대학교직원이 지각하는 상사의 서번트 리더십이 직원의 업무성과와 행복감에 미치는 영향 : 자기효능감의 매개효과를 중심으로

다국어 초록 (Multilingual Abstract)

Abstract
The Effect of Leader’s Servant Leadership on the Work Performance
and Employee Well-Being of the University Staff
– with Mediating Effects of Self-Efficacy –
major in educational administration
department of pedagogy
graduate school
Daejin University
Yang Kai
The purpose of this study was to examine the relationship between
servant leadership and employees, and to verify the mediating effect of
mutual influence and self-efficacy of servant leadership, work performance,
and employee well-being in the process.
Data collection to verify the research problem was conducted on 411
employees of five universities in Mudanjiang City, Heilongjiang Province in
China, and the subjects of the study included administrative staff, teachers,
and workers. The survey was conducted in the form of an electronic
questionnaire between June 28 and July 12, 2021. Among the collected data,
402 questionnaires excluding unfaithful responses were analyzed using the
SPSS program, and structural equation analysis was performed for
hypothesis verification, influence relationship between variables, and
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mediating effect verification using AMOS 26.0. As for the measurement tool,
confirmatory factor analysis and reliability analysis were conducted to verify
the validity and reliability of the measurement tool.
In the relationship between servant leadership and employee‘s work
performance, employee wel -being and self-efficacy, servant leadership had a
direct effect on employee wel -being and self-efficacy, but servant leadership
did not directly affect work performance. Second, self-efficacy had a direct
positive effect on the employee's work performance and employee wel -
being. Third, self-efficacy played a positive mediating role in the relationship
between servant leadership, employee work performance, and employee well-being. This means that the more interest the servant leadership has in
the employee, the happier the employee's psychology, work, and life. The
greater the servant leadership's help to employees, the higher the employee's
self-efficacy and work performance can be improved.
The conclusions based on the results of this study are as follows.
First, Although servant leadership does not directly affect work performance, it increases employee’s confidence and work performance.
Second, a series of positive behaviors of servant leadership can helps to
build a good relationship with employees and can also contribute to
employee harmony.
Third, employees can greatly improve their work wel -being, life wellbeing, and psychological well-being through constant efforts.
Fourth, servant leadership created a positive and good relationship with
employees, so employees experienced higher satisfaction at work and felt
more joy and happiness in their lives.
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Fifth, for the development of universities, it is necessary to develop and
nurture active behavior of employees. Employees' performance and
sensitivity should also be deeply valued.
Sixth, in the university, “servant leadership” is becoming very important
in satisfying employees' needs, improving work performance and employee well-being levels, paying attention, helping, and serving employees.
In sum of the above results, employees and leaders are also important
to the development of the organization, and employees and leaders should
never ignore interactions for a common goal. As the ultimate goal of all
organizations is to improve performance, members must constantly strive
and leaders must exercise leadership to contribute together to the
development of the organization.
Keywords : Servant Leadership, Work Performance, Employee Well-Being,
Self-Efficacy

국문 초록 (Abstract)

