리더십 類型이 組織特性과 組織成果에 미치는 影響에 관한 硏究 = A Study of the Influentials by the Types of the Leadership on the Organizational Characteristics and Outcomes

다국어 초록 (Multilingual Abstract)

1. The summery of the study
In order to be a competitive enterprise with the external adoptive capability and the internal effectiveness in the current environmental changes, the organi- zational structure as well as its differentiated culture should be reformed in the manner of newly adopting to the changes, and the possible key for the reforma- tion is the dependence upon how the leader, awfully influential on the manage- ment of the organization, leads the members in it. The study attempted, from such a point of view, to examine the fact that the leadership is the very factor influential to the organizational characteristics and outcomes.
To fulfill such a target in the research, the model that the internal charac- teristics of the organization serve as a medium for the process of the types of the leadership's influencing the organizational outcomes is established, and, in turn, a hypothesis which is verified by the positive analysis also established to prove its adequacy. And, the types of the leadership are, in the study, subdivided into the type of the reformative-oriented leadership and the type of the transactional-oriented leadership and the type of the charismatic leadership, centering around the researches of the transformative leadership.
And the organizational characteristics are composed of the organizational structure and the organizational culture, the former with the centralization(and the decentralization) and the formulation as variables, the latter as its four types with the open-minded and mutual relationship-oriented, the changeable and progressive, the status quo and procedural, and the reasonable and goal-oriented. The adoptability, the communication, the job satisfaction and the organizational commitment are set up as variables to evaluate its behavioral effectiveness for the organizational outcomes.
As the result of verifying in the form of a hypothesis the model for research which is designed to employ the variables selected in the above -mentioned manner, those six(6) hypotheses selected are all adopted, the implication of which is that the types of the leadership are closely related with the organizational characteristics and outcomes. Accordingly, the model estab- lished in the study is interpreted as reasonable. The results of the verification of the each hypothesis are as follows. From the view point of the organizational structure in relation with the types of the leadership and the organizational characteristics, the type of the reformative-oriented leadership shows the formalization to the higher degree, while the centralization to the lower degree. On the other hand, the type of the transactional-oriented leadership as well as the charismatic leadership show the centralization to the higher degree, while the formalization to the comparatively lower degree. In relation to the organiza- tional culture, the enterprises with the type of the reformative-oriented leader- ship indicate the characteristics of the open-minded and mutual relation- ship-oriented culture together with the changeable and progressive to the stronger degree in comparison with the other types of the leadership. And in the first place, from the view point of the relation between the organizational characteristics and the outcomes, the relationship between the organizational structure and the outcomes indicates the fact that the higher degree is to the organizational centralization, the lower degree is to the adoptability, the communication, the job satisfaction and the organizational commitment. It implies, in turn, that the more participatory opportunities of the members of the decentralized organizations than the centralized organizations can increase the adoptability to the organization, the communication, the job satisfaction and the organizational commitment. It is, on the other hand, apparent that the level of the organizational formalization has the meaningful plus-correlation to the vari- ables in the organizational outcomes, in another words, the higher is the level of the organizational formalization, also the higher is the every level of the organi- zational adoptability, the communication, the job satisfaction and the organiza- tional commitment.
And, from the stand-point of the relationship between the organizational culture and the outcomes, as the open-minded and mutual relationship-oriented culture shows more plus-correlation with all of the four variables in the organizational outcomes, than the other types of culture, the enterprises which have the stronger characteristics of the open-minded and mutual relationship -oriented culture also show their positive influences on the organizational outcomes of the adoptability, the communication, the job satisfaction and the organizational commitment.
In the meanwhile, the divertified analysis from the view-point of the rela- tionship between the types of the leadership and the organizational outcomes shows the meaningful differences that the type of the reformative-oriented leadership revealing the comparatively higher average in the adoptability indicates its more positive influence on the improvement of the adoptability in the variables of the organizational outcomes, the transactional-oriented leadership its more positive influence on the adoptability and the organizational commit- ment, and the charismatic leadership its compatively higher average in the adoptability. On the whole, displaying the higher average in general in the variables of the organizational outcomes than the other types of the leadership, the reformative-oriented leadership indicates, in turn, its affirmative correlation to the organizational outcomes.
To generally mention the results verified in the above, among the three types of the leadership presented in the study, "the reformative-oriented leader- ship" with its more affirmative influence on the variable of the organizational outcomes indicates the lower level of the centralization than the other leadership in the organizational structure, the implication of which is the fact that the lower the level of the centralization is, the more the organizational outcomes are improved. And, the comparative strongerness of the reformative-oriented leader- ship in respect to "the type of the open-minded and mutual relationship-oriented culture" and "the changeable and progressive culture" implies that the above -stated two(2) types of the culture in the higher plus-correlationship in general to the organizational outcomes than the others are influencial positively on the improvement of the outcomes. In addition, the comparatively higher plus-cor- relationship of the reformative-oriented leadership than the others indicates its high contribution to the improvement of the organizational outcomes. It enables, in consequence, to explain that the types of the leadership have influence on the characteristics of the organizational structure and culture, in turn, the variables of the organizational characteristics on the organizational outcomes. The result of the study, further, lays the great emphasis upon the fact that when a organization attempts to improve the organizational outcomes by means of reforming the organizational structure and culture, no effective oucome can be expected, without the prerequisite proposition of the change of the leadership by the leader him/herself in the organization who fills the key role of his/her influence on the corporate organization. The study prefers, therefore, to regard "the type of the reformative-oriented leadership" as the most desirable, and, in this connection, the administrators as well as the managers should render their full ability to enhance the organizational outcomes in the enterprise.
2. The limitations of the study
The first limitation of the study is the methodological in measuring the leaderships and name the variables. To overcome the methodological limitation, the more elaborate scrutiny on the method of the questionnnaire should be performed. The second is the lacks of the generalization of the results of the examination, which are caused firstly by the data collection by the convenient sampling in selecting the sample corporates and the subjects of the question- naire and secondly by restricting the repliers to the area of Pusan. The third is the fact that the study did not deal with the circumstantial variables which have great influences upon the types of the leadership, the organizational char- acteristics and the outcomes. The last is to only employ the behavioral effec- tiveness due to the characteristics of the sampling in regard of the variables in the organizational outcomes, to the exclusion of the financial effectiveness.
The research in the future should, accordingly, be backed up by the re- searchers' efforts of eliminating the above-mentioned limitations.

