변혁적 리더십과 리더의 변화지향성이 조직구성원의 혁신성과에 미치는 영향 -가치일치의 조절효과-

양봉희,김동주 한국기업경영학회 2010 기업경영연구 Vol.17 No.4

OTransformational leadership is the center of scientific leadership study and it is the most widely used practical approach in recent times. The reason is the innovative nature inherent in the concept of transformational leadership, which is more appropriate for a rapidly changing business environment. Some research emphasizes the role of leader as the main change agent, suggesting transformational leadership as an appropriate form of leadership for organizational reform. However, it is expected that pursuit of innovation and performance within a framework of established factors has certain limitations in a rapidly changing management environment. Therefore, this implies that it is necessary to accommodate the contrary results of preceding studies and to examine various research models and samples that can promote innovation in this digital era. In addition, it is necessary to fully study supplementation of primary factors through parallel analyses on different types of leadership. Based on this critical approach, I carried out this research with the ROK army of military organization as a sample which has an increasing need for innovation. In relation to this, this study has looked closely at transformational leadership and change orientation as the leadership characteristics necessary for the military organization to successfully innovate. To verify the theories of this study we did 281 pairs of samples of survey targeting officers serving in a field infantry division form January 29th, 2010 through February 13th. Results of hierarchical regression performed and major suggestions of this research are the followings. First, results of the analysis that transformational leadership has significant positive(+) relation with creative activity of organizational members are in line with those arguments in precedent researches that transformational leadership contributes the most to the organizational change. Second, effectiveness of change orientation of a leader has been verified. Extending analysis scope to creative activity by adding it onto change-oriented leadership of organization members in previous transformational leadership, the result verified that both have positive(+) relation. The results showed that change orientation of a leader is an independent factor from sub factors of transformational leadership in increasing innovative performance of organizational members and, at the same time, has positive(+) relation apart from the influence of transformational leadership. These results suggested that subsequent researches are required to carry out on increased effectiveness of various leadership performance variables when reestablishing concept of leadership by utilizing change orientation of a leader as sub factors of transformational leadership or by adding it to transformational leadership. Third, this study verified moderating effect of value congruence that organization members recognize by targeting transformational leadership and change orientation of a leader in the military organization. According to the results, it has significant positive(+) interaction on creative activity of organization members but no significant effect of interaction was identified on innovative activity. This is thought to be due to the difference in evaluation method and survey objects and gap in mutual recognition on leadership characteristics and we consider additional empirical studies are needed. 본 연구에서는 군 조직을 대상으로 변혁적 리더십의 특성과 리더의 변화지향성이 조직구성원의 혁신성과에 미치는 영향 및 조직구성원이 인식하는 가치일치와의 조절효과를 회귀분석을 통하여 분석하였다. 주요 연구결과는 다음과 같다. 첫째, 변혁적 리더십과 리더의 변화지향성은 조직구성원의 혁신성과 중 창의적 행동에 유의한 정(+)의 관계를 갖고 있는 것으로 나타났다. 둘째, 변혁적 리더십 및 리더의 변화지향성과 조직구성원의 혁신성과 간의 관계에서 조직구성원이 인지하는 가치일치의 조절효과를 검증한 결과, 조직구성원들의 창의적 행동에 대해서 정(+)의 조절효과가 존재하는 것으로 나타났다. 본 연구 결과, 군 조직의 리더들은 조직구성원들의 혁신성과를 고무시키기 위해서 변혁적이고 변화지향적인 리더십의 성향을 공유하려는 노력과 함께 상호 가치관의 일치를 제고시키기 위한 지속적인 노력이 필요한 것으로 나타났다. 아울러 이러한 분석결과를 바탕으로 디지털 시대에 적합한 보다 확대된 의미의 변혁적 리더십의 범위를 규정하는 데 있어서 리더의 변화지향성이 갖고 있는 시사점을 제시하였다

