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변혁적 리더십과 진성 리더십이 조직몰입에 미치는 영향: 심리적 자본의 매개효과를 중심으로

A Study on the Effects of Transformational and Authentic Leadership on Organizational Commitment: Focused on the Mediating Effects of Psychological Capital

한봉주
한국인사행정학회 (Korean Society For Public Personnel Administration)|2015.03|한국인사행정학회보 (Korean Public Personnel Administration Review)|제14권 제1호|pp. 49-78

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참고문헌

키워드

조직몰입변혁적 리더십Transformational LeadershipAuthentic Leadership심리적 자본Psychological CapitalOrganizational Commitment.진성 리더십(Authentic Leadership)
주제분류행정학

초록

21세기 리더십 패러다임은 변화가 필요하다. 특히, 단기간의 경영성과를 올리기 위한 리더의 스타일이나 스킬 향상에서 벗어나 긍정적인 심리를 고양시켜 구성원의 태도나 행동을 변화시키는 리더십을 주목해야 한다. 본 연구는 리더십과 조직몰입 간의 직･간접적인 인과관계 분석을 통해, 구성원의 심리적 자본과 조직몰입을 향상시키는 효과적인 리더십을 제시하고 조직경영방안에 도움을 주는데 목적이 있다. 분석을 위한 자료는 민간기업을 대상으로 2012년 10월부터 12월까지 회수한 147부 설문지를 활용하였다. 그리고 분석 과정에서는 변수 간 관계에 영향을 미치는 잠재적인 동일방법요인이 측정변수에 영향을 주는 것으로 가정하여 동일방법편의에 의한 변수 간 공분산의 문제를 해결하고자 하였다. 본 연구의 결과는 첫째, 진성 리더십이 심리적 자본 및 조직몰입에 긍정적인 영향을 미치는 반면, 변혁적 리더십은 미치는 영향이 없는 것으로 나타났다. 둘째, 진성 리더십과 조직몰입 간의 관계에서 심리적 자본의 매개효과가 있는 반면, 변혁적 리더십과 조직몰입 간에는 매개효과가 없는 것으로 나타났다. 연구의 시사점으로는 첫째, 구성원의 조직몰입을 높이기 위해서는 진성 리더십이 변혁적 리더십 보다 효과적인 리더십이다. 따라서 기업은 진성 리더의 목표와 조직 목표 간의 일체성(personal & organizational identification) 강화, 경쟁담화(competing narratives)을 통한 자기인식 향상, 긍정적 감정과 행동의 확산(positive emotion and behavioral model contagion), HR 제도와 방법론을 갖추어야 한다. 둘째, 진성 리더십이 조직몰입에 긍정적인 영향을 미치기 위해서는 구성원의 긍정적인 심리적 자본을 함양해야 한다. 즉, 긍정조직행태의 가장 핵심적인 연구주제인 심리적 자본은 기질적(trait-like)이 아닌 상태적(state-like)으로서 조직적 개입을 통해 개발해야 한다. 그리고 경험적 이론을 구축하고 과학적인 측정을 통해 조직과 구성원 및 리더에게 올바른 방향성과 통찰력을 제공해야 한다.

Abstract

The leadership paradigm in the 21st century needs to change. In particularly, it should be noted that authentic leadership changes employee attitudes and behaviors through uplifting their positive psychology away from the leader's styles or skills to raise short-term for business performance improvement. This study aims to examine the effects of transformational and authentic leadership as antecedent simultaneously, and psychological capital a mediating variable, on organizational commitment and explore both direct and indirect causal relationships between these by the type of leadership. Data for analysis were collected through questionnaires from 147 employees from October to December 2012. To test the hypotheses, structural equation model was employed. The research model was constructed through a single-method-factor approach in order to control the effect of an unmeasured latent common method biases. The model is shown as adequately fitting to the data. The results of the research are summarized as follows. First, Authentic Leadership has a positive and significant effect on psychological capital and organization commitment, whereas Transformational Leadership has no effect on them. Second, only the mediating effects of psychological capital in the relationship between authentic leadership and organizational commitment were verified, whereas between transformational leadership and organizational commitment has no mediating effect of psychological capital. In conclusion of this study, authentic leadership is more effective a positive influence on psychological capital and organizational commitment then transformation leadership. Therefore, for developing authentic leadership, it is important for corporations to make a identification of leader goals and organizational goals, improve self-awareness through competing narratives, spread positive emotions and behaviors (positive emotion and behavioral model contagion), provide HR systems and methodologies. Employees of the psychological capital should improve effect of authentic leadership on organizational commitment. Psychological capital should be developed as an organizational intervention of state-like and not trait-like. Also, employees and leaders should provide the correct insights and directions through building empirical theory and scientific measurement.

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