리더십 스티일과 조직유효성 간의 관계 : 잡 크래프팅 매개효과
Relationship between the leadership style and organizational effectiveness : Job crafting mediation effect
0
조회
0
다운로드
6
인용
0
참고문헌
키워드
초록
In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member’s assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member’s job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.
Abstract
In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member’s assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member’s job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.
참고문헌 (47)
- Spinelli, R. J, "The applicability of Bass’s model of transformational, transactional, and laissez-faire leadership in the hospital administrative environment", Hospital topics. Research and Perspectives on Healthcare, 84(2), pp.11~18 (2006)
- Thompson, N, "Theory and practice in human services" (2000), McGraw-Hill Education
- Burns, J. M, "Leadership" (1978), Harper & Row
- Yukl, G. A, "Leadership in organization" (2002), Prentice Hall
- Bass, Bernard M, "Leadership and performance beyond expectation" (1985), The Free Press
- Nutt, W. O, "Leaders: The Strategies for Taking Charge Summary of book" (1985), Harper & Row, Publishers, Inc
- Tichy, N. M, "The Transformational Leader" (1986), John Wiley & Sons, Inc
- Schriesheim, C. A, "Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices", Leadership Quarterly, 10, pp.63~113 (1999)
- Hyen A Oh, "An Effect of Authentic Leadership and Transformational Leadership on job crafting:with Mediating Effect of Positive Psychological Capital and Organizational Identification", pp.2017
- 이덕로, "직무특성이 개인창의성에 미치는 영향: 선행적 행동의 매개효과를 중심으로", 경영학연구, 37(3), pp.443~475 (2008), 한국경영학회
- Kilburg, R. R, "Foreword: Executive coaching as an emerging competency in the practice of consultation", Consulting Psychology. Journal: Practice and Research, 48(2), pp.59~60 (1996)
- Srivastava, A, "Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance", Academy of Management Journal, 49(6), pp.1239~1251 (2006)
- Dulewicz, V, "Emotional intelligence: can it be measured reliably and validly using competency data", Competency, 6(1), pp.28~37 (1998)
- Kee San Jung, "Relationship between Middle Managers' Behavioral Characteristice by Leadership Style and Followers'", Trust. Korea Society of Agricultural Extension, 9(2), pp.247~262 (2002)
- Hunt, James M, "The coaching manager: developing top talent in business" (2002), Sage Publications
- Stowell, H. H, "Temperature dependence ofsphalerite compositions in natural assemblages and the tectonic history of the southeast Alaskan Coast Ranges", Ph.D., pp.1986
- Goleman, D, "Primal leadership" (2002), Harvard Business School Press
- Brown, Steven P, "Antecedents and Consequences of Salesperson Job Satisfaction: Meta-Analysis and Assessment of Causal Effects", Journal of Marketing Research, 30, pp.63~77 (1993)
- Jaramillo, F, "A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research", Journal of Business Research, 58, pp.705~714 (2005)
- E. A. Locke, "Satisfiers and dissatisfiers among white collar and blue collar employee", Journal of Applied Psychology, 58(1), pp.67~76 (1973)
- Constance, N. A, "Job satisfaction and performance and Human performance", 9(2), pp.63~ (1973)
- Lawler, Edward, "Affective Attachment to nested Groups", American Sociological Review, 57(3), pp.327~339 (1992)
