학교장의 변혁적-거래적 리더십과 조직가치의 결합유형, 조직효과성의 인과관계 분석 = (The)analysis on the causal relations among the transformational-transactional leadership, linkage types in organizational values, and organizational effectiveness

다국어 초록 (Multilingual Abstract)

ABSTRACT

The purpose of the study is to analyze the causal relations among the transformational-transactional leadership, linkage types in organizational values, and organizational effectiveness. Specifically, the research questions in this study are as followings:

First, is there any correlation among transformational-transactional leadership, linkage types in organizational values, and organizational effectiveness as teachers perceived?
Second, do causal relations models among transformational-transactional leadership, linkage types in organizational values, and organizational effectiveness go with measured empirical data?
Third, how are the causal effects among variables included in the finally confirmed causal relations models?
The subjects of this study were a random sampling of 405 elementary school teachers in three cities of chungbuk province. Three questionnaires were applied in this study: transformational-transactional leadership, linkage types in organizational values, and organizational effectiveness. The questionnaires collected were coded for data processing. The statistical methods for data processing were Pearson's simple correlation, multiple regression analysis and covariance structural analysis with SPSS and AMOS Program.

The results on this study can be summarized as followings:
First, there were significant correlation among transformational-transactional leadership, linkage types in organizational values and organizational effectiveness. Transformational leadership and bureaucratic linkage were figured out at -.532 in correlation coefficient. The relations between transformational leadership and cultural linkage were figured out at .747 in correlation coefficient. The relations between transformational leadership and loosely coupling were figured out at .743 in correlation coefficient. Transactional leadership and bureaucratic linkage were figured out at .943 in correlation coefficient. The relations between transactional leadership and cultural linkage were figured out at -.382 in correlation coefficient. The relations between transactional leadership and loosely coupling were figured out at -.424 in correlation coefficient.
The relations between transformational leadership and organizational effectiveness were figured out at .845 in correlation coefficient. The relations between transactional leadership and organizational effectiveness were figured out at -.532 in correlation coefficient. Bureaucratic linkage and organizational effectiveness were figured out at -.549 in correlation coefficient. Cultural linkage and organizational effectiveness were figured out at .789 in correlation coefficient. Loosely coupling and organizational effectiveness were figured out at .728 in correlation coefficient.

Especially, statistic tests among eleven latent variables were as follows.
Transformational leadership→Bureaucratic linkage(CR=-4.507),
Transformational leadership→Cultural linkage(CR=18.923),
Transformational leadership→Loosely coupling(CR=17.961),
Transformational leadership→Organizational effectiveness(CR=5.769),
Transactional leadership→Bureaucratic linkage(CR=43.057),
Cultural linkage→Organizational effectiveness(CR=12.013),
Loosely coupling→Organizational effectiveness(CR=8.403).
Seven path coefficient above was significant statistically.
But four path coefficient below was not significant statistically.
Transactional leadership→Cultural linkage(CR=-.511),
Transactional leadership→Loosely coupling(CR=-1.628),
Transactional leadership→Organizational effectiveness(CR=-1.700),
Bureaucratic linkage→Organizational effectiveness(CR=.381).

Second, a covariance structural analysis was conducted to verify causal relations among research variables. The research analyzed the goodness of fit of the causal model as finally selected, and found that among absolute fit indices evaluating the overall fit of the models, chi-square value came out at 143.769(df=78, p=.000). Other fit indices came out higher than recommended levels: GFI=.956, AGFI=.932, RMSEA=.046, RMR=.016. Thus the model were considered acceptable.

Third, the causal effect of principals' transformational leadership on bureaucratic linkage, cultural linkage, and loosely coupling was -.085, .753, .726, respectively. The causal effect of principals' transactional leadership on bureaucratic linkage, cultural linkage, and loosely coupling was .916, -.020, -.064, respectively. The causal effect of principal's transformational and transactional leadership on organizational effectiveness was .259, -.148, respectively. The causal effect of bureaucratic linkage, cultural linkage, and loosely coupling on organizational effectiveness was .034, .417, .287 respectively.

Conclusions of the study are as follows:
First, principal's transformational-transactional leadership, linkage types in organizational values and organizational effectiveness show a mutual correlation among these research variables.
Second, principal's transformational-transactional leadership is important variables to explain the linkage types in organizational values and organizational effectiveness. Also, the linkage types in organizational values are an important variable to explain organizational effectiveness.
Third, principal's transformational-transactional leadership has direct or indirect effect on organizational effectiveness through linkage types in organizational values.

목차 (Table of Contents)

• Ⅰ. 서 론 1
• 1. 연구의 필요성 및 목적 1
• 2. 연구의 문제 5
• 3. 용어의 정의 6
• 4. 연구의 범위 및 제한점 8
• Ⅱ. 이론적 배경 9
• 1. 변혁적 리더십과 거래적 리더십 9
• 2. 학교조직가치의 결합유형 57
• 3. 학교조직효과성 84
• 4. 학교장의 리더십과 학교조직가치, 조직효과성의 관계 99
• Ⅲ. 연구 방법 107
• 1. 연구의 접근 모형 107
• 2. 연구 대상 111
• 3. 측정 도구 113
• 4. 자료 처리 129
• Ⅳ. 연구결과 및 논의 131
• 1. 학교장의 변혁적-거래적 리더십과 조직가치의 결합유형, 조직효과성에
• 대한 교사의 지각 수준 131
• 2. 학교장의 변혁적-거래적 리더십과 조직가치의 결합유형, 조직효과성의
• 관계 분석 136
• 3. 학교장의 변혁적-거래적 리더십과 조직가치의 결합유형, 조직효과성의
• 인과모형 분석 154
• 4. 학교장의 변혁적-거래적 리더십과 조직가치의 결합유형, 조직효과성의
• 인과효과 분석 166
• Ⅴ. 요약 및 결론, 제언 174
• 1. 요약 174
• 2. 결론 180
• 3. 제언 182
• ※ 참고문헌 184
• ※ 부록 198