변혁적 리더십과 조직유효성과의 관계 : 직무특성인식 및 자기존중감의 매개효과를 중심으로

다국어 초록 (Multilingual Abstract)

Longtime ago, going beyond one's self-interests for the good of the organization was a norm of the organizational worker. That is, there was public and expressed acceptance of organizational goals. This caused a lot of expressed identification with organization's goals and internalization of the organizational beliefs. But, in today's cynical world, such going beyond one's self-interests for the good of the organization requires aligning the individual employees' interest and values with those of the organization. Along with corresponding changes in working environment is needed transformational leadership.
Transformational leadership, first, makes employees to clearly recognize organization's mission and persuades them to go beyond self-interests. Second, encourages employees to think creatively about complex matters and results in employees' behavior to choose the method of yielding high performance. Third, develops employees' ability and provides informations, resources, and discretion to act. Fourth, plays a role model to impact employees for high performance beyond expectation.
In strongly competitive organizational environment, apart from visible results such as profit, sales amount and market share, companies need to increase organizational effectiveness for efficiency and healthiness of practical operation such as job satisfaction, organizational commitment, and organizational citizenship behavior. Organizational effectiveness increases when members well recognize meaning and responsibility of the job and they feel they have good feedback from the job. In addition, as members feel that they are competent and valued in the organization, they are becoming to participate in organizational activities positively and voluntarily and accordingly, organizational effectiveness increases. Transformational leadership is assumed to increase employees' perceived job characteristics and self-esteem. Based on such consciousness, this study investigated the relationship among transformational leadership, perceived job characteristics, self-esteem, and organizational effectiveness.
On the basis of theoretical linkages among the constructs, a conceptual model and hypotheses were established. Thereafter, empirical data were collected by using a set of questionnaires. This survey was administered to 600 employees working in various firms. However, only 481 of 600 samples were used for the analysis. This study conducted a confirmatory factor analysis for the validity test and Cronbach's alpha test for the reliability test. Moreover, structural equation modeling(SEM) was employed to test the hypothesized relationships in the conceptual model. This study showed that the proposed model is reasonably fit to the actual data.
From these analyses , the following results were obtained.
First, transformational leadership is positively related to employees' perceived job characteristics. Second, transformational leadership is positively related to employees' self-esteem. Third, employees' perceived job characteristics is positively related to employees' organizational effectiveness(job satisfaction, organizational commitment, and organizational citizenship behavior). Fourth, employees' self-esteem is positively related to employees' organizational effectiveness(job satisfaction, organizational commitment, and organizational citizenship behavior). Fifth, employees' perceived job characteristics and self-esteem have mediated effects on the relationship between transformational leadership and employees' organizational effectiveness(job satisfaction, organizational commitment, and organizational citizenship behavior).

국문 초록 (Abstract)

과거에는 조직의 이익을 위하여 개인의 이익을 희생하는 것이 조직 구성원들의 규범이었다. 그들은 조직 목표 수용을 공개적으로 표현하였으며 이는 조직 목표와의 동일화, 조직 신념의 내면화 등으로 나타났다. 그러나 현재의 냉철한 세계에서는 개인과 조직의 이익과 가치가 일치되어야 조직의 선을 위해 개인의 이기심이 극복될 수 있다. 시대의 변화에 걸맞는 리더십으로 변혁적 리더십이 제시되고 있다.
변혁적 리더십은 첫째, 조직의 사명이 현저히 드러나게 하며 집단을 위해 개인의 이익을 뛰어넘도록 설득한다. 둘째, 구성원에게 복잡한 문제에 대해 창의적으로 사고하도록 격려한다. 결과로서 구성원들은 높은 수준의 과업 성과가 나올 수 있는 방법으로 행동하게 된다. 셋째, 구성원들의 능력을 개발하고, 정보와 자원을 제공하며, 행동할 자유 재량권을 준다. 넷째, 구성원이 기대를 넘어서 성과를 내도록 활력을 제공하기 위해 역할 모델을 한다.
한편, 경쟁이 치열해지는 조직 환경 속에서 기업들은 수익성, 시장점유율, 매출액 등과 같은 가시적인 결과에 더하여 실질적인 조직 운영의 효율성과 건전성을 강조하는 직무만족, 조직몰입, 조직시민행동 등의 조직유효성도 높여야 한다. 조직유효성은 구성원들이 직무의 의미성과 책임성을 높게 인식하고 직무결과의 피드백이 잘되고 있다고 느낄 때 증가될 것이다. 또한, 구성원들은 자기 자신이 역량과 가치가 있다고 인식하게 되면 조직내에서의 활동에 적극적이고 자발적이 될 것이며 따라서 조직유효성이 높아지게 될 것이다.
변혁적 리더십은 조직 구성원의 직무특성인식과 자기존중감을 높이는 것으로 추정되고 있는데 따라서 본 연구에서는 이러한 논의를 바탕으로 변혁적 리더십의 조직유효성 제고에 따른 직무특성인식 및 자기존중감의 매개역할을 구체적으로 살펴보고 이들간의 관계를 실증적으로 규명코자 하였다. 이러한 연구 목적을 달성하기 위하여 본 연구는 문헌 연구와 실증 연구를 병행하였다. 기존 문헌 연구를 통해 연구 모형과 연구 가설들이 설정되었으며 이를 바탕으로 하여 설문지를 구성하였다.
설문지는 주요기업들에 종사하는 600명의 회사원들에게 배포되었으며 최종적으로 481명의 데이터가 분석에 활용되었다. 본 연구에서는 확인적 요인분석을 통하여 타당성 분석이 이루어졌으며 크론바흐 알파값 검증을 통해 신뢰성 분석이 이루어졌다. 또한 연구 모형 및 연구 가설의 검증에는 구조방정식 모형이 활용되었다. 타당성 분석과 신뢰성 분석결과는 본 연구에서 활용한 실증자료들이 연구에 적합함을 확인시켜주었으며 연구 모형 검증결과는 가설검증에 활용된 구조방정식 모형이 수용가능한 적합 모델임을 보여주었다. 본 연구를 통해 나타난 연구 결과를 요약하면 다음과 같다.
첫째, 변혁적 리더십은 직무특성인식에 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 변혁적 리더십은 자기존중감에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 직무특성인식은 조직유효성(직무만족, 조직몰입, 조직시민행동)에 정(+)의 영향을 미치는 것으로 나타났다. 넷째, 자기존중감은 조직유효성(직무만족, 조직몰입, 조직시민행동)에 정(+)의 영향을 미치는 것으로 나타났다. 다섯째, 직무특성인식과 자기존중감은 변혁적 리더십과 조직유효성간의 관계에서 매개역할을 하는 것으로 나타났다.