목차 (Table of Contents)

• 목차
• I. 序 論 = 1
• 1. 문제의 제기 = 1
• 2. 연구의 목적 = 2
• 3. 연구방법 및 범위 = 3
• II. 理論的 背景 = 6
• 1. 리더십과 조직특성 = 6
• 가. 리더십의 개념 = 6
• 나. 리더십 유형 = 9
• 다. 리더십의 새로운 유형 = 15
• 라. 리더십과 조직특성 = 28
• 2. 리더십과 조직성과 = 32
• 가. 조직성과의 정의와 결정요인 = 32
• 나. 조직성과의 측정모형 = 36
• 다. 리더십과 조직성과 = 39
• 3. 조직특성과 조직성과 = 41
• 가. 조직구조와 조직성과 = 41
• 나. 조직문화와 조직성과 = 47
• III. 硏究模型 및 調査設計 = 52
• 1. 연구모형의 설계 = 52
• 2. 가설의 설정 = 53
• 3. 조사설계 = 54
• 가. 변수의 조작적 정의 = 54
• 나. 표본의 설계 및 자료수집방법 = 59
• 다. 설문지의 구성 = 60
• IV. 假說의 檢證 및 結果解釋 = 62
• 1. 조사대상의 특성 = 62
• 2. 가설검증 = 65
• V. 結 論 = 77
• 1. 연구결과의 요약 = 77
• 2. 본 연구의 한계점 = 80
• 참고문헌 = 81
• ABSTRACT = 85