조직문화와 셀프리더십이 조직유효성에 미치는 영향 = The Effects of Organizational Culture and Self-Leadership on Organizational Effectiveness

다국어 초록 (Multilingual Abstract)

Organizational culture can be used to guide employees toward desirable behaviors as well as to develop high performers (Lau and Ngo, 1996; O’Reilly, 1989; Sherwood, 1988). Some researchers asserted that organizational culture can provide a source of sustained competitive advantage for firms, particularly when it is seen as a firm-level resource that is valuable, rare, and difficult to imitate (Barney, 1986; Fiol, 1991).
Self-leadership perspective is proposed that emphasizes purposeful leadership of self toward personal standards and natural reward that hold greater intrinsic motivation value (Manz, 1986). Self-leadership involves the influence people exert over themselves to achieve the self-motivation and self-direction needed to behave in desirable ways. The use of self-leadership strategies facilitates a perception of control and responsibility which positively affects performance outcomes.
For this reason, organizational culture and self-leadership behaviors were examined in this study as an important influence on organizational effectiveness. The purpose of this study was to examine the effects of organizational culture and self-leadership on organizational effectiveness. Organizational culture was classified into four factors: developmental culture, group culture, hierarchical culture, and rational culture. Self-leadership consisted of five factors: self-expectation/rehearsal, constructive thought, self-criticism, self-goal setting, and self-reward. Organizational effectiveness included job satisfaction and organizational commitment.
We proposed the following hypotheses.
Hypothesis1:Organizational culture will be positively related to employees’ job satisfaction.
Hypothesis2:Organizational culture will be positively related to employees’ organizational commitment.
Hypothesis3:Self-leadership will be positively related to employees’ job satisfaction.
Hypothesis4:Self-leadership will be positively related to employees’ organizational commitment.


Data were obtained from 294 respondents of manufacturing, communication, construction, and finance firms. Responses were obtained on a 7-point Likert scale ranging from extremely good (1) to extremely poor (7). Fifty percent of the sample was male and 46.3 percent were married. To test hypotheses of this study, we conducted hierarchical regression analysis.
Results indicated that organizational culture had significant effects on organizational effectiveness. Developmental culture and group culture were positively related to both job satisfaction and organizational commitment. Hierarchical culture also had a positive effect on job satisfaction, whereas rational culture had a negative effect.
Results also indicated that self-leadership had significant effects on organizational effectiveness. Self-expectation/rehearsal and self-goal setting were positively related to both job satisfaction and organizational commitment. Constructive thought had a positive effect on job satisfaction, but self-criticism had a positive effect on organizational commitment.
We list two implications for studying the relationship between organizational culture and self-leadership and organizational effectiveness. First, CEO should consider developmental culture, group culture, and hierarchical culture simultaneously that influence organizational effectiveness. Second, CEO should make efforts to enforce self-leadership because self-expectation/rehearsal, self-goal setting, self- criticism have positive effects on organizational effectiveness. It is more effective for the employers to make employees to be potential self-leaders in achieving organizational performance.
Despite contributions of the present study, some limitations must be noted. The first pertains to generalizability. Our results are based on data obtained from employees of manufacturing, communication, construction, and finance firms, findings may be limited to other institutional environments. The second limitation involves meth...

국문 초록 (Abstract)

본 연구는 조직문화와 셀프리더십이 조직유효성에 미치는 영향을 분석하였다. 이를 위하여 제조업, 통신업, 건설업, 금융업에 종사하는 300명의 종업원을 대상으로 연구자료를 수집하였다. 조직문화 유형은 개발문화, 집단문화, 위계문화, 합리문화로 구분되었고, 셀프리더십은 자기기대/리허설, 건설적 사고, 자기비판, 자기목표 설정, 자기보상으로 구분되었으며, 조직유효성은 직무만족과 조직몰입을 포함하였다. 분석결과는 다음과 같다. 먼저, 조직문화 유형 가운데 개발문화와 집단문화는 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 위계문화는 조직몰입을 높이는 반면 합리문화는 조직몰입을 낮추는 것으로 나타났다. 다음으로, 셀프리더십 유형 가운데 자지기대/리허설과 자기목표 설정은 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 건설적 사고는 직무만족을 높이고 자기비판은 조직몰입을 높이는 것으로 나타났다. 마지막으로, 본 연구결과의 시사점을 논의하였다