변혁적리더십과 과업성과의 관계 : 개인-환경적합성의 조절효과를 중심으로

최우재 ( Woojae Choi ) 한국생산성학회 2019 生産性論集 Vol.33 No.3

This study examined the effect of transformational leadership on an individual's task performance. In particular, the moderating effects of person-environment fit were regarded as a contextual factor. The results showed that transformational leadership had a positive impact on an individual's task performance. Also it has been shown that the relationship between transformational leadership and an individual's task performance was moderated by person-environmental fits including person-job fit and person-organization fit. In order words, the stronger the perosn-environment fits the stronger the relationship between transformational leadership and an individual's task performance. This study addressed that transformational leadership has a positive impact on the effectiveness of individual level. These results contributes to expanding the knowledge of existing studies of transformational leadership. Existing studies has shown that transformational leadership had a positive impact on individual attitudes and performance. However, little has been known about the context where the effects could be increased or decreased. The results of the study presented that person-job fit and person-organization fit were critical situational factors which could bring change on the relationship between transformational leadership and its outcomes. This study has practical implications as well as theoretical implications. One is that transformational leadership promotes a sense of common goal. The more they approach problems in various ways, the more they help not only achieve their own goals. The requirements charged to individuals in an organization needs to clearly present specific guidance on the responsibilities and roles given by groups or teams. Additionally, organizations need to make efforts to inform members that individual efforts to achieve common goals can be helpful in personal task performance due to knowledge, information, experience, and know-how acquired through the interaction of the process of trying to gain common goals. Managers need to develop their own leadership competency model. It is possible to design a sub-factor of transformational leadership in the model. With the leadership competency model, managers can design leadership development programs and modify current development programs. Thus, the development of HR analytics techniques contributes to the improvement of individual and organizational performance by more systematically matching the skills, knowledge, experience, achievement, characteristics and abilities required by an organization or team. Although it was supported that transformational leadership has a positive impact on an individual's task performance, and that person-environment fit can strengthen the relationship, there are several limitations. In this line, this study also presents some agenda for future studies.

CEOs’ Transformational Leadership and Creativity : Organizational Culture as the Moderating Role

Lee Eun Soo,Kang, Suk Jean,Shin, Cheol-Ho 한국기업경영학회 2010 기업경영연구 Vol.17 No.4

21세기 글로벌 경제에서, 기업들은 기회와 위협을 동반한 급변하는 경영환경에 직면하고 있다. 이와 같은 환경에서 조직행동 연구자들은 조직 창의성 증진을 위한 리더의 역할 중 CEO의 리더십을 강조하고 있다. 그러나 조직 창의성 증진을 위한 CEO 리더십 연구는 대부분 양적연구에 치중되어 있는 실정이다. 따라서 본 연구는 CEO의 리더십과 조직 창의성에 관한 연구를 질적 방법으로 수행할 필요성을 인식하였다. 본 연구의 목적은 CEO의 변혁적 리더십과 창조성의 관계에서 조직문화의 조절역할을 알아보는데 있다. 첫째, 본 연구는 CEO의 변혁적 리더십과 창의성에 관련 선행연구를 제시하였다. 둘째, CEO의 변혁적 리더십과 창의성의 관계를 알아보았다. 마지막으로, 본 연구는 CEO의 변혁적 리더십과 창의성의 관계에서 조직문화의 조절효과를 알아보고자 하였다. 본 연구의 연구목적을 달성하기 위해서, ‘L’과 ‘W’ 회사의 CEO들과 종업원을 포함하여 각각의 직급에 39명을 심층인터뷰 하였다. ‘L’ 회사는 2009년 1월 20일~24일까지 인터뷰를 실시하였으며, ‘W’ 회사는 2009년 2월 16일~20일까지 인터뷰를 실시하였다. 위의 선행연구와 인터뷰를 토대로 본 연구는 3가지 명제를 제시하였다. 첫째, CEO의 변혁적 리더십은 조직구성원 창의성 증진에 영향을 줄 것이다. 둘째, 조직문화는 CEO의 리더십 스타일과 유사하게 되며, 셋째, 조직문화가 CEO의 변혁적 리더십을 체화했을 때 더욱 크게 구성원의 창의성에 영향을 줄 것이다. 본 연구는 다음과 같은 의의가 있다. 첫째, 본 연구는 창의성을 증진시키는 CEO의 변혁적 리더십의 역할을 검증하였다. 다음으로, CEO의 변혁적 리더십과 창의성의 관계에서 있어서의 조직문화의 역할을 인터뷰를 통해 제시하였다. 마지막으로, 기업의 관리자들에게 오랫동안 중요한 이슈가 되었던 조직 창의성 증진을 위한 방법을 실무적으로 제시하였다 In the 21st century’s global economy, corporate faces rapid and turbulent changes filled with opportunities and thrests. Under this circumstance, much of the research on organizational behavior emphasizes the role of the leadership on creativity and especially the authors has been said that the CEO’s leadership takes a role of major antecedent for organizational creativity. However, most of precedent studies of the topic are studied to choose quantitative methods. Therefore, we recognized the necessity for performance to do qualitative research in this area. This study aimed to identify the relationship between CEOs’ transformational leadership style, organizational culture, and creativity. Frist, we sought to contribute to the literature by explaining how CEOs’ transformational leadership was related to creativity. Second, this study investigated the relationship between CEOs’ transformational leadership style and creativity. Lastly, we test whether organizational culture moderated this relationship. For our study, we performed in-depth interviews with the CEOs and employees of different positions of 39 in ‘L’ and ‘W’ companies. We carried out interviews on January 20 through 24, 2009 in ‘L’ company and did the interviews in ‘W’ on February 16 through 20, 2009. Through the discussion, the study has developed the following propositions. First, we proposed that CEOs’ transformational leadership positively related to followers’ creativity. Second, the organizational culture will have similar characteristics to the CEOs’ leadership styles to a certain extent. Our third proposition that the organizational culture enhances the relationship between CEOs’ transformational leadership and the follower’s creativity. Based on the prior studies we sought to contribute to the existing literature in two aspects. First of all, this study examined the effectiveness of CEOs’ transformational leadership fostering creativity. Also, we found that organizational culture played a critical role in the relationship of CEOs’ transformational leadership and creativity. Therefore, it provided practical implication to managers how to promote creativity that organizational behaviors have been a long time issue. Even though this study has the implication, it still holds several limitation which are recommended to be improved in coming studies. Both transformational leadership and transactional leadership differ form each other the theoretically. But most leader may possess mixed characteristics of transformational and transactional, we need to identify objective indicators to separate two leaderships. Next, we have the limitation, it is problem to measure of organizational culture. Organizational culture cannot be changed overnight, and it will need extra time to catch up with the CEOs’ new leadership style. Finally, this study only adopted the qualitative research approach but it would be necessary to perform quantitative research to develop the reliability and validity of future study in this area

