Vol.7, No.1, January (2017), pp. 433-441 http://dx.doi.org/10.14257/ajmahs.2017.01.69 상사의변혁적리더십이부하의조직몰입에미치는영향 임몽택 요약 리더십은부하의조직몰입을근본적으로증진시키는중요한추진력중의하나이다많은연구들에서변혁적리더십은조직몰입에긍정적영향을미치는것으로밝혀졌다본연구의목적은상사의변혁적리더십과부하의조직몰입간의관계를검증하고부하의조직몰입을증진시킬수있는변혁적리더십전략을제안하는데있다연구대상은광주시에소재한중소기업근로자명을연구대상으로하였다연구를위한자료는설문지를통해수집하였으며수집된자료는를이용해분석하였다구성원의지위에따라조직몰입에주된영향을미치는변혁적리더십하위요인들이다른가를분석한결과첫째일반사원들은영감적동기부여가조직몰입에가장큰영향을미치는것으로나타났다둘째중간관리자들은예외관리가조직몰입에가장큰영향을미치는것으로밝혀졌다셋째상위관리자들은개별적배려가조직몰입에가장큰영향을미치는것으로밝혀졌다이러한연구결과를볼때리더가구성원의조직몰입도를높이기위해서는구성원의지위에따라차별화된변혁적리더십전략을사용해야한다는것을알수있다핵심어변혁적리더십조직몰입영감적동기부여예외관리개별적배려 Abstract Leadership is one of the significant driving forces that can radically improve the organizational commitment. Evidence from an array of studies has supported the positive effect of transformational leadership on organizational commitment. The purpose of this research is to examines the relationship between transformational leadership and the followers organizational commitment. Furthermore, the followers organizational commitment. research suggest that a seeks to transformational leadership strategy for followers organizational commitment. The sample was drawn from 392 employees of small and medium sized enterprise, located in city of Gwangju. The method of collecting data was through a questionnaire and analyzed through SPSS/PC+. Test hypotheses about the extent to which employee class plays a role in the effects of the transformational leadership subordinate factors on followers organizational commitment. The result shows that first, the inspirational motivation has a primary effect on the organizational Received (November 11, 2016), Review Result (November 25, 2016) Accepted (December 2, 2016), Published (January 31, 2017) 이연구는인문사회과학기술융합학회년추계학술대회발표논문을확장한것임이연구는년광주대학교대학연구비의지원을받아수행되었음 Copyright 2017 HSST 433
