NATIONAL POLICE: Differences in Leaders’ Followership According to the Total Length of Service as a Police Officer and the Length of Service at the Security Department
0
조회
0
다운로드
1
인용
0
참고문헌
키워드
초록
Purpose: This study aims to demonstrate the differences in leaders' followership in the Korean police organiza-tion according to the total length of service and the length of service at the security department with 91 trainees of the Police Human Resources Development Institute as the research subjects. Method: For the data processing of this study, using the SPSS 23.0 program, frequency analysis was conduct-ed to identify the general characteristics of the research subjects, and Cronbach's α coefficient was calculated to verify the reliability of the questionnaire. One-way ANOVA was conducted to find out the differences in leaders's followership according to the total length of service as a police officer and the length of service at the security department, and Chi-Square was conducted to find out the connection between the total length of service and the length of service at the security department. Results: This study found that leaders' followership varies between police officers depending on their total length of service. It was also shown that leaders' followership varies between police officers depending on their length of service at the security department. In addition, there was a connection between the total length of ser-vice and the length of service at the security department. Conclusion: The results confirmed through this study are believed to be fully utilized as basic data for the de-velopment of programs for improving the followership of police officers working in the security department, but since it is a verification of individual items of the followership, there will be limitations in identifying the differ-ences in overall followership effects according to the length of service.
Abstract
Purpose: This study aims to demonstrate the differences in leaders' followership in the Korean police organiza-tion according to the total length of service and the length of service at the security department with 91 trainees of the Police Human Resources Development Institute as the research subjects. Method: For the data processing of this study, using the SPSS 23.0 program, frequency analysis was conduct-ed to identify the general characteristics of the research subjects, and Cronbach's α coefficient was calculated to verify the reliability of the questionnaire. One-way ANOVA was conducted to find out the differences in leaders's followership according to the total length of service as a police officer and the length of service at the security department, and Chi-Square was conducted to find out the connection between the total length of service and the length of service at the security department. Results: This study found that leaders' followership varies between police officers depending on their total length of service. It was also shown that leaders' followership varies between police officers depending on their length of service at the security department. In addition, there was a connection between the total length of ser-vice and the length of service at the security department. Conclusion: The results confirmed through this study are believed to be fully utilized as basic data for the de-velopment of programs for improving the followership of police officers working in the security department, but since it is a verification of individual items of the followership, there will be limitations in identifying the differ-ences in overall followership effects according to the length of service.
참고문헌 (17)
- 임유신, "상사와 부하의 쌍 관계에서 정서지능과 그 상호작용의 역할에 관한 연구", 경영학연구, 41(6), pp.1251~1283 (2012), 한국경영학회
- Gobble MM, "The Value of Followership", Research Technology Management, 60(4), pp.59~63 (2017)
- Hater JJ, "Superiors' Evaluations and Subordinates' Perceptions of Transformational and Transactional Leadership", Journal of Applied Psychology, 73, pp.695~702 (1988)
- Howell JM, "Transformational Leadership, Transactional Leadership, Locus of Control and Support for Innovation: Key Predictors of Consolidated-business-unit Performance", Journal of Applied Psychology, 78, pp.891~905 (1993)
- Keller RT, "Transformational Leadership and the Performance of Research and Development Project Groups", Journal of Management, 18, pp.489~501 (1992)
- O' RC, "Organizational Commitment and Psychological Attachment: The Effects of Com-pliance, Identification, and Internalization on Prosocial Behavior", Journal of Applied Psychology, 71, pp.492~499 (1986)
- Organ DW, "Organizational Citizenship Behavior: The Good Soldier Syndrome" (1988), Lexington Books
- Podsakoff PM, "Transformational Leader Behaviors and Their Effects on Followers' Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors", Leadership Quarterly, 1, pp.107~142 (1990)
- Kelly RE, "In Praise of Follower", Harvard Business Review, 11-12, pp.142~148 (1988)
- Gilibert GR, "Followership and Federal Worker", Public Administration Review, 11, pp.962~968 (1988)
- Kelley RE, "The Power of Followership" (1994), Doubleday
- Lim Yeo-jin, "Stress Management of KOREAN MILITARY Leaders", International Journal of Military Affairs, 3(2), pp.1~7 (2018), J-INSTITUTE
- Park Gyun-yeol, "A New Approach to Moral Injury of Soldiers during WAR", International Journal of Military Affairs, 4(1), pp.20~25 (2019), J-INSTITUTE
- Jung Byong-sam, "Factors Affecting the KOREA ARMY Soldiers’ Perception of Combat Readiness: Multi-Level Analysis", International Journal of Military Affairs, 1(1), pp.8~20 (2016), J-INSTITUTE
- Jung Byong-sam, "Factors Affecting KOREA ARMY Officers’ Achievement in Professional Development Education", International Journal of Military Affairs, 2(2), pp.1~7 (2017), J-INSTITUTE
- Jung Byong-sam, "The Effect of Ego-Orientation on MILITARY Cadets’ Intention for Sport Activity and Performance", International Journal of Military Affairs, 2(2), pp.8~14 (2017), J-INSTITUTE
- Park Sang-jung, "A Case Study on the Core Competencies of MILITARY Leadership for Junior Officers", International Journal of Military Affairs, 5(1), pp.1~12 (2020), J-INSTITUTE