변혁적 리더십이 팀・개인 효과성에 미치는 영향에 관한 다수준 분석: 팀・개인 창의성의 매개 효과를 중심으로

박동호,윤필현 한국기업경영학회 2015 기업경영연구 Vol.22 No.6

In recent times, the research aiming at exploring the process of a team & individual’s effectiveness enhancement in the organizational behavior field is in active progress, in which creativity is handled as a major variable having an influence on effectiveness. However reality is that the research which explores the process of a team & individual’s effectiveness improvement through creativity is still in an insufficient state. Accordingly, this study looked into the mediated effect of creativity, which forms at a level of a team and an individual as a result of team members’ cognition of a team leader’s leadership in terms of social cognitive theory, on effectiveness. This study results are summarized as follows: First, this study could confirm the significant partial mediated effect of individual creativity in the relations between transformational leadership cognized at a level of a team and individual effectiveness. Individual creativity has significant mediating effects (partial mediation) on the relationship between transformational leadership and individual effectiveness perceived by individuals at the team level. The findings verify the following. First, the sub-variables of transformational leadership(inspirational motivation, consideration for individuals, intellectual stimulation) mainly focus on the relationship between a leader and individuals. The fact that transformational leadership, which influences the sub-variables, enhances individual effectiveness by affecting the creativity of individuals has been verified. Second, team creativity has no mediating effects on the relationship between perceived transformational leadership perceived at a team level and the team effectiveness. It implies that transformational leadership is a prerequisite to enhancing team creativity and team effectiveness. Also, team creativity can serve as a prerequisite that affects team effectiveness. However, there is a limited mechanism among all the variables. Thus, the effects of transformational leadership and team creativity should be distinguished in enhancing the effectiveness at the team level. Also the following analysis and debate should be needed for the role of transformational leadership as the preceding variable. This study is significant in that it proves the effects of transformational leadership as a team-level variable affecting the individual-level variables. The findings are significant for the following reasons. First, the influence of transformational leadership on individual effectiveness was verified through a multi-level analysis. It can identify the mediating effects of individual creativity on the relevance of variables measured at different levels based on social cognitive theory. Second, this study proves the top-down process where transformational leadership perceived at a team level affects individual effectiveness through individual creativity. There is a need to carry out the following analysis regarding variables that can make the mediation or connection with transformational leadership, team creativity and team effectiveness at a team level. Also, the effects of creativity can be more clearly analyzed provided that more studies about individual & team creativity and effectiveness are proceeded. It is because the aim of enhancing creativity is the effectiveness including fruits. In particular, it would be more specific analysis of the effect on transformational leadership. 근래에 조직 행동 분야에서 팀과 개인의 효과성 증진 과정에 대한 연구가 활발히 진행되고 있으며, 창의성은 효과성에 영향을 미치는 주요 변수로 다루어지고 있다. 하지만 창의성을 통해 팀과 개인의 효과성을 증진하는 과정 탐색의 연구는 아직 부족한 실정이다. 이에 따라 본 연구는 사회인지이론 관점에서 팀 구성원들이 팀장의 리더십을 인지하고, 그 결과로 팀과 개인수준에서 형성되는 창의성이 효과성에 영향을 미치는 매개적 효과를 살펴보았다. 본 연구의 결과를 요약하면 다음과 같다. 첫째, 팀 수준에서 인지된 팀장의 변혁적 리더십이 개인 효과성에 영향을 미치는 관계에서 개인 창의성의 부분 매개 효과가 정(+)의 방향으로 유의하게 나타났다. 둘째, 팀이 인지한 변혁적 리더십과 팀 효과성 간의 관계에서 팀 창의성은 매개적 효과가 없는 것으로 확인되었다. 본 연구의 결과가 지니는 의미는 변혁적 리더십이 개인 효과성에 영향을 미치는 관계에서, 개인 창의성이 갖는 매개적 효과를 사회인지이론의 근거로 다수준 분석방법을 통해서 실증하였고, 팀 수준에서 인지된 변혁적 리더십이 개인 창의성을 통해 개인 효과성에 영향을 미치는 하향식(top-down) 프로세스를 검증하였다는 점이다. 향후 후속연구로서 팀 수준에서는 변혁적 리더십, 팀 창의성과 팀 효과성을 연결하거나 조정할 수 있는 변인에 대한 후속 연구가 필요하다.

