공공조직과 준공공조직 장의 리더십이 조직효과성에 미치는 영향

Abstract

The purpose of this dissertation was to examine the impact leadership style of public organization leader and quasi-public organization leader on organizational effectiveness(organizational commitment and job satisfaction). This study adopted a questionnaire method. For this purpose, this study uses judgemental sampling and cluster sampling for public employees and quasi-public employees in Jeonnam provinces. The total sample size of this study is 660. Most survey questions were taken from previous researches in the field, and modified in order to apply to organizational effectiveness in this study. This survey instrument is originally developed by Dr. Chang Woon Lee in order to investigate transformational leadership behaviors and leadership effectiveness of chief executives in local governments. Response rates of 99.7 for public organization and 99.8& for quasi-public organization were achieved. Total response rate of this study is 99.8%. Techniques used in analyzing data were factor analysis, multiple regression t-test, F-test. Defining variables to find influencing factors are through the confirmatory factor analysis. The results of this study suggest that employees were more satisfied by and more committed to their organizations when the leader sought to identify the needs of his/her followers and exchanged rewards for appropriate levels of effort and performance. And this dissertation examines the augmentation effect that transformational leadership adds to the leadership effectiveness beyond transactional leadership using subordinates' effectiveness ratings. The results supported the augmentation effect of transformational leadership in quasi-public organization and public organizations. In public organizations, the transactional leadership as compared to transformational leadership was related more strongly to the subordinates' organizational commitment and added to the leadership effectiveness beyond transformational leadership. It has been founded that the organizational setting(public or quasi-public)has differential impacts on correlation between the leader's style and effectiveness because the structure of public organizations is more mechanical than quasi-public organizations and the leaders of public organizations have little influences over which his/her subordinates receive organizational rewards. Implications of the research findings for leadership theory and practice were presented, and the areas for future research were suggested.