한국 地方自治團體長의 리더십 啓發에 관한 硏究

Abstract

In respect to leadership of the incumbent executive required in the era of local governments under the rapidly changing international political conditions, it is thought that its functions to activate and promote reform and changes in relationship between three areas of local governments is more important. As the executive who is popularly elected is seldom pressed by the superior power because of his determined terms of office. As he has a new environment different from the past, he must exercise his leadership in facilitation of voluntary service of organization members, reasonable management of the organization, acquisition of agreement, coordination and acquisition of support, which can encourage the public to participate in regional development. Studies and research on leadership variably defined it according to purposes leadership is used for and environments it is applied. Leadership is categorized as follows: transactional leadership as traditional leadership, charismatic leadership and transformational leadership as a new trend of leadership and super leadership in knowledge and information society. The marked characteristic of the new leadership is that it focuses on functions of organization members and self-leadership that leaders voluntarily take the initiative while existing leadership focused on leaders or the relationship between leaders and subordinates. This study is to speculate characteristics and types of leadership in the knowledge and information era in such terms, introductory background of local government system through development of Korean local governments, legal status, nature, power and functions of executives of local governments, leadership types, judicial corruption, authoritative self-importance and failures of local government management through negative leadership status. The executive of local governments is stuck between federal governments and the public. He receives criticism from the public and moreover is controlled by the federal governments and superior local governments. So there are many difficulties in exercising leadership as the executive. This study presents alternatives of leadership development to overcome the difficult conditions and exercise proper leadership. The executive of local governments who leads localized generation should be active in transition of analogue age to the digital age through strict self-reform. He has to have challenging mind which responds to quality reform and changes for the best-quality administrative service to become a new leader, and have the following abilities: to present vision, manage organizations reasonably, induce and coordinate agreements and acquire support, and prepare simplified delivery system of local administration, social, political and administrative network including strict personal management, obsession with his mission, open mind, and exact undertaking and hand-over of office. For independent finance of local governments which is considered as a success requirement of local governments and improved living quality of the public by the executive of local governments, he should have reformed consciousness of mind. Any reform is categorized into two : First, mind should be changed. Second, institutions and systems should be reformed. As the basic purpose of local governments as service managers is to provide more satisfaction and convenience for the public, leadership is urgently required to have reformed mind of the organization members and induce quality reform. As discussed earlier, to perform political, administrative and managerial functions of the executives properly, they must have trust from the local people and organization members. For this, they should exercise proper leadership in maintaining moral integrity through strict personal management, cooperation with the federal government with responsibility to solve local problems, and convergence of the needs of the local people.