Vol.6, No.10, October (2016), pp. 393-401 http://dx.doi.org/10.14257/ajmahs.2016.10.30 조직시민행동선행요인들에대한실증적연구 임몽택 요약 본연구의목적은조직시민행동선행요인으로서상사의리더십스타일이구성원의조직시민행동에미치는영향을분석하는데있다조직시민행동은직무가요구하는공식적인행동을넘어서구성원들이자발적으로행하는조직에유익한행동을말한다조직시민행동은조직의생산성을향상시키는데매우중요한요인중의하나다실증분석을위한표본은광주시에소재한중소기업근로자명이며실증분석을위한자료는설문지를통해수집하였고수집된자료는를이용해분석하였다실증분석결과첫째일반사원의조직시민행동에가장큰영향을미치는변혁적리더십요인은지적자극으로나타났으며둘째중간관리자들의조직시민행동에가장큰영향을미치는변혁적리더십요인도지적자극으로나타났고셋째상위관리자들의조직시민행동에가장큰영향을미치는변혁적리더십요인은이상적영향력으로나타났다이러한연구결과는구성원의조직시민행동을활성화시키기위해서는상사가구성원의직위에따라리더십스타일을차별화하여시행해야한다는것을의미한다핵심어조직시민행동변혁적리더십개별적배려지적자극이상적영향력 Abstract The purpose of this study was empirically prove the influence of leadership style as one of the antecedents of organizational citizenship behaviors in employees' organizational citizenship behavior. organizational citizenship behavior is generally defined as behavior that goes beyond the formal requirements of the job and that which is beneficial to the organization. organizational citizenship behavior is one of most important factors for enhancing organizational productivity. The sample was drawn from 242 employees of enterprise, located in city of Gwangju. The method of collecting data was through a questionnaire and analyzed through SPSS/PC+. The result shows that First, the intellectual stimulation has a primary effect on the organizational citizenship behavior for those employees with lower class. Second, the intellectual stimulation has a primary effect on the organizational citizenship behavior for those employees with middle class. Third, the idealize influence has a primary effect on the organizational citizenship Received (August 12, 2016), Review Result (August 29, 2016) Accepted (September 5, 2016), Published (October 31, 2016) 이연구는인문사회과학기술융합학회하계학술대회발표논문을확장한것임이연구는년도광주대학교대학연구비의지원을받아수행되었음 Copyright 2016 HSST 393
behavior for those employees with upper class. These results suggest that in order to enhancing employee s organizational citizenship behavior, leadership style should differentiate based on employee class. keywords: organizational citizenship behavior, transformational leadership, Individualized Consideration, Intellectual Stimulation, Idealize Influence 연구의필요성및목적 