교사가 인식하는 유아교육기관 원장의 변혁적 지도성과 교사의 직무만족도와의 관계

이연승(Lee YeonSeung) 한국열린유아교육학회 2004 열린유아교육연구 Vol.8 No.4

본 연구는 유아교사의 직무 만족도를 교사의 배경변인에 따라 조사하고, 이와 관련하여 교사가 지각하는 원장의 변혁적 지도성의 실제를 분석하여 이상적인 요구도를 조사함으로서, 원장의 변혁적 지도성괴 교사의 직무만족도와의 관계를 알아내어 변화지향적 미래사회의 유아교육기관의 지향점을 연구하는데 그 목적이 있다. 본 연구는 부산시에 거주하는 유아교사를 대상으로 하였으며 검사도구로는 Jorde Bloom(1989)에 의해 제작된 ECJSS(Early Childhood Job Satisfaction Survey)를 기초로 직무만족도 검사도구를 구성하였으며 변혁적지도성의 검사도구로서는 Hsue(1997)에 의해 개발된 질문지를 본 연구자가 김창걸이 제시한 변혁적 지도성의 하위변인에 따라 재구성한 도구를 사용하였다. 연구 결과, 교사들은 직무만족도에 대해서는 보통으로, 유아교육기관 원장의 변혁적 지도성의 실제에 대해서는 보통 이상으로 인식하였으며 원장의 변혁적 지도성과 직무만족도는 정적인 상관관계를 나타내었다. The purpose of this study were to examine the relationship between perceived transformational leadership practices and job satisfaction of early childhood teachers and investigate the differences between teachers' perceptions of current school directors' leadership and ideal school directors' leadership in Busan. Subjects were 450 early childhood teachers working in a preschool institutes in Busan. The Survey questionnaire were used to collect data about perceived transformational leadership practices and job satisfaction of early childhood teachers. Two research instruments were used for collecting data: the Early Childhood Job Satisfaction Survey (ECJSS) and the Transformational Leadership Practice Survey (TLPS). Univariate statistics (means, deviation, and frequencies), factor analysis, t-tests, ANOVA, correlation were used for examining the research questions. The results were as follows: First, it was found that teachers have mediocrity perceptions about job satisfaction. And it was found that teachers were most satisfied with the nature of the work itself among facets of the ECJSS. But pay and opportunities for promotion among facets of the ECJSS showed the lowest perceptions. Second, it was found that teachers have over mediocrity perception about current practices on school director's transformational leadership and they show high perception about task expectation among sub-variables of TLPS. And it was found that teachers have high perception about ideal demand on director's transformational leadership and they show high perception on individual consideration among sub-variables of transformational leadership. Third, it was found that there is the positive correlation between teacher's current practices and ideal demand on school director's transformational leadership. Fourth, there were patterns among the perceived transformational leadership practices and job satisfaction of early childhood teachers. This study explored the relationship between perceived transformational leadership practices and job satisfaction of early childhood teachers. Teachers with higher perceived transformational leadership at the preschool institutes had a tendency to have much higher job satisfaction than those with lower perceived transformational leadership. Therefore, the researcher suggests that program developers and educators in this area of early childhood education need to provide transformational leadership programs for preschool directors and teachers.

