패밀리레스토랑 중간관리자의 리더십유형이 업체 경영성과에 미치는 영향 = (A) Research Study on Job Satisfaction, Service Quality and Management Performance According to Leadership Style for Family Restaurant

다국어 초록 (Multilingual Abstract)

Eating-out behaviors are taking root in our society at present as our eating-habits and change with industrialization and internationalization. Change of life style makes eating-out as a leisure. With development of human and material service, family restaurant is getting one of the most remarkable in the food service industry.
The purpose of the study were to a) measure the correlation between Leadership style and job satisfaction, leadership and service quality, job satisfaction and service quality, job satisfaction and management performance, service quality and management performance, and leadership style and management performance, and b) compare with effectiveness from Transformational Leadership and Transactional Leadership
The Questionnaire was developed to measure all variables in research model and distributed to 550 employees and 12 managers in 4 family restaurant corporate from September 10 to October 7, 2004. A total of 303 usable questionnaires were received with 55.0 percent response rate. The statistical data analysis was completed using SPSS Win(11.0) for descriptive, reliability analysis, factor analysis, ANOVA, correlation analysis and cluster analysis.
The results are as followed.
First, the most influential senior is one level higher-up. As official level is getting low as the rate of answer that most influential senior is one level higher-up, is getting high.
Second, Transformational leadership has positive correlation with Job satisfaction. Especially, Institution of company is highly correlative and a Labor condition was low correlative. Transactional Leadership has negative correlation with Job satisfaction. Especially management by Exception was highly negative correlative with Job Satisfaction. The gap of Job satisfaction's mean between Transformational Leadership and Transactional Leadership is significant.
Third, Transformational Leadership has positive correlation with Service quality. Especially, Individualized consideration was low correlative. Transactional Leadership has negative correlation with Service quality. Especially management by Exception was highly negative correlative with Service quality. The gap of service quality's mean between transformational leadership and transactional leadership is significant.
Fourth, job satisfaction and service quality has significant correlation. Especially Timing of service was highly correlative with Job.
Fifth, job satisfaction and management performance has significant correlation. Especially management performance of customer was highly correlative with Institution of company.
Sixth, service quality and management performance has significant correlation. Especially management performance of customer was highly correlative with attitude of service.
Seventh, transformational leadership and management performance has significant positive correlation. Especially management performance of process was highly correlative with idealized influence. Transactional leadership and management performance has significant negative correlation. Especially management performance of process was highly negative correlative with management by exception. The gap of management performance's mean between transformational leadership and transactional leadership is significant.
Eighth, according to the results of cluster analysis, the groups of leadership style are four, They are transformational, transactional, the both high and the both low leadership group. Each leadership group have different trait.

목차 (Table of Contents)

• 목차 = ⅰ
• Ⅰ. 서론 = 1
• 1. 연구의 필요성 = 1
• 2. 연구의 목적 = 3
• Ⅱ. 연구의 이론적 배경 = 5
• 1. 중간관리자에 대한 연구의 이론적 배경 = 5
• 1) 중간관리자의 개념 및 역할 = 5
• 2) 관리자와 리더 = 6
• 3) 조직 내에서의 리더십의 기능 = 11
• 2. 리더십 연구의 이론적 배경 = 13
• 1) 리더십의 정의 및 발전 = 13
• 2) 리더십이론의 일반적 접근방법 = 15
• ① 리더십의 특성이론적 접근 = 15
• ② 리더십의 행동이론적 접근 = 16
• ③ 리더십의 권력-영향력 접근 = 20
• ④ 리더십의 상황이론적 접근 = 21
• ⑤ Fiedler의 상황 적합 모형이론 = 22
• ⑥ Hersey ＆ Blanchard의 상황적 리더십 = 24
• ⑦ House의 경로 목표 이론 = 26
• 3) 거래적 리더십과 변혁적 리더십의 본질 = 26
• ① 일반적 개념 = 26
• ② 거래적 리더십과 변혁적 리더십의 채념 = 28
• ③ 거래적 리더십과 변혁적 리더십의 행동 요소 = 30
• ④ 리더십 효과변수 = 33
• 4) 외식산업 및 서비스 조직의 리더십 선행연구 = 34
• 3. 서비스에 대한 연구의 이론적 배경 = 37
• 1) 서비스의 정의 = 37
• 2) 서비스 품질 측정 도구의 개발 = 40
• 4. 직무만족 = 46
• 1) 직무만족의 정의 = 46
• 2) 직무만족의 의의와 연구의 흐름 = 48
• 5. 경영성과에 대한 연구의 이론적 배경 = 51
• 1) 경영성과의 개념 = 51
• 2) 균형성과표(BSC)의 정의 = 52
• 3) 균형성과표(BSC)의 4가지 관점 = 54
• ① 재무적 관점(Financial Perspective) = 54
• ② 고객만족 관점(Customer Perspective) = 57
• ③ 내부 프로세스 시각(Internal Business Process Perspective) = 57
• ④ 학습과 성장의 시각(Learning ＆ Growth Perspective) = 58
• 4) 외식 산업 경영성과에 대한 선행 연구 고찰 = 58
• Ⅲ. 연구의 방법 = 61
• 1. 연구의 모형 = 61
• 1) 연구모형의 설계 = 61
• 2) 가설의 설정 = 62
• 2. 조사방법 = 65
• 1) 조사 대상 = 65
• 2) 자료 수집 및 기간 = 65
• ① 예비조사(Pilot Questionnaire) = 65
• ② 본조사(Main Survey) = 66
• 3) 조사 도구 및 측정 방법 = 67
• 4) 통계방법 = 67
• 3. 설문지의 구성과 연구변수의 조작적 정의 = 68
• 1) 설문지의 구성 = 68
• 2) 변수의 조작적 정의 = 72
• Ⅳ. 연구 결과 및 고찰 = 75
• 1. 일반사항 = 75
• 1) 조사 대상 업체의 일반사항 = 75
• 2) 인구통계학적 특성 = 76
• 3) 리더십 일반사항 = 78
• 2. 조사도구의 신뢰도 및 타당도 검중 = 80
• 1) 리더십 스타일 = 80
• 2) 직무만족 = 82
• 3) 서비스수행수준 = 84
• 4) 경영성과 = 86
• 3. 군집분석 = 88
• 1) 변혁적 리더십 집단(Transformational Leadership Group) = 90
• ① 인구통계학적 특성 = 90
• ② 직급별 직무만족 = 93
• ③ 직급별 서비스수행수준 = 94
• 2) 거래적 리더십 집단(Transactional Leadership Group) = 94
• ① 인구통계학적 특성 = 94
• ② 직급별 직무만족 = 96
• ③ 직급별 서비스수행수준 = 97
• 3) 두 가지 성향이 모두 높은 집단 = 99
• ① 인구통계학적 특성 = 99
• ② 직급별 직무만족 = 102
• ③ 직급별 서비스수행수준 = 102
• 4) 두 가지 성향이 모두 낮은 집단 = 103
• ① 인구통계학적 특성 = 103
• ② 직급별 직무만족 = 106
• ③ 직급별 서비스수행수준 = 107
• 4. 가설의 검증 = 109
• Ⅴ. 요약 및 제언 = 131
• 참고문헌 = 137
• ABSTRACT = 157
• 설문지 = 160