서론 경영환경의변화가역동적이고불확실할수록기업은이에탄력적으로대응할수있는역량을갖춰야하며역량의중심에는항상인적자원이있다예측하기어려운새로운넥스트패러다임의시대에기업이경쟁력있는가치를시장에제공하기위해서는구성원모두가개인적역량을효과적으로결합하여팀이나조직단위로새로운가치를창조하고증폭시키며확산시켜야하기때문이다이러한관점에서조직의구조도대부분기계적조직에서유기적조직으로변화하고있으며팀조직의부상도그중의하나이다따라서근래들어효과적인팀을구축하기위한방안이나팀몰입팀효과성에대한관심이증대되고있다많은부분에서작업단위도개인단위에서팀단위로변화되고있으며팀원간의사소통이나상호작용을통합시너지증대와같은주제들이학계나실무계에서팀효과성증진을위한연구주제로서자주거론되고있다그이유는개인적역량과단일자원의수월성만으로는복잡화시대가요구하는융합적가치를지닌제품혹은서비스를시장에제공할수없기때문이다근래들어영리조직을대상으로구성원들의조직시민행동에대한연구가활발히이루어지고있는이유도이와맥을같이하고있다조직시민행동이란구성원이조직과의계약관계에의해요구되는공식적인행위나역할을넘어서자발적으로타인이나조직의이익을위해하는행동이나역할을말한다예컨대일에쫒기는동료의작업을도와준다거나회사에늦게까지남아서자신이하지않아도될잔일을한다거나회사의온갖행사에적극적으로참여하는등하지않아도개인의신상에아무런문제가되지않는행동이나역할을동료나조직을위해자발적으로하는이타적행동을말한다타인이나조직을위한구성원들의이타적행동은상호간의소속감및애정을강화할것이고이것들은점차상호신뢰를바탕으로한조직응집성을높일것이다따라서조직내에서구성원들이목표달성을위해기꺼이동료나감독자조직을돕는다면구성원들의직무만족이나조직몰입은높아지고조직의생산성과성과는증대될것이다조직유효성을높이기위한방안중의하나로서조직시민행동에대한관심이점점증대되면서조직시민행동의선행요인즉구성원의조직시민행동에영향을미치는선행변수들을규명하려는연구들이이루어졌다주로성격공정성권한위임직무만족자기효능감리더십인구통계적특성등이연구되었으며변혁적리더십도그중의하나이다변혁적리더십 394 Copyright 2016 HSST
Vol.6, No.10, October(2016) 이란리더가구성원들의동기와욕구에관심을기울여구성원들이그들의능력을최대한발휘할수있도록도와주는리더십이다변혁적리더는구성원들이조직의기대를넘어설수있도록영감을주고동기를부여할뿐만아니라과업에의미와목적을부여함으로써기대이상의성과를올리도록한다변혁적리더십이조직시민행동의선행요인으로부각되고있는이유는변혁적리더십이거래적리더십과는달리부하의욕구나동기에관심을기울이고있으며자긍심이나성취동기직무몰입등의내적인심리적기제를자극함으로써구성원및조직의유효성을높이는리더십스타일이기때문이다구성원들의자신의존재감이나자기효능감그리고조직몰입이나조직충성심이높다면그들의행동은조직성과지향적이될것이고더빈번한조직시민행동으로나타날것이다본연구의목적은상사의변혁적리더십이구성원의조직시민행동에미치는영향을구명하여이를바탕으로구성원들의조직시민행동을활성화시키는방안들을모색하는데있다이와관련하여선행연구들이이루어지기는했으나구성원의직위에따라서변혁적리더십이조직시민행동에미치는영향에차이가있는가를연구한경우는찾기어렵다본연구에서는구성원들의조직내직위에따라서조직시민행동에주된영향을미치는변혁적리더십의하위요인들이차이가있는가를구명함으로써조직시민행동활성화를위한보다구체적인방안을제시하는데있다 연구의이론적배경 조직시민행동이란구성원이과업과관련하여명시적으로규정된공식적행동을넘어서동료나조직을위해행하는개인의자발적행동을의미한다조직시민행동은동료관계나경영생산성을증진시키고집단내또는집단간조정활동을촉진하며조직성과의안정성을증진시키고조직을환경변화에효과적으로적응할수있게한다조직시민행동의하위요인으로는이타성예의성양심성공익성정당성등이있다이타성이란반대급부가없이순수하게타인을돕는행동을말한다예컨대상대적으로업무부담이많은동료를돕는다거나업무처리능력이부족한동료를도와준다거나자신의일이아님에도퇴근후늦게까지남아회사의잔일을처리하는등의행동이이에속한다예의성이란자신의의견이나권리만큼동료의의견이나권리도존중해주고동료와원만한관계를유지하며자신의의사결정으로인해영향을받는동료가있다면사전에그동료와상의를하는등조직구성원으로서역할과책임을수행하는데있어서구성원의한사람으로써지켜야할예의를다하는행동이다양심성이란조직안에서이루어지는공식비공식적약속을철저히준수하고자신에게주어진의무와책임을다하며조직안에서공과사를분명하게구분하는도덕적윤리적행동이다공익성이란개인의이익보다는조직의이익을우선하는태도이며자신에게직접적으로관계된일이아닐지라도조직의현안문제에대해깊은관심을갖고그해결책을모색하려는자세를말한다또한자신의과업이외에도조직의각종행사나모임에적극적으로참여할뿐만아니라조직의위상을높이기위해노력한다정당성이란조직의규칙및절 Copyright 2016 HSST 395