변혁적 리더십이 역할행동, 조직시민행동 및 혁신행동에 미치는 영향

양동민(Dong Min Yang),심덕섭(Duk Sup Shim) 한국경영학회 2013 經營學硏究 Vol.42 No.1

The purpose of this study is to examine the influence of a leader`s transformational leadership on follower`s in-role behavior, organizational citizenship behavior(OCB), and innovative behavior. In addition, we attempt to verify the mediating effect of social identification with the work unit and personal identification with the leader on the relationships between a leader`s transformational leadership and in-role behavior, OCB, and innovative behavior. While prior studies have usually tackled the relationship between transformational leadership and follower`s in-role behavior, OCB, and innovative behavior, they have rarely examined the mediating effects of social identification and personal identification on these relationships. Based on prior literature, this study derives following hypotheses. H1: Transformational leadership will be positively related to social identification of subordinates. H2: Transformational leadership will be positively related to personal identification of subordinates. H3: Transformational leadership will be positively related to in-role behavior of subordinates. H4: Transformational leadership will be positively related to OCB of subordinates. H5: Transformational leadership will be positively related to innovative behavior of subordinates. H6: Social identification will mediate the relationship between transformational leadership and in-role behavior, OCB, and innovative behavior. H7: Personal identification will mediate the relationship between transformational leadership and in-role behavior, OCB, and innovative behavior. To test the proposed hypotheses in our study, we collected data via a survey on data 300 employees in 11 organizations, and after excluding unanswered items questionnaires, total of 213 employees data is used for analysis. Hierarchical regression analysis is used to test the proposed hypotheses. Sobel test is used to test the significance of the mediating effects of social identification and personal identification. The major findings are as follows: First, as predicted, a leader`s transformational leadership were positively associated with social identification and personal identification. thus providing evidence that transformational leaders are likely to exert their influence on followers by affecting their feelings of identification. Second, transformational leadership is closely related to in-role behavior, OCB, and innovative behavior. Third, personal identification and social identification have turned out to have a full or partial mediation effect on the relationship between transformation leadership and in-role behavior, between transformation leadership and OCB, and between transformation leadership and innovative behavior. That is, this result indicated that a leader`s transformation leadership indirectly effects on in-role behavior, OCB, and innovative behavior through social identification and personal identification. Finally, however, when we entered transformational leadership, personal identification and social identification simultaneously into the equations, social identification fully or partially mediates the relationship between transformational leadership and in-role behavior, OCB and innovative behavior, whereas personal identification only mediates the relationship between transformational leadership and OCBO. Consistent with Kark, Shamir and Chen(2003), results also suggested that different mechanisms (personal or social identification) could, at least partially, account for these different outcomes (in-role behavior, organizational citizenship behavior, and innovative behavior of followers) of transformational leadership. Given the small number of samples, this study constitutes an exploratory attempt in nature. Caution must be exercised in attempting to interpret findings and to generalize the recommendations. The results proposed in this study must be validated by further research in diverse research settings. The results of this study are limited by

