農村새마을指導者의 Leadership에 關한 硏究 = A Study on Leadership of Saemaul Leaders in Rural Community

다국어 초록 (Multilingual Abstract)

A. Summary
The present attempts theoretical approaches and analyses of substantial data as follows:
1. Theoretical Approaches
1) The most important factor to powerfully develop the Saemaul Movoment is a competent leader who is equipped with a positive vision and strong will.
2) In case that an external leader directly Interferes in any Saemaul Plans,there may be a hard negative reaction from inhabitants of the community.
3) The leader's function isto grasp the situations and conditions of the community, to find out necessary issues, to plan projects, to spur the inhabitant's will to live better, to introduce aids from outside, and to estimate and report and keep the results of the project. Accordingly he must be a co-ordinator as well as a leader.
4) The movement needs a steady systematic contrivance to effectively grow capable leaders of the drive. And it is desirable to establish a prize awarding system to excite leaders' morale. On the contrary, if they are overloaded with administrative duties by the authories, their morale may come down.
2. Substantial Data Analyses
Among all the awarded leaders, people in the forties of age are about half in number, and the average age ins 43.5.And the number of the leaders who have had high school education or over is about half. About 45% have the career as a leader for more than seven years.
The comparison and analysis of the outcomes of the questionaires given to the leaders divided into two groups-awarded and non-awarded-shows the types and characteristics as following.
1. Types of Leadership
1) From the viewpoint of the leaders' recognition of responsibility, the (9.9) type covers 90% or so. That is, about 90% of them have tried to carry more effectively their responsibility through immediate communication with the inhabitants and their participation in the decision making.
2) In the process of decision making, the (9.9), the (1.9), the (5.5) types are equally distributed. In other words, in a third of all cases, decision is made by a group of representatives from the inhabitants; in another third cases, by the inhabitants themselves;and in the last third cases, by the leader who makes allowance for the members' opinions.
3) When the leader's opinion is different from the members', decisions are made as shown in the (1.9) type and the (9.9) type in proportion of 30% and 50% respectively. And it is desirable the leader to make the members understand the situation when there are any differences in opinions during the course of pushing the project after decision making.
4) When opinions are oppositely different between the leader and the members, decision making of the (1.9) type is more often taken by the non-awarded group (63%) than by the awarded group (48.7%). In case of the (9.9) type, however, the awarded group (29.5%) is higher than the non-awarded group (23.5%). This means that the non-awarded belong to the community which has not awoke from the stubborn conservativeness.
5) In creatively pursuing an innovative development of the community and its inhabitants, the (9.9)type covers above 70%. This is paraphrased that the creative innovation can be achieved more easily by the leaders who understand well the village's real problem, who are able to persuade the members to understand the nature of the task, and who analyse and estimate the results.
To sum up the above, the average type of leadership is the (5.9). That is, Saemaul leaders mostly have rather high interest in human relation,but comparatively low interest in achievement of the aimed program. Meanwhile the awarded are much more interested in the program accomplishment than the non-awarded are.
2. Characteristics of Leadership
1) In 'objectivity,' about 35~40% of all the Saemaul leaders are poor (10~20), about 56~61% are fair (30~40), but few are excellent (50~60). This phenomenon seems to originate from the closed social structure of the village.
2) In 'understanding,' avove 60% are fair. And in the 'excellent' zone, the awarded (34.7%)are higher than the non-awarded (20.4).
3) In 'flexibility,' a little higher percentage in the 'poor' zone is occupied by the awarded group (41.7%)rather than by the non-awarded (34.6%). Leaders with fair flexibility are 57.7% in the former group and 64.8% in the latter. Like this, the number of Saemaul leaders who have flexibility is comparatively small. Such result may have come from poor social mobility and the colsed social structure.
4) 'Communication' between Saemaul leaders and members is somewhat high. Since Saemaul leaders should play their role as a counsellor to the inhabitants, the above-mentioned phenomenon is worthy to welcome.
5) 'Use of authority' is comparatively high: 60%, fiar; 27%, excellent.
In brief, the awarded leaders are higher in 'understanding' and 'communication' than the non-awarded, while the latter group is a little higher in 'flexibility' than the former, 'objectivity' and 'use of authority' are both similiar.
B. Suggestions
On the basis of the study above, we might make some suggestions:
1. To elect a Saemaul leader who is in the forties of age, and has had high school education or more.
2. To give equal chances for Saemaul training to the leaders of all the other parts in the community, in view of growing the potentiality of leadership for the Saemaul Movement.
3. To raise the leader's interest in 'goal accomplishment' through more practical education of Saemaul Spirit, in view of hiking the leadership up to the level of the (9.9) type.
4. To give the leaders more chances to broaden their social experiences in view of strengthening their 'objectivity' and 'flexibilty.'
5. For a leader to understand as many problems and troubles of the inhabitants as he cna. 'Understanding' is one of the most important factors to make a Saemaul movement successful.

목차 (Table of Contents)

• I. 緖 論 = 49
• 1. 問題의 提起 = 49
• 2. 硏究方法 및 範圍 = 50
• II. 새마을運動과 Leadership = 51
• 1. 地域社會開發과 새마을運動 = 51
• 2. 韓國農村社會의 特性 = 53
• 3. 새마을指導者의 Leadership = 56
• III. 農村새마을指導者의 Leadership = 62
• 1. 調査 및 分析基準 = 62
• 2. 褒賞集團의 基底 = 67
• 3. 類型別 實態 및 分析 = 68
• 4. 特性別 實態 및 分析 = 74
• IV. 結 論 = 90