차를준수하고모든업무처리를공정성을유지하는방향에서처리하며타인이나타부서의권리를존중하고보장하는행동이다변혁적리더십이란리더가구성원들과함께동기유발수준과도덕수준을높이는연결관계를창조해가는과정이다변혁적리더는구성원들의동기와욕구에관심을기울이며구성원들이그들의능력을최대한발휘할수있도록지원을아끼지않는다또한변혁적리더는특정한이상적인목표의가치와중요성에대한구성원들의의식수준을끌어올리고구성원들이자신들의조직과그들이소속된팀을위해서자신들의이익을초월하도록만들며구성원들이보다높은수준의욕구에관심을갖도록유도한다변혁적리더십의하위요인은이상적영향력영감적동기부여지적자극개별적배려가있다이상적영향력이란리더가가진카리스마로인해구성원들에게강력한역할모델이되고있는리더들이지니고있는특성이다이러한리더들은대부분높은수준의도덕적윤리적행동기준을가지고있으며구성원들은이러한리더에대해서강한신뢰감을갖고있기때문에리더와자신을동일시하고리더의행동을본받으려한다이상적영향력은귀인적요소와행동적요소에의해측정된다귀인적요소란리더의행동에대한구성원들의귀인에근거하고행동적요소란리더의행동에대한구성원들의반응이다이상적영향력은공유비전을개발하고구성원간의관계를증진시키는역할을목표로한다영감적동기부여란구성원들의심리적정신적체계를자극하여구성원들이자신이나조직의목표를향해최선을다하도록동기부여하는리더의행동이다즉구성원들의자기효능감에대한신뢰감을높여주거나잠재적역량의발현가능성에대한기대를높여주는등구성원들이자신의발전과조직의발전을위해몰입할수있는환경을조성해주는리더의행동이다영감적동기부여란구성원들에게높은기대를표시하며비전을달성하는데최선을다하도록구성원들을고무하는행동이다지적자극이란구성원들이자신의과업을둘러싼모든영역에서창의성과혁신을지향하도록사고체계를자극하는리더의행동이다리더는구성원들이문제를보는시각으로부터문제해결방안을도출하는과정에이르기까지모든과정에서새로운사고와새로운접근방법을선택하기를권유하며이에필요한지원에최선을다한다지적자극은기업경영환경이급격히변화하는오늘날환경변화에대응하기위한구성원의탄력적이고혁신적인역량강화를위해매우필요한리더의행동이다개별적배려란구성원들의개인적인욕구에도관심을기울이고그들의욕구에충실하게반응하는리더의행동이다이러한리더의행동은구성원들의소속및애정욕구를충족시킬뿐만아니라사회적지원효과를가져와구성원개개인의자존감이나사회적관계형성에긍정적인영향을미친다즉리더는구성원들에게맨토나코치가되어행동함으로써구성원들이스스로비전을수립하고실행할수있도록도움을준다 396 Copyright 2016 HSST
Vol.6, No.10, October(2016) 연구방법 연구표본 본연구의실증분석을위한표본은광주광역시에소재하는중소기업근로자명이다본연구는조직시민행동에주된영향을미치는변혁적리더십의하위요인이구성원의직위에따라다른가를분석하기위한것이며실증분석에사용된연구표본의직위별구성은사원급명중간관리자급명상위관리자급으로구성되어있다 분석방법 본연구의실증분석을위한자료는설문지를통해수집하였다변혁적리더십은가개발한를활용하였고조직시민행동은가개발한설문지를사용하였다인구통계변수를제외한모든항목은리커트척도로측정하였다수집된자료는연구목적에맞게를이용하여분석하였으며요인분석회귀분석등을활용하였다 실증분석 조직시민행동에주된영향을미치는변혁적리더십의하위요인이구성원의직위에따라다른가를분석하기위해회귀분석을실시한결과는표표표과같다첫째일반사원들의조직시민행동에주된영향을미치는변혁적리더십의하위요인이무엇인가를분석한결과지적자극이가장큰영향을미치는것으로나타났으며다음으로이상적영향력개별적배려순으로많은영향을미치는것으로나타났다이러한결과는일반사원들의경우자신이맡고있는과업의내용과수행방법에대한탐구정신이강하고기대수준이상의성취를통해자신의존재감을드러내려하기때문에상사의지적자극이다른하위요소들보다동료나조직을위한이타적행동에더큰영향을미치기때문으로생각된다이상적영향력역시일반사원들은입사기간이길지않고직급이낮기때문에조직내자신의정체성이나미래상등이아직정립되지않은경우가많다따라서조직내에서존경하거나닮고싶은모델상을가진상사가이상적영향력을발휘할때상사와의동일화또는일체화욕구때문에조직시민행동을더적극적으로하기때문으로생각된다 Copyright 2016 HSST 397