사회복지관 관장의 변혁적 리더십과 직무만족 관계에서 조직문화의 조절효과 연구

김용준(Yong-Jun Kim) 한국평생교육리더십학회 2017 평생교육리더십연구 Vol.4 No.1

본 연구는 사회복지관 관장의 변혁적 리더십이 직무만족에 미치는 영향과의 관계에서 조직문화의 조절효과를 검증하여 사회복지관 종사자들의 직무만족에 영향을 미치는 기관장의 변혁적 리더십의 하위요소들은 무엇인지를 살펴보고, 기관장의 변혁적 리더십과 직무만족과의 관계에서 조직문화의 조절효과를 살펴보는데 주된 목적을 두고 연구가 이루어졌다. 본 연구의 결과는 다음과 같다. 첫째, 변혁적 리더십이 직무만족에 미치는 영향을 분석한 결과 독립변수별로는 변혁적 리더십의 하위요인별 지적자극(β=.181, p<.01), 카리스마(β=.176, p<.01), 개별적 배려(β=.164, p<.01), 영감적 동기부여(β=.147, p<.05), 이상적 영향(β=.138, p<.05)이 직무만족 에 통계적으로 유의미한 정(+)의 영향을 미치는 것으로 나타났다. 따라서 종사자의 직무만족 향상에 있어서는 변혁적 리더십의 하위요인별 지적자극, 카리스마, 개별적 배려, 영감적 동기부여, 이상적 영향이 중요한 요인임을 알 수 있다. 둘째, 조직문화의 하위요소들이 변혁적 리더십과 직무만족에 미치는 영향에 대한 조절효과를 검증한 결과 위계문화는 변혁적 리더십의 하위요인별 영감적 동기부여, 이상적 영향 과 직무만족 간의 관계를 조절하는 것으로 볼 수 있다. 또한 직무만족에 영향을 미치는 변혁적 리더십이 개발문화에 의해 조절되는지를 알아보기 위하여 조절회귀분석을 실시한 결과 개발문화는 변혁적 리더십과 직무만족의 관계를 조절하지 못하는 것으로 볼 수 있다. 직무만족에 영향을 미치는 변혁적 리더십이 합리문화에 의해 조절되는지를 알아보기 위하여 조절회귀분석을 실시한 결과 합리문화는 변혁적 리더십의 하위요인별 카리스마, 영감적 동기부여, 이상적 영향과 직무만족 간의 관계를 조절하는 것으로 볼 수 있다. 직무만족에 영향을 미치는 변혁적 리더십이 집단문화에 의해 조절되는지를 알아보기 위하여 조절회귀 분석을 실시한 결과는 집단문화는 변혁적 리더십과 직무만족의 관계를 조절하지 못하는 것으로 볼 수 있다. 결국 조직문화의 하위요소들 중 위계문화와 합리문화는 변혁적 리더십과 직무만족 관계를 조절하지만 개발문화와 집단문화는 조절하지 않는 것으로 나타났다. In terms of the relationship with regard to the effect of the transformational leadership of the director of social welfare center on the job satisfaction, by examining the moderating effects of organizational culture, the purpose of this study was to investigate the subordinate factors of the transformational leadership of the center director which affect the job satisfaction of the workers in the social welfare center, and explore the moderating effects of organizational culture in terms of the relationship between the transformational leadership of the director of social welfare center and job satisfaction. The results of this study are as follows. First, from results of analyzing the effects of transformational leadership on job satisfaction, it is found that the intellectual stimulation by sub-factors (β=.181, p<.01), charisma (β=.176, p<.01), individual consideration (β=.164, p<.01), and inspirational motivation (β=.147, p<.05), ideal effect (β=.138, p<.05) showed statistically significant positive (+) effects on job satisfaction. Therefore, with regard to improvement of the job satisfaction of workers, intellectual stimulation, charisma, individual consideration, inspirational motivation and ideal effect are found to be important factors by sub-factors of the transformational leadership. Second, as a result of examining the moderating effects of sub-factors of organizational culture on the transformational leadership and job satisfaction, it can be seen that hierarchical culture moderates the relationship between inspirational motivation, ideal effect and job satisfaction by sub-factors of the transformational leadership. In addition, moderating regression analysis was conducted to find out whether the transformational leadership that affects job satisfaction is controlled by the development culture, and as a result, it is found that the development culture cannot moderate the relationship between transformational leadership and job satisfaction. From the results of conducting moderating regression analysis to find out whether the transformational leadership affecting job satisfaction is moderated by the rational culture, it can be seen that the rational culture moderates the relationship between charisma, inspirational motivation, ideal effect, and job satisfaction by sub-factors of transformational leadership. From the results of conducting moderating regression analysis to find out whether the transformational leadership affecting job satisfaction is moderated by the group culture, it can be seen that the group culture does not moderate the relationship between transformational leadership and job satisfaction. Consequently, it is found that hierarchical culture and rational culture among the sub-factors of organizational culture moderate the relationship between transformational leadership and job satisfaction but do not moderate development culture and group culture.