- Schermerhone, J. R, "Essentials of Management and Organizational Behavior" (1996), John Wiley &Sons
- Mathieu, John E, "A review and meta-analysis of antecedents, correlates, and consequences of organizational commitment", Psychological bulletin, 108(2), pp.171~194 (1990)
- Meyer, John P, "A three-component conceptualization of organizational commitment", Human Resource Management Review, 1(1), pp.61~89 (1991)
- Organ, D. W, "Organizational Citizenship Behavior: The Good Soldier Syndrome" (1988), Lexington Book
- Podsakoff, P. M, "Organizational Citizenship Behavior and Managerial Evaluations of Employee Performance: A Review and Suggestions for the Future Research", Research in Personnel and Human Resources management, 11, pp.1~40 (1993)
- 안대영, "일선 소방 공무원의 조직 행태에 관한 실증연구 - 셀프 리더십, 조직 몰입, 혁신 행동, 조직 시민 행동 간의 관계를 중심으로-", Crisisonomy, 9(8), pp.193~210 (2013), 위기관리 이론과 실천
- 정재명, "지방자치단체의 상관 리더십유형이 조직몰입 및 노조몰입에 미치는 영향 연구: 경상남도 지방공무원들의 인식을 중심으로", 행정논총, 49(2), pp.149~177 (2011), 한국행정연구소
- Jang H. I, "The Effect of 119 Rescue Center Directors' Leadership Style on Organizational Commitment: Focused on the Leadership Alternative Theory", The Korean Society for Public Personnel Administration, 13(3), pp.1~22 (2014)
- Jong Soon Jin, "Leadership, Job Satisfaction and Organizational Commitment in the Local Governments of Korea and China", Local Government Research, 18(2), pp.57~83 (2014)
- 금용주, "변혁적‧거래적 리더십이 조직성과에 미치는 영향", 한국행정논집, 26(1), pp.53~75 (2014), 한국정부학회
- 이준우, "텔레마케팅에서 코칭리더십이 소속원의 직무만족에 미치는 영향에 관한 연구", 디지털융복합연구, 11(7), pp.97~110 (2013), 한국디지털정책학회
- 박동수, "조직구성원이 인지한 CEO의 감성리더십과 조직유효성의 관계에서 신뢰의 조절효과- 중소기업 CEO를 중심으로 -", 대한경영학회지, 22(5), pp.2741~2768 (2009), 대한경영학회
- 이순구, "호텔기업 관리자의 감성리더십이 조직유효성과 고객지향성에 미치는 영향", 관광레저연구, 23(1), pp.121~140 (2011), (사)한국관광레저학회
- Wrzesniewski, A, "Crafting a job: Revisioning employees as active crafters of their work", Academy of Management Review, 26, pp.179~201 (2001)
- "Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting (Doctoral dissertation)"[URL]
- Tims, M, "Development and validation of the job crafting scale", Journal of vocational behavior, 80(1), pp.173~186 (2012)
- Quinn, R. P, "The 1977 Quality of Employment Survey" (1978), Institute for Social Research, University of Michigan
- Porter, Lyman W, "The etiology of organizational commitment" (1970), University of California
- Morrison, E.W, "Role definitions and organizational citizenship behavior: The importance of the employee’s perspective", Academy of Management Journal, 37(6), pp.1543~1567 (1994)
- Tims, M, "Development and validation of the job crafting scale", Journal of vocational behavior, 80(1), pp.173~186 (2012)
- Chan, K, "Toward a theory of individual differences and leadership: Understanding the motivation to lead", Journal of App lied Psychology, 86(3), pp.484~498 (2001)
- 강수돌, "변혁적 리더십, 거래적 리더십과 직무만족: 내재적 동기부여의 매개효과", 인적자원개발연구, 13(2), pp.21~40 (2010), 한국인적자원개발학회
- 한봉주, "변혁적 리더십, 진정성 리더십과 조직몰입 간의 관계에 관한 연구: 심리적 자본과 LMX의 매개효과를 중심으로", 한국조직학회보, 10(1), pp.157~201 (2013), 한국조직학회
- 김상덕, "윤리적 리더십은 언제 필요한가?: 유통경로 리더의 조직간 관계관리전략이 팔로워의 성과에 미치는 영향과 윤리적 리더십의 역할", 대한경영학회지, 25(3), pp.1555~1582 (2012), 대한경영학회
- Shin, C. W, "A study on the moderating effects of ethical integrity between leadership style and organizational effectiveness", The Korean Journal of Human Resource Development, 7(1), pp.1~22 (2005)