한국 조직사회의 세대별 리더십 인식과 수용의 차이에 대한 단상

다국어 초록 (Multilingual Abstract)

Contemporary Korean workforce is composed of the following four generations: Economic boomers,
Democratizationers, Economic liberalizationers, Generation W. Because Korean organizational culture highly values seniority and hierarchy, generational conflicts can often be present in the relationships between a leader and a follower. Any discrepancy between a leader’s role identity and a follower’s expectation about what leaders should do can turn into a generational conflict. In this research note, I explore possible generational differences in leader acceptance in Korean organizational contexts. Specifically, based on the review of sociological and psychological perspectives on generations in Korea, I propose that the degree to which an individual accepts each of a leader’s transformational leadership behaviors (charisma, intellectual stimulation, and individualized consideration) is dependent upon which generation this individual belongs to. This research note highlights the importance of exploring the relationship between leadership and generation. Further, this note goes beyond the conventional approach on generations as life stages and employs Mannheim’s notion of generation as birth cohort who experienced similar historical events and share similar values and beliefs.

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