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기업 관리자의 개발 리더십 측정도구 개발 연구: 국내 IT기업 A사를 중심으로

Development of Developmental Leadership Inventory for Corporate Managers: Focused on A Company in IT Industry

이민영|배을규|이형우
한국인력개발학회 (The Korean Society For Human Resource Development)|2019.05|HRD연구 (The Korean Journal of Human Resource Development Quarterly)|제21권 제2호|pp. 1-29|DOI 10.18211/kjhrdq.2019.21.2.001

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참고문헌

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리더십leadershipmanager관리자개발 리더십개발 리더십 측정도구부하 직원 성장developmental leadershipdevelopmental leadership inventorysubordinate growth

초록

이 연구는 부하 직원의 성장과 발전을 위해 필요한 관리자의 개발 리더십 측정도구를 개발하는 데 그 목적이 있다. 이를 위하여 선행 연구 검토, 인터뷰를 통해 개발 리더십 정의, 구성 요인, 문항 등을 측정도구 초안으로 구성하였고, 학계 및 현장 전문가를 통해 수정된 델파이 기법(modified delphi technique)을 활용하여 측정도구 초안을 수정한 후 5개 요인, 38개 문항을 도출하였다. 그리고 수정된 측정도구의 타당화를 위하여 국내 IT 기업 A사 구성원을 대상으로 자료를 수집하였고, 탐색적 요인분석(집단 1: 379명), 확인적 요인분석(집단 2: 383명)을 실시하였다. 탐색적 요인분석 결과, 5개 요인, 24개 문항으로 구성된 요인 구조를 확인하였고, 확인적 요인분석 결과, 5개 요인, 24개 문항을 확인하였으며, 모형 적합도는 RMR=.026, GFI=.910, TLI=.946, CFI=.953, RMSEA=.049(.042~.056)로 나타났다. 그리고 각 요인 별 신뢰도(Cronbach´s α)를 살펴보면, 학습문화 조성은 .850, 건설적 피드백 .809, 경력관리 지원 .812, 역할모델 실천 .843, 정서적 배려 .868로 나타나 모두 양호한 것으로 나타났다. 이를 통해 기업 관리자의 개발 리더십은 학습문화 조성, 건설적 피드백, 경력관리 지원, 역할모델 실천, 정서적 배려로 구성되어 있음을 확인하였다. 연구 결과를 바탕으로 인적자원개발 분야에서의 개발 리더십에 대한 이론 및 실천적 시사점을 제시하였다.

Abstract

The purpose of this study was to develop developmental leadership inventory for coporate managers. A critical review of extant literature and interview led to a provisional definition of developmental leadership, provisional definitions of construct factors in development leadership, and several item statements regarding each construct factor, which resulted in a initial Development Leadership Inventory(DLI) for corporate manager. Initial DLI was revised by a modified delphi technique using academic and field expert panels(resulted in 5 factors, 38 items). Revised Inventory was construct-validated by a sample of employees in A company representative of IT industry in Korea. Construct validation was implemented with a exploratory factor analysis(group 1: 379 employees) and confirmatory factor analysis(group 2: 383 employees). The findings were as followings; First, Exploratory factor analysis resulted in 5 factors(creating learning culture, constructive feedback, supporting career management, practicing role modeling, emotional consideration), which consisted in a total of 24 items. Second, Confirmatory factor analysis resulted in statistically significant path-coefficients among 5 factors and 24 items, which also showed a good fit model of DLI RMR=.026, GFI=.910, TLI=.946, CFI=.953, RMSEA=.049(.042~.056). and Each factor had a internal consistency among items, showing appropriate Cronbach’s alpha values(creating learning culture .850, constructive feedback .809, supporting career management .812, practicing role modeling .843, emotional consideration .868). Finally, based on these results, several implications were discussed in terms of theory and practice in leadership and HRD fields.

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