commitment for those employees with lower class. Second, the management by exception has a primary effect on the organizational commitment for those employees with middle class. Third, the Individualized consideration has a primary effect on the organizational commitment for those employees with upper class. These results suggest that a transformational leadership strategy aimed at followers organizational commitment should be used based on employee class. Key words: transformational leadership, organizational commitment, Inspirational motivation, management by exception, individualized consideration 연구의필요성및목적 서론 리더십효과성은매우다양한관점에서연구되어왔다특성연구에서시작된리더십연구는유형연구와상황적합연구를거치면서지속적으로연구자들및실무자들에게중요한주제를제시하였으며변혁적리더십도그중의하나이다변혁적리더십이란부하들의역량을극대화하려는부하지향적리더십이다근래들어변혁적리더십이강조되는이유는기술혁신이빠르고강하게이루어질뿐만아니라과업의경계가무너지고있고인공지능으로대표되는디지털혁명의시대가도래하였고이에대응하기위해서는구성원개개인의창의와혁신역량이무엇보다중요하기때문이다새로운비즈니스환경은지속적인혁신을요구하고있으며변혁적리더십은혁신에매우효과적인리더십으로조명받고있다변혁적리더십은구성원들이조직의문제를해결하는데있어서새로운관점을갖고사고할수있도록함으로써새로운지식과아이디어를창출하는데도움을주기때문이다또한변혁적리더십은생산성직무만족조직몰입등과같은조직유효성에도긍정적영향을미치는것으로나타났다조직유효성지표로서조직몰입은근래들어조직성과를이해하는데매우중요한요인으로간주되고있다조직몰입은조직의목표와가치를수용하고조직을위해헌신하며조직의구성원으로서계속남아있으려는개인의신념과의지이다따라서구성원의조직몰입은조직과개인의일체감을형성하는데매우중요한요인이며이는조직의유효성에도강한영향을미치게된다그동안이루어진많은연구에서변혁적리더십은조직몰입에긍정적영향을미치는것으로나타났다본연구는이러한관점에서상사의변혁적리더십이부하의조직몰입에미치는영향을분석하고자한다본연구주제와관련된연구들이많이이루어지기는했지만조직몰입에주된영향을미치는변혁적리더십하위요인들이부하의개인적특성에따라다른가를분석한연구는많지않다따라서본연구에서는부하의조직몰입에영향을미치는변혁적리더십하위요인들이부하의지위에따라다른가를실증분석하는데있다 434 Copyright 2017 HSST
연구의이론적배경 Vol.7, No.1, January (2017) 변혁적리더십이론은 에의해최초로제시되었다 변혁적리더십이란리더가구성원들 과함께양자모두의동기유발수준과도덕수준을높이는연결관계를창조해가는과정이다 변 혁적리더는카리스마를활용하여부하들의충성심과열정을이끌어내고지적자극을활용하여부 하들이혁신적인방법으로문제를인식하여해결책에이를반영하도록동기부여한다또한개별 적배려를통해부하들의니즈와스킬에주의를기울임으로써그들의개인적성장을지원한다 변혁적리더십의전범위이론 은 에의해제시되었으며가장광 범위하게연구된리더십모형중의하나이다 의전범위리더십모형은변혁적리더십 거래적리더십 자유방임적리더십 등세가지리더십스타일에초점을맞추고있다 변혁적리더십은 이상적영향력 영감적동기부여 지적자극 개별적배려 로구성되며거래적리더십은업적에따른 보상 예외관리 로구성된다이밖에자유방임적 리더십이있다 이상적영향력이란리더가가지고있는카리스마를바탕으로한영향력을의미한다카리스마를 가진리더는자신의역량과구성원들의신뢰감을바탕으로항상자신감있고소신에찬목표지향 적행동을보이며이것들이구성원들에게는본받고싶은강력한역할모델이된다이상적영향력 은귀인적요소 와행동적요소 로측정된다영감 적동기부여는구성원들이공유된조직의비전을달성할수있도록동기유발을통해끊임없이구 성원들의의욕을자극하는리더의행동이다유능한리더는조직이나아갈방향과목표를뚜렷이 하고구성원들과효과적인의사소통을통해구성원들의개인적목표와조직적목적이어떻게통 합될수있는지를설명하여구성원들의행동을성과지향적으로이끈다지적자극이란구성원들의 창의성을자극하여혁신을통해지속적성장을도모하려는리더의행동이다디지털혁명을기반 으로하는제차산업혁명은사회의모든영역에서패러다임의전환에가까운변화를가져왔으며 이러한시대에경쟁력을갖추기위해서는창의성이무엇보다중요한역량으로간주되고있다환 경의변화는혁신을불가피하게했고혁신을위해서는창의적개인과창의적조직이필요하게된 것이다지적자극은인공지능사물인터넷로봇공학으로대변되는제차산업혁명시대를대비하기 위해구성원들이갖추어야할역량을개발하는데있어서매우중요한리더의행동이라할수있 다개별적배려는구성원의개인적욕구와관심에도세심하게반응하고지원하려는리더의행동 이다리더는구성원들이목표를달성할수있도록동기부여하고임파워먼트해야한다동기부여 의경우개인차를충분히고려하여부하들의마음을움직일수있는동기를부여해야하며임파워 먼트를통해그들이역량을확장하고활성화할수있는기회를제공해야한다 거래적리더십요인으로서업적에따른보상은구성원의성과가보상과교환되는리더와구성 Copyright 2017 HSST 435