학원의 교육서비스 품질 및 학원강사의 변혁적리더십이 고등학생의 자기효능감과 구전의도에 미치는 영향

윤용헌,엄덕수 한국사교육연구협의회 2021 사교육연구 Vol.1 No.1

본 연구는 학원의 교육서비스 품질 및 학원강사의 변혁적리더십에 대한 인식을 조사하고, 이러한 요인들이 고등학생의 자기효능감 및 구전의도에 어떠한 영향을 미치는지 구조적 관계를 분석하는 것을 목적으로 하였다. 이를 통해 고등학 생을 대상으로 하는 학원의 교육서비스 품질 개선을 유도하고, 학원강사의 변혁적리더십에 대한 인식을 제고시킴으로써 궁극적으로 학원교육 및 학원경영 성과를 높이는데 기여하고자 하였다. 이를 위해 입시·검정 및 보습학원에서 수강 중인 고등학생 640명을 대상으로 설문조사를 실시하였으며, BM SPSS StatisticsDHK 25와 AMOS 21 프로그램을 활용하여 수집된 자료를 분석하였다. 본 연구의 주요 결과는 다음과 같다. 첫째, 학원의 교육서비스 품질은 신뢰성, 확신성, 공감성, 유형성, 응답성 순이고, 변혁적리더십은 지적자극, 개별적배려, 영감적동기화, 이상적영향력 순으로 전반적으로 높은 것으로 나타났다. 고등학생의 자기효능감은 자기조절효능감, 자신감, 과제난이도 순이고, 구전의도는 주관적구전의도, 적극 적구전의도, 객관적구전의도 순으로 보통 수준 이상인 것으로 나타났다. 둘째, 학원의 교육서비스 품질과 학원강사의 변혁적리더십이 고등학생의 자기효능감 및 구전의도에 미치는 영향을 분석한 결과, 교육서비스 품질은 변혁적리더십, 자기 효능감, 구전의도에, 변혁적리더십은 자기효능감과 구전의도에, 자기효능감은 구전의도에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 교육서비스 품질과 구전의도 관계에서 학원강사의 변혁적리더십과 고등학생의 자기효능감은 매개효과가 있는 것으로 나타났다. 이러한 연구결과는 학원장이 학원의 교육서비스 품질과 학원강사의 리더십을 제고시키고, 이를 바탕으로 학생들의 자기효능감과 구전의도를 높이는 구조적 관계 속에서 경영활동을 수행해야 한다는 것을 시사한다. The purpose of this study was to research students' thought for teaching service quality of private education and transformational leadership of private tutoring center instructors. The study targeted specific High school students, registered to private tutoring centers of Daechi-dong, Joong-gye-dong, Gyonnggido bundang, and Suwon Yong-tong which are special private education districts in South Korea. And this study aimed to analyze how the teaching service quality and the transformational leadership have influences on self-efficacy and word-of-mouth intention of high school students. The goals of this study were to help private tutoring centers for high school students find the ways to improve the private education service quality, and to help private education instructors recognize how important they boost their transformational leadership. Then, the study finally advised private tutoring centers and their instructors on how they show better performance for private education and their company’s management. To achieve the goal, this study researched references & dissertations, and carried out a survey. Data for the study was collected through the survey, which was carried out by 640 high school students. The survey was analyzed by IBM SPSS Statistics DHK 25 and AMOS 21 program, and it was verified in level of p〈.05. In order to examine the structural causal relationships among variables, Structural Equation Model (SEM) was executed, and then bootstrapping was also executed to verify mediated effects. The survey analyzed by the process explained above has four important results. First, here presented analyzing survey on students’ thought for teaching service quality of private education, transformational leadership of private tutoring center instructors, and self-efficacy and word-of-mouth intention of high school students. Teaching service quality of private education consisted of reliability> certainty> sympathy> type> responsiveness in order of score rank. Transformational leadership of private tutoring center instructors consisted of intellectual stimulation〉individual consideration〉 inspirational motivation〉 ideal influence in order of score rank, which showed not a high level of score. Self-efficacy of high school students consisted of self-control efficacy〉 self-confidence〉 assignment level of difficulty in order of score rank. Then, Word-of-mouth intention of high school students consisted of subjective word-of-mouth intention〉 positive word-of-mouth intention〉, and objective word-of-mouth intention in order of score rank. Second, here is the result that examined the correlation of teaching service quality of private education, transformational leadership of private tutoring center instructors, and self-efficacy & word-of-mouth intention of high school students. The study showed a mutually meaningful positive(+) correlation exists among teaching service quality of private education, transformational leadership of private tutoring center instructors, and self-efficacy & word-of-mouth intention of high school students. Third, the study showed how teaching service quality of private education & transformational leadership of private tutoring center instructors had influenced on self-efficacy & word-of-mouth intention of high school students. Teaching service quality of private education had a positive(+) influence(β=.83, p<.001) on transformational leadership of private tutoring center instructors, a positive(+) influence(β=.16, p<.001) on self-efficacy of high school students, and a positive(+) influence(β=.33, p<.001) on word-of-mouth intention of high school students. Transformational leadership of private tutoring center instructors had influenced on a positive(+) influence(β=.36, p<.001) on self-efficacy of high school students, and a positive(+) influence on word-of-mouth intention of high school students(β=.47, p<.001). Self-efficacy of high school students had a positive(+) influence(β=.10, p<.01) on word-of-mouth intention of high school students Fourth, here is the result that researched a mediated effect of transformational leadership and a student's self-efficacy between teaching service quality of private education and word-of-mouth intention of high school students. Meaningful was an indirect effect of [teaching service quality -> transformational leadership -> word-of-mouth intention]. Also meaningful was an indirect effect of [teaching service quality -> self-efficacy -> word-of-mouth intention]. In addition, meaningful was a mediated effect of self-efficacy between transformational leadership and word-of-mouth intention. And also meaningful was an indirect effect of [transformational leadership -> self-efficacy -> word-of-mouth intention. Therefore, transformational leadership of private instructors and self-efficacy of high school students have a mediated effect between private educational teaching service quality and students' word-of-mouth intention. In conclusion, to improve private tutoring center education and management, private tutoring center's manager should make efforts to raise the teaching service quality of his or her institute, and an instructor should learn transformational leadership and show the leadership for his or her students.