참고문헌 (Reference)

1 김영조, "조직문화와 조직성과의 변화에 관한 종단적 연구" 한국인사․조직학회 8 (8): 111-134, 2000

2 장용선, "조직문화 연구의 동향과 과제" 한국인사·조직학회 16 (16): 65-114, 2008

3 장금성, "병원의 조직문화 유형과 조직유효성 간의 관계에 관한 연구: 1개 C대학교 병원을 중심으로" 전남대학교 간호과학연구소 1 : 125-143, 1996

4 현대경제연구원, "변화관리" 21세기북스 2007

5 Harrison, R., "Understanding Your Organization’s Character" 25-43, 1972

6 Neck, C. P., "Two Decades of Self-Leadership Theory and Research: Past Development" 21 : 270-295, 2006

7 Denison, D. R., "Toward a Theory of Organizational Culture and Effectiveness" 6 (6): 204-223, 1995

8 Houghton, J. D., "Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership be Encouraged?" 11 (11): 65-84, 2005

9 Neck, C. P., "Thought self- leadership: The Impact of Mental Strategies, Training on Employee Behavior, Cognition, and Emotion" 17 : 445-467, 1996

10 Neck, C. P., "Thought Self-Leadership: A Self-Regulatory Approach to Overcoming Resistance to Organizational Change" 4 : 202-216, 1992

11 Quinn, R. E., "The Transformation of Organizational Culture: A Competing Values Perspective. in: Organizational culture" Sage 315-334, 1985

12 Gordon, G. G., "The Relationship of Corporate Culture to Industry Sector and Corporate Performance. in: Gaining Control of the Corporate Culture: 103-125" Jossey-Bass 1985

13 Van Zyl, E., "The Relation between Stress and Self-Leadership Characteristics among a Group of First-Line Supervisors Working in a State Organisation" 48 (48): 454-465, 2008

14 Dolbier, C. I ., "The Relation between Self-leadership and Enhanced Psychological, Health, and Work Outcomes" 125 (125): 469-485, 2001

15 Weber, M., "The Protestant Ethic and the Spirit of Capitalism" Scribners 1930

16 Sims, H. P., "The New Leadership Paradigm: Social Learning and Cognition in Organizations" Sage Publications 1992

17 Mowday, R . T., "The Measurement of Organizational Commitment" 14 : 224-247, 1979

18 Burns, T., "The Management of Innovation" Tavistock Publications 1961

19 Elloy, D. F., "The Influence of Superleader Behaviors on Organization Commitment. in: Job Satisfaction and Organization self-esteem in a Self-Managed Work Team" 26 : 120-126, 2005

20 Bligh, M. C., "The Importance of Self- and Shared Leadership in Team Based Knowledge Work" 21 (21): 296-318, 2006

21 Kravetz, D. L., "The Human Resources Revolution" Jossey-Bass 1988

22 Conger, J., "The Empowerment Process: Integrating Theory and Practice" 13 : 639-652, 1988

23 Camerer, C., "The Economic Efficiency of Organizational Culture" 9 : 115-126, 1988

24 Kanter, R. M., "The Change Masters: Innovations for Productivity in the American Corporation" Simon and Schuster 1983

25 Manz, C. C., "The Art of Self-Leadership" Prentice-Hall 1983

26 Spinelli, R. J., "The Applicability of Bass’s Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment" 84 (84): 11-18, 2006

27 Manz, C. C., "Superleadership:Leading Others to Lead Themselves" Prentice-Hall 1989

28 Manz, C. C., "Superleadership: Beyond the Myth of Heroic Leadership" 9 : 18-35, 1991

29 Buckley, W. F., "Sociology and Modern Systems Theory" Prentice Hall 1967

30 Bandura, A., "Social Cognitive Theory of Self-Regulation" 50 : 248-287, 1991

31 Manz, C. C., "Self-leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations" 11 : 586-600, 1986

32 Georgianna, S., "Self-leadership: A Cross- Cultural Perspective" 22 (22): 569-589, 2007

33 Prussia, G. E., "Self-Leadership and Performance Outcomes: The Mediating Influence of Self-Efficacy" 19 : 523-538, 1998