국문초록
대학교직원이 지각하는 상사의 서번트 리더십이
직원의 업무성과와 행복감에 미치는 영향
–자기효능감의 매개효과를 중심으로– 대진대학교 대학원 교육학과
교육행정 전공
양카이
본 연구의 목적은 서번트 리더십과 직원 간의 관계를 살펴보고, 그 과정에서 서
번트 리더십, 업무성과, 행복감의 서로 간의 영향과 자기효능감의 매개효과는 어
떠한지 검증하고자 하였다.
연구 문제를 검증하기 위한 자료수집은 중국 흑룡강성 목단강시 지역 5개 대
학의 재직자 411명을 대상으로 진행했으며, 연구 대상에는 행정 직원, 교사, 학
교 관계자가 포함되었다. 설문조사는 2021년 6월 28일부터 7월 12일 사이에 전
자 설문지 형태로 이루어졌다. 수집된 자료 중 불성실한 응답을 제외한 402명의
설문지를 대상으로 SPSS 프로그램을 사용하여 기초통계 분석을 하였고, 가설
검증 및 변인들 간의 영향 관계, 매개효과 검증은 AMOS 26.0을 활용한 구조방
정식 분석을 하였다. 측정도구는 측정도구의 타당도와 신뢰도를 검증을 위해 확
인적 요인분석과 신뢰도 분석을 실시하였다.
연구 결과, 첫째, 서번트 리더십과 직원의 업무성과, 행복감, 자기효능감 간의
관계에서 서번트 리더십이 행복감과 자기효능감에 직접적인 영향을 미쳤으나, 서
번트 리더십은 업무성과에 직접적인 영향을 미치지 않았다. 둘째, 자기효능감은
직원의 업무성과와 행복감에 직접적으로 긍정적인 영향을 주었다. 셋째, 자기효
능감은 서번트 리더십과 직원의 업무성과, 직원의 행복감의 관계에서 긍정적인
매개 역할을 하였다. 이는, 서번트 리더십이 직원에 대한 관심이 많을수록 직원
의 심리, 일과 생활이 행복해진다. 서번트 리더십이 직원에 대한 도움이 클수록
직원의 자기효능감은 높아지게 되며, 업무성과도 향상시킬 수 있다.
본 연구의 결과에 바탕을 둔 결론은 다음과 같다.
첫째, 서번트 리더십이 업무성과에 직접적으로 미치는 영향은 크지 않지만,
서번트 리더십이 직원의 업무에 자신감을 심어주어 업무실적이 눈에 띄게 증가할
수 있다고 보는 것이다.
둘째, 서번트 리더십의 일련의 긍정적인 행동은 직원과 좋은 관계를 맺는 데
도움이 되는 동시에 직원 간에 화목하게 지내는 데도 도움이 되는 것이다.
셋째, 직원은 끊임없는 노력을 통해 자신의 업무 행복감, 생활 행복감, 심리 행
복감도 크게 향상될 수 있다.
넷째, 서번트 리더십은 직원과 긍정적이고 좋은 관계를 형성함으로써 직원이 직
장에서 더 높은 만족도를 경험하고, 생활 속에서 더 많은 기쁨과 행복을 느꼈다.
다섯째, 대학 발전의 위해서는 직원의 적극적인 행동을 개발하고 키워야 할 것
이다. 직원의 성과와 감수성도 깊게 중시되어야 한다.
여섯째, 대학에서는 직원의 요구를 충족시키고 직원의 성과와 행복감 수준을
향상시키고, 관심을 갖고 돕고 직원들에게 봉사하는 ‘서번트 리더십’이 매우 중
요해지고 있다.
이상의 결과를 종합하면 조직의 발전을 위해서 직원과 리더 역시 중요한 작용
을 하는 인물이고, 구성원과 리더는 공통의 목표를 위해 서로 상호작용을 결코
무시해서는 안 된다. 모든 조직의 최종 목표는 성과를 높이기 위함이기에 구성
원의 자발적인 노력과 리더의 적극적이고 합리적인 리더십을 발휘하여 조직의
발전에 기여하여야 할 것이다.
주제어 : 서번트 리더십, 업무성과, 직원 행복감, 자기효능감

목차 (Table of Contents)

• Ⅰ. 서론 ·······························································································1
• 1. 연구의 필요성 및 목적 ······························································································1
• 2. 연구문제 ························································································································7
• 3. 용어의 정의 ··················································································································8
• Ⅱ. 이론적 배경 ···············································································9
• 1. 서번트 리더십 ··············································································································9
• 2. 자기효능감 ··················································································································20
• 3. 업무성과 ······················································································································25
• 4. 직원 행복감 ················································································································28
• 5. 변인들간의 관계 ········································································································35
• III. 연구모형 및 가설 ··································································46
• 1. 연구 모형 ····················································································································46
• 2. 연구문제 및 가설 ····································································································47
• Ⅳ. 연구 방법 ·················································································48
• 1. 연구대상 및 조사시기 ····························································································48
• 2. 측정 도구 ····················································································································49
• 3. 자료 분석 ····················································································································59
• V. 연구 결과 및 해석 ·································································60
• 1. 서번트 리더십, 업무성과, 직원 행복감, 자기효능감의 경향 ···························60
• 2. 서번트 리더십, 업무성과, 직원 행복감, 자기효능감 간의 관계 ·····················61
• 3. 측정모형의 검증 ········································································································63
• 4. 연구모형의 검증 ········································································································66
• Ⅵ. 논의 ····························································································71
• 1. 서번트 리더십, 업무성과, 직원 행복감과 자기효능감 간의 관계 ··················71
• 2. 자기효능감과 업무성과와 직원 행복감 간의 관계 ············································74
• 3. 서번트 리더십은 업무성과와 직원 행복감의 관계에서 자기효능감의 매개효과 ··· 76
• Ⅶ. 결론 및 제언 ···········································································80
• 1. 결론 ····························································································································80
• 2. 제언 ····························································································································82
• 참고 문헌 ·························································································································83
• 부록 ·································································································································114
• Abstract ·························································································································123

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2. 고등학생의 자기효능감과 학교적응 및 스트레스 대처방식과의 관 계, 이미선, 원광대학교석사학위논문, , 2002

3. 고등학생의 심리적 안녕감과 학업적 자기효능감 및 진로 포부의 관 계, 신원, 이화여자대학교 석사학위논문, , 2007

4. 지방행정조직 중간관리자의 리더십, 자기효능감, 조직문화 및 조직유효성의 관계, 지경이, 김정원, 인적자원관리연구, 17(1), 235-257, , 2010