원사이의교환과정이다이경우구성원들이달성해야할성과는공식적으로명확하게규정되어있으며이에대응하는보상체계또한명확하게규정되어있다거래적리더십은구성원보다는구성원의성과를바탕으로한조직의성장과발전에초점을맞추고있다예외관리는적극적예외관리와소극적예외관리로구분된다적극적예외관리는구성원들이과업을수행하면서조직의기대에어긋나거나바람직하지못한행동을했을때적극적인피드백을통해그때그때이를교정해나가는것을말하며소극적예외관리는구성원의성과나행동이기준에미달하거나문제가표면화된후에야개입하는관리형태를말한다거래적리더십은강화법칙과관련이있다강화는적극적강화소극적강화벌소거이있다적극적강화란구성원들의행동이나성과가조직의기대를충족한경우이에상응하는보상을함으로써바람직한행동과보상간의관계를강화하는것이다이때보상을적극적강화요인이라하고행동과보상의관계를학습하는과정을적극적강화라고한다소극적강화란적극적강화와는달리구성원들의행동이나성과가가조직의기대를충족한경우보상을하는것이아니라불유쾌하고부정적인자극을제거하거나철회하는것을말한다벌이란구성원의행동이나성과가조직의기대에어긋나는경우바람직하지못한행동을제거하기위한자극이다벌이바람직하지못한행동의빈도나성과를감소시키는데효과적이기는하지만벌의부정적효과도크기때문에벌은조심스럽게적용되어야한다소거란바람직하지못한행동을제거하기위해서보상과같은긍정적강화물을중단하는것이다소거를적용할때는바람직한행동을유발할수있는강화법칙과병행할필요가있다자유방임적리더십이란리더십이없는상태이다자유방임적리더는리더로서의책임과역할을포기하고구성원들과과업및목표와관련된의사소통을하지않으며어떠한피드백도제공하지않는비거래적인행동을한다에의해제시된변혁적리더십의전범위이론은변혁적거래적자유방임적리더십을모두포함하고있다이중연구자및실무자가관심을기울여야할리더십은변혁적리더십과거래적리더십이다거래적리더십이개인의행동과성과를바람직한방향으로이끄는데있어서효과적이라면변혁적리더십은성과이전에구성원의동기를자극하여성과달성을위한구성원의역량을극대화하려는리더의노력이다따라서장기적인관점에서본다면거래적리더십보다변혁적리더십이선행되어야한다변혁적리더십의핵심은감성지능이다변혁적리더는구성원들의동기와욕구에관심을기울이며그들이능력을최대한발휘할수있도록지원한다이때리더구성원간의긍정적관계를형성하는데있어서리더의감성지능은매우중요하며변혁적리더십은감성지능과도관련이있는것으로밝혀졌다감성지능이란자신의속성과상태를객관적으로판단해자신을명확하게인식하고자신의기분과충동을통제하며타인의감정상태를공감하여타인과좋은관계를유지할뿐만아니라관계를관리하고네트워크를구축하는능력이다감성지능은자아인식자기규율동기부여공감사회적스킬 436 Copyright 2017 HSST
Vol.7, No.1, January (2017) 로구성되어있다감성지능수준이높은리더는공감을사용하여구성원들을이끌며구성원들은자신들이리더에의해보호받고있음을느끼게된다조직몰입이란조직의가치와목표를수용하고조직의구성원으로계속남아있으며조직을위해헌신하려는의지를말한다조직몰입은정서적몰입지속적몰입규범적몰입으로구성된다정서적몰입이란조직에대한감정적애착이나조직과의일체감등조직에대해느끼고있는긍정적심리상태를말한다지속적몰입이란현재의조직일원으로서계속남아있으려고하는일관된심리상태를의미한다규범적몰입이란조직에대한책임및의무감과관련하여당위적이라지각하고있는심리상태를의미한다따라서조직몰입도가높은구성원은상대적으로조직충성도가높다고말할수있으며조직의지속적발전과성장을위해자신의과업에대해서최선을다할것이다그러므로조직유효성을증진시키는데있어서구성원의조직몰입도를향상시키는것은매우중요하며조직몰입이조직의성과변수의하나로중요하게간주되고있는이유는구성원의조직몰입이생산성직무만족등다른성과변수들보다상황변동성이상대적으로낮기때문이다 연구표본 연구방법 본연구의실증분석을위해서는먼저광주시소재제조중소기업근로자명을연구대상으로선정하였으며설문지회수결과불성실한응답자나무응답자를제외한명이최종표본으로선정되었다표본의인구통계적분포는성별남자명여자명연령별대대대대학력별고졸전문대졸대볼직종별생산직사무직로구성되어있으며본연구의실증분석을위한집단분류기준인지위별로는일반사원명대리과장등중간관리자명차장부장등상위관리자명으로구성되어있다 분석방법 실증분석을위한자료는설문지를통해수집하였으며변혁적거래적리더십의측정은와가개발한를활용하였다는리더십의여러차원들즉전범위리더십유형을모두포함하고있다조직몰입은가개발한를활용하였다수집된자료는를활용하였으며요인분석과회귀분석을이용하여분석하였다 Copyright 2017 HSST 437