34 Manz, C. C., "Self- Management as a Substitute for Leadership: A Social Learning Perspective" 5 : 361-367, 1980

35 Peters, T. J., "Search of Excellence: Lessons from America’s Best-Run Companies" Harper and Row 1982

36 Lee, Y-D., "Relationships between Team Work and Innovation in Organizations and the Job Satisfaction of Employees: A Factor Analytic Study" 25 (25): 732-739, 2008

37 Azmi, F. T., "Profiling the OCTAPACE Culture: An Empirical Study of Banking and IT" 6 (6): 7-19, 2007

38 O’Reilly C. A.Ⅲ, "People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit" 487-516, 1991

39 Barney, J. B., "Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?" 11 : 656-665, 1986

40 Sheridan, J. E., "Organizational Culture and Employee Retention" 1036-1056, 1992

41 Robbins, S. P., "Organizational Behavior" New Jersey, Pearson Education, Inc. 2005

42 Lawrence, P. R., "Organization and Environment: Managing Differentiation and Integration" Harvard University, Division of Research 1967

43 Lau, C. M., "One Country Many Cultures: Organizational Cultures of Firms of Different Country Origins" 5 : 469-486, 1996

44 Manz, C. C., "New Superleadership: Leading Others to Lead Themselves" Berrett-Koehler 2001

45 Chatman, J. A., "Matching People and Organizations: Selection and Socialization in Public Accounting Firms" 45 : 459-484, 1991

46 Manz, C. C., "Mastering Self-Leadership: Empowering Yourself for Personal Excellence" Pearson Prentice-Hall 2004

47 Ouchi, W. G., "Markets, Bureaucracies, and Clans" 25 : 129-141, 1978

48 Fiol, C. M., "Managing Culture as a Competitive Resource: An Identity-based View of Sustainable Competitive Advantage" 17 : 191-211, 1991

49 Manz, C. C., "Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams" 32 (32): 106-129, 1987

50 Ambrose, M. L., "Individual Moral Development and Ethical Climate: The Influence of Person- Organization Fit on Job Attitudes" 77 : 323-333, 2008

51 Sathe V., "Implications of Corporate Culture: A Manager’s Guide to Action" 12 (12): 4-23, 1983

52 Manz, C. C., "How to Become a SuperLeader" 7 (7): 10-13, 1990

53 Ashkanasy, N. M., "Handbook of Organizational Culture and Climate" Sage Publications 2000

54 Thompson, M. D., "Gender, Leadership Orientation, and Effectiveness: Testing the Theoretical Models of Bolman and Deal and Quinn" 42 : 581-598, 2000

55 Weiner, Y., "Forms of Value Systems: A Focus on Organizational Effectiveness and Cultural Change and Maintenance" 13 (13): 534-535, 1988

56 Burns, D. D., "Feeling Good: The New Mood Therapy" William Morrow 1980

57 Wilkins, A., "Efficient Cultures: Exploring the Relationship Between Culture and Organizational Performance" 28 : 468-481, 1983

58 Cameron, K. S., "Diagnosing and Changing Organizational Culture" 1999

59 Hackman, J. R., "Development of the Job Diagnostic Survey" 60 : 159-170, 1975

60 Becker, H. S., "Culture: A Sociological View" (여름) : 513-527, 1982

61 Sherwood, J. J., "Creating Work Cultures with Competitive Advantage" 16 (16): 5-27, 1988

62 O’Reilly, C., "Corporations, Culture and Commitment" 31 (31): 9-25, 1989

63 Deal, T., "Corporate Cultures" Addison-Wesley 1982

64 Ooncharoen, N., "Building Organizational Excellence and Business Performance of Hotel Business in Thailand: Effects of Service Culture and Organizational Characteristic" 8 (8): 13-26, 2008

65 Greenberg, J., "Behavior in Organizations: Understanding and Managing the Human Side of Work" Prentice Hall of India Private Ltd 2003

66 Chatman, J. A., "Assessing the Relationship between Industry Characteristics and Organizational Culture: How Different Can You Be?" 522-553, 1994

67 Amos, E. A., "An Analysis of the Relation between Employee- Organization Value Congruence and Employee Attitudes" 142 (142): 615-631, 2008

68 Cohen, S. G., "A Hierarchical Construct of Self- Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness" 50 : 275-308, 1997