목차 (Table of Contents)

• 제 1장 서론 1
• 제 1절 문제의 제기와 연구 목적 1
• 제 2절 연구의 범위와 방법 4
• 제 3절 논문의 구성 4
• 제 2장 이론적 배경 6
• 제 1절 변혁적 리더십과 거래적 리더십 6
• 1. 개괄 6
• 2. 관련된 개념 8
• 3. 훈련, 교육 및 개발 10
• 4. 상황적 요인 11
• 제 2절 직무특성인식 14
• 1. 직무특성이론 14
• 2. 직무특성의 진단 및 이론의 관점 18
• 3. 현장에서의 적용 18
• 제 3절 자기존중감 19
• 1. 자아 개념 19
• 2. 자기존중감 23
• 제 4절 직무만족 33
• 1. 개념 33
• 2. 정서적 및 인지적 측면 34
• 제 5절 조직몰입 36
• 1. 태도적 몰입의 개념화와 측정 36
• 2. 조직몰입의 세 요소 개념화 38
• 제 6절 조직시민행동 40
• 1. 개념 40
• 2. 차원성 41
• 제 7절 측정에 관한 연구 및 선행연구 44
• 1. 변혁적·거래적 리더십 44
• 2. 직무특성인식 49
• 3. 자기존중감 66
• 4. 직무만족 78
• 5. 조직몰입 89
• 6. 조직시민행동 91
• 제 3장 연구의 설계 98
• 제 1절 연구 모형 98
• 제 2절 연구 가설의 설정 99
• 1. 변혁적 리더십과 직무특성인식 100
• 2. 변혁적 리더십과 자기존중감 102
• 3. 직무특성인식과 직무만족 105
• 4. 직무특성인식과 조직몰입 106
• 5. 직무특성인식과 조직시민행동 107
• 6. 자기존중감과 직무만족 108
• 7. 자기존중감과 조직몰입 109
• 8. 자기존중감과 조직시민행동 110
• 제 3절 변수의 조작적 정의와 측정 110
• 1. 변혁적 리더십 111
• 2. 직무특성인식 111
• 3. 자기존중감 112
• 4. 직무만족 112
• 5. 조직몰입 112
• 6. 조직시민행동 113
• 제 4절 설문지 구성 및 자료수집방법 113
• 1. 설문지 구성 113
• 2. 자료수집방법 114
• 제 5절 자료분석방법 114
• 제 4장 실증 연구 결과 116
• 제 1절 기초통계분석 116
• 제 2절 타당성 및 신뢰성 분석 121
• 1. 타당성 분석 121
• 2. 신뢰성 분석 126
• 제 3절 측정모형 평가 128
• 제 4절 연구 가설 검증 129
• 제 5절 추가분석 133
• 제 5장 결론 135
• 제 1절 연구 결과의 요약 135
• 제 2절 연구의 시사점 140
• 제 3절 연구의 한계점 142
• 제 4절 향후 연구방향 144
• 1. 본 연구와 관련된 향후 연구 144
• 2. 변수 별 향후 연구방향 146
• 참고문헌 158
• 부록1) 설문지 212
• Abstract 217

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