표 변혁적리더십이조직시민행동에미치는영향일반사원 변혁적리더십 B SE B Beta T Sig T 개별적배려.102.022.235 4.644.000 지적자극.182.022.410 8.120.000 일반사원 이상적영향력.143.022.328 6.485.000 영감적동기부여.032.023.070 1.393.165 (Constant) -.027.023-1.195.233 R²c =.315 F = 31.907 Sig F =.000 둘째중간관리자들의조직시민행동에주된영향을미치는변혁적리더십의하위요인이무엇인가를분석한결과지적자극이가장큰영향을미치는것으로나타났으며다음으로이상적영향력개별적배려순으로많은영향을미치는것으로나타났다이러한결과는중간관리자들역시조직보다는자신의과업에일차적인관심을갖고있으며문제해결이나의사결정을위한자신의역량을증대시키는데필요한상사의지적자극이중간관리자개인은물론조직의목표달성을위한구성원의행동에많은영향을미치고있기때문으로생각된다 표 변혁적리더십이조직시민행동에미치는영향중간관리자 변혁적리더십 B SE B Beta T Sig T 개별적배려.174.053.402 3.295.002 지적자극.223.050.544 4.452.000 중간관리자 이상적영향력.217.054.476 4.000.000 영감적동기부여.070.049.164 1.429.162 (Constant).041.048.854.399 R²c =.496 F = 10.580 Sig F =.000 셋째상위관리자들의조직시민행동에주된영향을미치는변혁적리더십의하위요인이무엇인가를분석한결과이상적영향력이가장큰영향을미치는것으로나타났으며다음으로지적자극영감적동기부여순으로많은영향을미치는것으로나타났다이러한결과는상위관리자들의경우조직의위계상최고경영자를접할기회가많기때문에최고경영자의카리스마를존중하고닮고싶은욕망이강해서이상적영향력이가장큰영향을미치 398 Copyright 2016 HSST
Vol.6, No.10, October(2016) 는것으로생각된다또한지적자극이많은영향을미치는이유도상위관리자들이다루는의사결정들이주로조직의미래에중요한영향을미치는전략적의사결정들이기때문에복잡하고경쟁이심한기업환경에서상위관리자로서역할을다하기위해서는다양한분야의전문적지식이필요하고이를자극하는상사의리더십이큰영향을미치기때문으로생각된다 표 변혁적리더십이조직시민행동에미치는영향상위관리자 변혁적리더십 B SE B Beta T Sig T 개별적배려.089.047.214 1.894.064 지적자극.133.050.320 2.676.010 상위관리자 이상적영향력.160.051.372 3.141.003 영감적동기부여.125.050.289 2.526.015 (Constant).139.044 3.179.003 R²c =.348 F = 7.939 Sig F =.000 결론 이상의실증분석결과를요약하면일반사원들의조직시민행동에주된영향을미치는변혁적리더십의하위요인은지적자극으로밝혀졌으며중간관리자들의조직시민행동에주된영향을미치는변혁적리더십의하위요인도지적자극으로밝혀졌고상위관리자의조직시민행동에주된영향을미치는변혁적리더십의하위요인은이상적영향력으로밝혀졌다이러한결과는리더가구성원들에게변혁적리더십을행사함에있어구성원의직위에따라주안점을달리하는세심한노력이필요하다는것을의미한다본논문의실증분석결과를바탕으로구성원들의조직시민행동을활성화시킬수있는방안을제시하면다음과같다첫째일반사원들이나중간관리자를대상으로리더십을행사할때는무엇보다그들을지적으로자극하는행동이중요하다기업경영환경은급격하고복잡하게변화하고있다이러한환경에대응하기위해서는기업구성원모두가도전적상황에대처할수있는역량을갖추어야하며리더는이를위해유연하고개방적인환경을마련해야한다먼저구성원들이창의적으로사고할수있도록자극해야한다불확실성이증대되고있는새로운환경에서는새로운사고가필요하고혁신은기업내부에서일어나는것이아니라시장에서일어나고있기때문이다구성원의창의성을증대시키려면리더는다양성을인정하고존중해야한다사고의차이점을존중하고이를융합하여시너지를창출해야한다또한조직내의사소통체계를개방체계로변화시켜야한다기계적의사소통체계를과감히해체하고모든의견이누구에게나전달될수있는완전연결형의사소통체계로 Copyright 2016 HSST 399
바꾸어야한다그리고무엇보다중요한것은구성원들의실험정신을높이기위해서는권한위임이필요하다도덕적이고혁신적인사고를갖고있더라도권한이없으면어떠한시도도해볼수없으며시도되지않은아이디어는아무쓸모가없기때문이다둘째상위관리자를대상으로리더십을행사할때는무엇보다리더의이상적영향력을바탕으로리더십을행사해야한다즉리더는수준높은도덕적윤리적기준을가지고행동해야하며구성원들이자신을역할모델로삼을만큼존중받는행동을해야한다구성원들의개인적발전을위해서도최대한헌신을아끼지않아야하며구성원들이자신들의욕구를충족시킬수있도록섬김의리더십을행해야한다조직의비전을수립하고이를구성원들과모두공유함으로써미래의불확실성에오는구성원들의불안감을감소시켜야하며구성원들이리더와동일시하고일체감을느낄수있도록카리스마를발휘해야한다리더가이상적영향력을바탕으로조직을이끌기위해서는리더는모범이되어야하고공유된비전을통해영감을불어넣어야하며구성원들이스스로도전하게하고구성원들의마음을움직여야한다셋째변혁적리더가되기위해서는감성지능을높여야한다감성지능이란자신의한계와가능성을객관적으로판단해자신의감정을잘다스리며상대방의입장에서