검도 팀 지도자의 리더십 유형이 조직유효성에 미치는 영향

Abstract

ABSTRACT

An effect of kum-do team leader's leadership type upon the group efficiency

Park, Young-Min. Advisor：Prof. Jung, Myeong-Soo, Ph.D Department of Physical Education, Graduate School of Chosun University

The purpose of this study included: 1)to examined the effects of coach leadership types on organizational effectiveness in middle and high schools, college, and adult Kum-do players; 2)to suggest effective coaching and team operation methods for Kum-do coaches for their teams to win; 3)to provide basic materials to foster efficient players and leadership through motivation, organizational cohesion, or strong trust according to coach leadership, and empirical materials for the improvement of performance and the success of team; and 4)to improve team's management of human resources and sport leader's vision. In order to achieve this purpose, this study selected middle and high schools, college, and adult Kum-do team players operated nationwide in 2008 as population. 10 teams each were selected and 8 questionnaires per team(320) were responded using self-administration. Finally, the following results were obtained.

First, for the perceptional difference in coach leadership between males and females in Kum-do teams, females showed higher mean values in charisma, individual consideration, intellectual stimulation, motivation, management-by-exception, and contingent reward than males. Specifically there was a statistically significant difference in charisma, intellectual stimulation, and motivation. For the perceptional difference in coach leadership in Kum-do teams according to team, middle and high school teams showed high mean values. The highest perception of sub-factors of leadership was found in the middle school teams, followed by high school, adult, and college teams. Specifically, there was a statistically significant difference in charisma, intellectual stimulation, and management-by-exception(p< .05). The result of post-hoc test(scheffe) suggested a remarkable difference in individual consideration between middle and high school teams and in management-by-exception between middle school and adult teams. For the perceptional difference in team coach leadership in Kum-do teams according to player's career, there was a statistically significant difference in charisma and management-by-exception. The result of post-hoc test(scheffe) suggested a remarkable difference in charisma between 3-5-year team and more than 8-year team. For the perceptional difference in coach leadership in Kum-do teams according to team position, there was a statistically significant difference in individual consideration. The key player group was found higher in perception than the back-up player group.

Second, for the correlation analysis between coach leadership and organizational effectiveness in Kum-do teams, there was a statistically significant correlation between leadership types(charisma, individual consideration, intellectual stimulation, motivation, management-by- exception, contingent reward) and organizational effectiveness(emotional, maintenance, normative, and organization satisfaction factors at p< .05. .01, and .001.

Finally, the effects of coach leadership on organizational effectiveness were examined. For the effects of coach leadership types on the emotional factor of organizational effectiveness in Kum-do teams, as individual consideration, intellectual stimulation, and contingent reward became higher, the emotional factor became more positive. For the effects of coach leadership types on the maintenance factor of organizational effectiveness in Kum-do teams, as management-by- exception became higher, the maintenance factor became more positive. For the effects of coach leadership types on the normative factor of organizational effectiveness in Kum-do teams, there was no a statistically significant difference. For the effects of coach leadership types on the organization satisfaction factor of organizational effectiveness in Kum-do teams, as individual consideration, intellectual stimulation, and contingent reward became higher, the organization satisfaction became more positive.