실증분석 구성원의조직몰입에주된영향을미치는변혁적거래적리더십의하위요인들이구성원의지위에따라다른가를분석하기위해회귀분석을실시한결과는표표표과같다첫째일반사원들의조직몰입에영향을미치는변혁적거래적리더십하위요인들의영향력을분석한결과표일반사원들의조직몰입에가장큰영향을미치는변혁적거래적리더십하위요인은영감적동기부여로나타났으며다음으로업적에따른보상예외관리이상적영향력순으로많은영향을미치는것으로나타났다변혁적리더십하위요인으로서영감적동기부여가조직몰입에가장큰영향을미치는요인으로나타난이유는일반사원들의경우업무관련경험이많지않고조직내에서차지하는지위가낮기때문에리더가조직의목표와비전을제시하고코칭을통해끊임없이자신들을고무시켜목표를달성케하는영감적동기부여에가장긍정적반응을보이기때문으로생각된다 표 변혁적거래적리더십이조직몰입에미치는영향일반사원 변혁적리더십요인 B SE B Beta T Sig T 이상적영향력.128.064.150 1.988.048 영감적동기부여.201.067.214 2.986.003 지적자극.109.060.124 1.826.069 일반사원 개별적배려.003.062.004.053.958 업적에따른보상.173.062.187 2.799.006 예외관리.191.069.182 2.763.006 (constant).870.236 3.685.000 R²c =.413 F = 24.584 Sig F =.000 둘째중간관리자들의조직몰입에영향을미치는변혁적거래적리더십하위요인들의영향력을분석한결과표중간관리자들의조직몰입에가장큰영향을미치는변혁적거래적리더십하위요인은예외관리로나타났으며다음으로지적자극이많은영향을미치는것으로나타났다변혁적리더십하위요인으로서예외관리가조직몰입에가장큰영향을미치는요인으로나타난이유는중간관리자들의경우입사초기에비해과업수행역량은많이향상되었으나조직과자신의직무에대한열정과헌신성이초기보다는저하된상황이기때문에상사가과업수행과정혹은과업수행결과에대해서통제하고피드백하는적극적예외관리나소극적예외관리가조직몰 438 Copyright 2017 HSST
입에가장강한영향을미치기때문으로생각된다 Vol.7, No.1, January (2017) 표 변혁적거래적리더십이조직몰입에미치는영향중간관리자 변혁적리더십요인 B SE B Beta T Sig T 이상적영향력.038.125.044.301.764 영감적동기부여.114.129.144.888.378 지적자극.303.148.325 2.052.044 중간관리자 개별적배려.097.149.019.648.519 업적에따른보상.139.138.170 1.008.317 예외관리.411.142.350 2.901.005 (constant) 1.202.586 2.050.045 R²c =.216 F = 3.718 Sig F =.002 셋째상위관리자들의조직몰입에영향을미치는변혁적거래적리더십하위요인들의영향력을분석한결과표상위관리들의조직몰입에가장큰영향을미치는변혁적거래적리더십하위요인은개별적배려로나타났다 표 변혁적거래적리더십이조직몰입에미치는영향상위관리자 변혁적리더십요인 B SE B Beta T Sig T 이상적영향력.258.168.303 1.531.133 영감적동기부여.143.188.133.762.450 지적자극.080.144.088.553.593 상위관리자 개별적배려.374.180.472 2.084.043 업적에따른보상.116.144.166.806.425 예외관리.166.154.176 1.076.288 (constant) 1.308.502 2.606.013 R²c =.315 F = 31.907 Sig F =.000 변혁적리더십하위요인으로서개별적배려가조직몰입에가장큰영향을미치는요인으로나타난이유는상위관리자들의경우관리자급을넘어서경영자급으로승진하기위해서는경력관리가 Copyright 2017 HSST 439