그사람을진정으로이해하고타인과좋은관계를유지할수있는능력이다감성지능은자아인식자기규율동기부여공감사회적스킬로구성되어있다자아인식이란자신의기분이나감정심리적동인에대해서이해할뿐만아니라이것들이타인에게미치는영향까지도인식하고이해하는능력이다자기규율이란특정상황에서분출하는충동과기분을통제하고이를다른방향으로돌리는능력이며행동하기전에행동의의미와결과에대해서충분히사고하고행동하는능력이다동기부여란일을통한경제적보상이나지위획득을넘어일에대한열정을갖는것이며목표달성을위해에너지와인내를몰입하는능력이다공감이란타인의감정상테를타인의입장이되어이해하는능력이며타인의감정적상태에따라반응할수있는능력이다사회적스킬이란인간관계네트워크를구축하고사교성설득력공감력등을발휘하여긍정적관계를형성하는능력을말한다따라서성공적인변혁적리더가되려면무엇보다공감지능을높이고직위에따라그들의욕구와동기수준에맞는세심한리더십을발휘해야한다 References [1] C. W. Wrighth, C. J. Sablynski, "Procedural Justice, Mood, and Pro-social Personality Influence on Organizational Citizenship Behavior," North American Journal of Psychology, (2008), Vol. 10, No. 2, pp.397-412 [2] M. Mathew, K. S. Gupta, "Transformational Leadership : Emotional Intelligence," Journal of Indian Management, (2015), Aplil-June, pp.75-77 [3] D. W. Organ, M. Konovsky, "Cognitive Versus Affect, ive Determinants of Organizational Citizenship Behavior," Journal of Applied Psychology, (1989), Vol. 74, No. 1, pp. 157-164 400 Copyright 2016 HSST
Vol.6, No.10, October(2016) [4] Y. l. N. Kumar, "Importance of Organizational Citizenship Behaviors in Enhancing Customer Service Indicators: A Review, " The IPU Journal of Management Research, (2014), Vol., No. 1, pp. 20-21 [5] P. Garg, R. Rastogi, A. Kataria, "The Influence of Organizational Justice on Organizational Citizenship Behavior," International Journal of Business Insights & Transformation, (2013), Vol.6, pp. 84-93 [6] J. M. Burns, Leadership, New York : Harper & Low, (1978) [7] B. M. Bass, Leadership and performance beyond expectations, New York : Free Press, (1985) [8] B. M. Bass, B. J. Avolio, Improving organizational effectiveness through transformational lesdership, Thousand Oaks, CA; Sage [9] M. S, Ghasabeh, C. Soosay, C. Reaiche, " The Emerging Role of Transformational Leadership," The Journal of Developing Areas," (2015), Vol. 49, pp.462-463 [10] S. A. Trmal, "The Effect of Transformational Leadership in Achieving High Performance Workforce That Exceeds Organisational Expectation : A Study from a Global and Islamic Perspective," Global Business and Management Research : An International Journal, (2015), Vol. 7, pp.88-91 Copyright 2016 HSST 401