리더십類型이 임파워먼트에 미치는 影響에 관한 硏究 = A STUDY ON THE EFFECT OF LEADERSHIP STYLE ON EMPOWERMENT

다국어 초록 (Multilingual Abstract)

The purpose of this research would examine the relation between types of leadership and empowerment closely and try to analyze how much possibly influences to low ranker's empowerment by the transformational leadership and transactional leadership.
Also, we would to grasp the degree of relatively influences to low ranker's empowerment as the leadership of transformational and transactional and we try to verify that how types of fellowship would be controled both sides positively.
For positive research of this thesis, we divided up 230 copies of questionnaires and drew back 220 copies, applied for 211 copies at the final analysis except the insincere answers. The period of inquiry followed Jan. 26, 2001 through Feb. 10, 2001 and the way of collecting data was mingled processes of question by 7 standards of standpoint to higher-ups valuation and self valuation. The subject of investigations were the parts clerical and productive that were collected data by question and answer investigation.
Applying SPSS-PC way, we operated the analyses of frequency, reliability and factor analysis, correlation analysis, regression analysis and sub-group correlation analysis also.
Hypothesis 1 - To prove the relationship of superior's transformational leadership and follower's empowerment, we operated sub-group correlation analysis classified the empowering, internal motive and behavior ability as a empowerment's lower factor and divided the inspirational charisma and mental consideration as a transformational lower's factor. As the result of that, both sides are shown statistically significant and have close relation between the transformational leadership and empowerment.
Hypothesis 2 - To verify the relationship both a transactional leadership and follower's empowerment, we sorted conditional reward, active and passive exceptional management as a transactional lower's factors.
As identifying the result of correlation, the behavior ability, one of correlation coefficient it is significant within 1% of a significant level which relationship the lower factors of transactional leadership, a conditional reward and empowering (r=.082), a conditional reward and a internal motive(r=.057), conditional reward and a behavior ability(r=.180, p<.01). The correlation coefficient, between a passive exceptional management and a lower notion of empowerment seems to be significant but lower the correlation coefficient statistically significant.
Also, the result of the simple regression analysis, a conditional reward and empowering is not significant but a positive exceptional management and a empowering is significant within 1%, a passive exceptional management and a empowering is shown within 5% of a significant level. Between a conditional reward and a internal motive is not significant and between a positive exceptional management and internal motive, between and passive a internal motive is significant within 1%. Also between a conditional reward and a behavior ability, between a positive exceptional and a internal motive is shown within 1% of a significant level but a passive exceptional management and a behavior ability is not significant.
Therefore, the second hypothesis is selected only in parts that the transactional leadership has a relationship with the empowerment. And the sub-hypothesis that has the relationship with a behavior ability, a internal motive, a empowering is verified significant all the correlation coefficients only in parts except a conditional reward and empowering, a conditional reward and a internal motive, a passive exceptional management and a behavior ability.
Hypothesis 3 - This is to grasp the degree of relative influences to lower empowerment by transformational leadership and transactional leadership. The result of that, to the empowerment, the dispersion rate of increase was shown rising both sides not only transformational leadership applied to regression equation separately about empowerment lower concept but also transactional leadership applied to it at the same time. This means that transformational leadership effects more than transactional leadership to empowerment as well as empowerment's lower factors.
Hypothesis 4 - This is to examine that what kinds of control effects are shown to the types of followership relation of transformational leadership and empowerment. we assumed the effects of higher-ups transformational leadership would change the types of fellowship. The three types of passive, practical and typical to the empowering, the group of typical was remarkable.
This research, we could deduct suggestions based on the study of document and actual proof as the below. First, the point that both the transformational leadership and transactional leadership would give followers the positive effects, give us hints to outgrow the generally idea the transformational leadership was more effect. We know the types of leadership would be apply to different way in cases of organization culture and circumstances. Second, comparing with this two kinds of leadership, the transformational leadership is more effective than transactional leadership, to heighten the followers' empowerment the transformational leadership is recommended. Namely, this leadership is type of pursuing as general leaders. Third, the viewpoint of follower, as they try to be empowered person by oneself, the better way is based on empowerment by leader's aids. Together with follower's effort for empowering, to deduct more positive results from higher-up's transformational leadership is necessary to support by organization viewpoint.
Critical point and the detection of stand forward - We researched that empowerment is result fluent as regarded. So, we could not consider the organization efficiency, job satisfaction, perception and attitude of oneself after empowering. We are needed study model the research through the agency of empowerment between organization and individual. Second, the cooperate would take a proper steps to empower the organization members by a systematic course and techniques. Finally, Through the comparative investigation between transformational leadership and transactional leadership, it is needed to be what type of leadership is more effective a certain circumstances and organization.

목차 (Table of Contents)

• 목차
• (Abstract)
• 제 1 장 서론 = 1
• 제 1 절 연구의 목적 = 1
• 제 2 절 연구의 범위 및 방법 = 4
• 제 2 장 이론적 배경 = 7
• 제 1 절 리더십에 관한 이론적 고찰 = 7
• 1. 리더십이론의 발전과정 = 7
• 2. 리더십에 대한 일반적 접근방법 = 12
• 3. 거래적 리더십 = 19
• 4. 변혁적 리더십 = 23
• 제 2 절 팔로워십에 대한 이론적 고찰 = 34
• 1. 팔로워십의 배경 = 34
• 2. 팔로워십의 유형 = 37
• 3. 리더십, 임파워먼트, 팔로워십과의 관계 = 40
• 제 3 절 임파워먼트에 대한 이론적 고찰 = 42
• 1. 임파워먼트의 생성 배경 = 42
• 2. 임파워먼트의 수준 = 47
• 3. 임파워먼트 과정 = 49
• 4. 임파워먼트의 구성요소 = 57
• 5. 리더십과 임파워먼트의 관계 = 63
• 제 4 절 선행연구 = 67
• 1. 국외의 선행연구 = 67
• 2. 국내의 선행 연구 = 71
• 제 3 장 연구방법 = 76
• 제 1 절 연구모형 및 가설의 설정 = 76
• 1. 연구모형 = 76
• 2. 가설의 설정 = 77
• 제 2 절 변수의 정의 및 설문지 구성 = 81
• 1. 변수의 정의 = 81
• 2. 설문지 구성 = 85
• 제 3 절 자료수집 및 분석방법 = 87
• 제 4 장 실증적 분석 = 89
• 제 1 절 측정도구의 신뢰성 및 타당성 검증 = 89
• 1. 정화절차 = 90
• 2. 단일차원성 확보 = 93
• 3. 신뢰성 분석 = 96
• 4. 타당성 검증 = 97
• 5. 측정의 결과 = 103
• 6. 자료분석의 방법 = 106
• 제 2 절 가설의 검증 및 해석 = 106
• 1. 변수들간의 상관관계 분석 = 106
• 2. 가설의 검증 = 107
• 제 5 장 결론 = 119
• 제 1 절 연구결과의 요약과 시사점 = 119
• 1. 연구결과의 요약 = 119
• 2. 시사점 = 123
• 제 2 절 연구의 한계점과 향후 연구방향 = 125
• <참고문헌> = 126
• *설문지 = 133