하키지도자 리더십 유형이 임파워먼트와 조직유효성에 미치는 영향

Abstract

ABSTRACT

The Effects of Empowerment on Organizational Efficiency in Hockey Instructors

Jung, Jung-Woon Advisor : Prof. An, Yong-Duk Ph. D. Major of Physical Education, Graduate School of Education Chosun University

This study aims to examine the effect of empowerment in relation to leadership on organizational effectiveness in hockey team coaches and provide basic materials for practicing hockey coaches through analyzing the effects of using professional human resources to maximize the organization of hockey teams, team strategies which have professionalism, and organizational effectiveness. In order to achieve this purpose, a questionnaire survey was conducted with 167 hockey coaches in 2010. Finally, the following results were obtained.

1. For comparison of empowerment in relation to transformational leadership in hockey coaches, belonging was that high responses were found in meaning and competence in high school team coaches and impact and self-determination in college and adult team coaches and sex was that there were high responses in all subfactors of males. Age was that high responses were shown in impact, meaning, and self-determination in coaches of thirty and under and competence in coaches of 31-39 years. Coaching career was that high responses were revealed in impact, self-determination, and competence in career less than 3 years and meaning in career more than 5 years. For transactional leadership, high responses were found in impact and self-determination factors in middle school team coaches and meaning and competence in college and adult team coaches; meaning, self-determination, and competence in males and impact in females; meaning, self-determination, competence, and impact all in coaches of thirty and under; and impact, meaning, self-determination, and competence in career less than 3 year. 2. For comparison of organizational effectiveness in relation to transformational leadership in hockey coaches, belonging was that high responses were found in job commitment and turnover intention in middle school team coaches and job satisfaction in college and adult team coaches and sex was that there were high responses in job commitment and turnover intention in males and job satisfaction in females. Age was that high responses were shown in all sub factors in coaches thirty and under. Coaching career was that high responses were revealed in job commitment and turnover intention in career less than 3 years and job satisfaction in career of 3-5 years. For comparison of organizational effectiveness in relation to transactional leadership, high responses were found in turnover intention in middle school team coaches, job commitment in high school team coaches, and job satisfaction in college and adult team coaches; job commitment and turnover intention in males and job satisfaction in females; job satisfaction in coaches of thirty and under, job commitment in coaches of 31-39 years, and turnover intention in coaches of forty and over; and job satisfaction and job commitment in career less than 3 year and turnover intention in career more than 5 years. 3. For the analysis of correlation between empowerment and organizational effectiveness in relation to leadership in hockey coaches, transformational leadership showed significantly positive correlation in all factors but competence of empowerment and job commitment of organizational effectiveness. On the other hand, transactional leadership showed significantly positive correlation in impact, meaning, self-determination, and competence of empowerment and job satisfaction, job commitment, and turnover intention of organizational effectiveness. 4. For the analysis of the effects of empowerment in relation to transformational leadership and on organizational effectiveness in hockey coaches, there was a positive effect of impact, meaning, self-determination, and competence of empowerment on organizational effectiveness and for transactional leadership, there was a positive effect of impact, meaning, self-determination, and competence of empowerment on organizational effectiveness.

Based on this result, empowerment in relation to transformational and transactional leadership had a very positively significant effect on organizational effectiveness. While increase in impact, meaning, self-determination, and competence factors of empowerment had a positive effect job satisfaction and job commitment factors of organizational effectiveness, decreased subfactors of organizational effectiveness were correlated with low job satisfaction and job commitment and high turnover intention.