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코칭리더십 척도 개발 및 타당화

Development and Validity of the Coaching Leadership Scale

탁진국|조은현
한국산업및조직심리학회 (Korean Society for Industrial and Organizational Psychology)|2011.02|한국심리학회지: 산업 및 조직 (Korean Journal of Industrial and Organizational Psychology)|제24권 제1호|pp. 127-155|DOI 10.24230/ksiop.24.1.201102.127

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키워드

자기효능감Self-efficacy리더십Leadership코칭코칭리더십조직태도Coaching leadershipCoaching leadership scale코칭리더십척도Organizational attitude
주제분류심리과학

초록

본 연구의 목적은 코칭의 개념을 리더십에 도입하여 코칭리더십 척도를 개발하는 것이다. 척도를 개발하기 위해 문헌연구, 포커스그룹 인터뷰, 임원코칭 전문가 인터뷰 및 직장인을 대상으로 한 개방형 설문조사 결과를 분석하여 8개요인 125문항을 개발하였다. 두 차례의 예비검사(1차 293명, 2차 200명)를 실시하여 4개요인 38문항을 선정하였다. 마지막으로, 일반 직장인 600명으로부터 자료를 모아 이들을 두 집단으로 나누어 한 그룹은 탐색적 요인분석을, 다른 한 그룹은 확인적 요인분석을 실시하여 존중, 목표제시와 피드백, 관점변화, 부하의 성장과 발전에 대한 믿음, 4개 요인 24문항을 최종 도출하였다. 코칭리더십은 자기효능감 및 조직태도(상사신뢰, 조직몰입, 조직시민행동) 등의 준거변인과 유의하게 상관이 높게 나타나 준거관련타당도가 검증되었다. 마지막으로 연구결과를 토대로 본 연구의 학문적 의의 및 실무적 시사점, 그리고 제한점과 미래연구 과제에 대해 논의하였다.

Abstract

The purpose of this study was to develop the coaching leadership scale and to examine the validity of the scale and the effect of coaching leadership on organizational attitude. 125 preliminary items and 8 factors of the coaching leadership scale were obtained based on contents analyses of relevant articles, focus group interview, executive coach interviews, and open questionnaires. I used an on-line survey to collect data. The initial coaching leadership scale was distributed to 293 employees for the first sample and 200 employees for the second sample. Results of exploratory factor analyses of the scale showed that the four factor solution with 38 items fit the data best. To test the validity of the scale, the questionnaire was distributed to 600 employees who were working in various types of companies. In order to check cross-validity of the scale, the total group was divided into two sub-groups with 300 employees of each group. 4 factors(respect, goal-setting and feedback, changing the view point, and belief of the growth potential of subordinates) with 24 items were obtained based on exploratory factor analyses for the first sub-group. This four-factor solution was supported by an confirmatory factor analysis for the second sub-group. The coaching leadership scale was significantly correlated with various criteria such as self-efficacy and supervisor trust, organizational citizenship, and organizational commitment, confirming criterion related validity of the scale. Finally, the implications and limitations of this study and the directions for the future research were discussed.

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