무엇보다중요하며경력목표를달성하기위한로드맵을작성하고이를실천하는데있어서최고경영자를비롯한경영층의개별적배려가필요하기때문으로생각된다 결론 오늘날산업의경계는빠르게무너지고있으며정보와기술의융복합을통해가치를창출하는디지털혁명의시대가되었다이러한시대에조직이지속적으로성장하고발전하기위해서는리더가조직의비전을명확하게제시하고구성원들이이를공유하게하여조직의목표달성을위해서구성원모두가최선을다하는분위기를만들어야한다이를위해서리더는부하들에게이상적영향력을발휘하여야하고공유된비전을달성할수있도록영감을불어넣어야하며창의성과혁신성을높일수있도록지적으로자극하고개별적배려를통해그들이스스로행동할수있도록마음을움직여야한다그동안리더십효과성에대해서는많은연구가이루어져왔지만창의와혁신이무엇보다요구되는현시점에서변혁적리더십은매우효과적인리더십의하나로간주되고있다그러나본연구의실증분석결과변혁적리더십의하위요인들예컨대이상적영향력영감적동기부여지적자극개별적배려등이부하의조직몰입에미치는영향은부하의지위에따라다르게나타났다이러한결과는상사의변혁적리더십에대해서부하들이자신의지위에따라다르게반응한다는것을의미한다물론가장민감하게반응하는변혁적리더십하위요인을제외한다른하위요인들이부하의조직몰입에긍정적영향을미치지않는다고말할수없지만부하들이지위에따라민감하게반응하는변혁적리더십하위요인들이지위에따라다르다면리더는부하들의조직몰입도를높이기위해부하들의지위에따라차별화된리더십스킬을발휘해야할것이다결론적으로변혁적리더십은디지털혁명시대에구성원의창의와혁신역량을증진시키는데매우효과적인리더십이며부하들의조직몰입도를높이는데있어서도매우유용하다리더가구성원의개인적특성에따라적절하면서도유효한리더십스킬을사용할때공감은높아질것이고리더십효과도커질것이다 440 Copyright 2017 HSST
Vol.7, No.1, January (2017) References [1] M. S. Ghasabeh, C. Soosay, C. Reaiche, "The Emerging Role of Transformational Leadership," The Journal of Developing Areas, (2015), Vol 49, No. 6, pp. 459-467 [2] S. Pradhan, R. K. Pradhan, "An Empirical Investigation of Relationship among Transformational Leadership, Affective Organizational Commitment and Contextyal Performance," Vision, (2015), 19(3), pp.227-235 [3] J. M. Burns, Leadership, Haper & Row, New York, 1987 [4] B. M. Bass, B. J. Avolio, The implications of transactional and transformational leadership for individual, team, and organizational development," Research in Organizational Change and Development, (1990), 4, pp.231-272 [5] M. Dussault, E. Frenette, "Superviors' Transformational Leadership and Bullying in the Workplace," Psychological Reports: Employment Psychology & Marketing, (2015), 117, 3, pp.724-733 [6] D. Dabke, "Impact of Leader's Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View," Business Perspectives and Research, (2016), 4(1), pp.27-40 [7] B. M. Bass, Leadership and performance beyond expectations, New York: Free Press, 1985. [8] B. J. Avolio, Full Leadership development, Thousand Oaks, CA: sage, 1999. [9] M. Mathew, K. S. Gupta, "Transformational Leadership : Emotional Intelligence," Journal of Indian Management, (2015), April-June, pp. 75-89 [10] F. Luthans, Organizational Behavior(10th ed.), McGraw-Hill. 2005. Copyright 2017 HSST 441