 제1절 연구의 요약 및 시사점 = 87
• 제2절 연구의 한계 및 향후 연구방향 = 92
• 참고문헌 = 93
• 설문지 = 107
• ABSTRACT = 113