The Value of Transformational Leadership

Lim-Jung Lee 한국유통과학회 2015 한국유통과학회 학술대회 논문집 Vol.2015 No.-

Purpose – The purpose of this study is to examine the importance and possibility of transformational leadership. Transformational leadership was recognized for its usefulness in a number of areas. Transformational leadership is a gift of hope and future. Especially for those weary. so I would like to introduce the transformational leadership and it's spirit and value. Research design, data, and methodology – Theoretical study Results – 1) Transformational leadership should have toward positive goals. 2) Transformational leadership will give back the lost hope. 3) Transformational leadership is a beautiful value rather than academic. Conclusions – The study was able to demonstrate the value of leadership. Many people said that today is the time of abandonment. Now, what is needed that can go towards the future. I believe that is the spirit of transformational leadership.

A Study on the Relationship Between Transformational Leadership and Job Crafting: Focusing on the Mediating Effect of Organizational Identification and the Moderating Effect of Organizational Justice

( Chae-yoon Bae ),( Je-goo Shin ) 한국생산성학회 2016 生産性論集 Vol.30 No.4

This study investigates the mechanism through which transformational leadership affects the job crafting behavior of employees from the perspective of organizational identification (personal and social identification) by analyzing the relationships among transformational leadership, organizational identification, and employee`s job crafting. It also examines if organizational justice (procedural and interactional justice excluding distributive justice) acts as a moderator for transformational leadership. For analysis, a survey was conducted on 360 employees of diverse business areas to gain 277 valid responses. To improve the objectivity of the survey, job crafting, the dependent variable, was surveyed by coworkers of the respondents. Statistical analysis was performed using SPSS/WIN 22.0 and AMOS 22.0 statistics packages. The results showed that, first, there is a positive relationship between transformational leadership and organizational identification; second, that transformational leadership had a positive effect on job crafting; third, that organizational identification was a partial mediator when transformational leadership affected the job crafting behavior of employees; fourth, that organizational justice (procedural and interactional justice excluding distributive justice) moderated the relationship between transformational leadership and organizational identification. These results demonstratively show that transformational leadership positively affects job-crafting behavior among employees and that the degree in which employees identify with the organization becomes more important in the relationship between transformational leadership and job-crafting behavior when they have a greater sense of organizational justice. The study further discusses the limitations of the present research and proposes future research directions.