리더십과 조직문화유형이 안전성과에 미치는 영향

Abstract

This report verifies that in the construction industry, construction site manager’s Leadership type and Organizational Culture type are important variables that influence safety climate and safety behaviors of members in an organization. Through a comprehensive point of view, the goal is to verify the combination that is most suitable and effective. To verify this, we analyzed the causes that affect the relationship between safety atmosphere and safety action, which is also related to the safety performance of construction site organization. From analysing actual proof we found the results as following.

First of all, Leadership and Organizational Culture type influence each other. Transactional leadership affects Relation-oriented culture, Trans-oriented Culture and Task-oriented Culture. Revolutional Leadership affects Relation-oriented Culture and task-oriented Culture. Emotional leadership affects relation-oriented Culture and task-oriented Culture. This fact shows that the Construction site manager highly affects relation-oriented Culture and task-oriented Culture in construction sites. In contrast, when the organization is a hierarchy-oriented Culture, leadership does not have an effect. In the case of Hierarchy-oriented Culture, construction site managers have a harder time leading the members of organization in the construction industry because they emphasize order and unity (such as commands, rules, regulations) in the form of Management Controlled Culture

Second, in the case of Safety climate, the relationship between Organizational Culture type and safety performance(safety climate and safety behaviors) in construction sites affect Relation-oriented Culture, Trans-oriented Culture, Hierarchy-oriented Culture. In the case of safety behaviors, this affects Relation-oriented Culture and Hierarchy-oriented Culture. On the other hand, in the case of Task-oriented Culture, it is verified that safety climate and safety behavior of members of organization are not affected directly or indirectly. In Task-oriented Culture, it is hard to change safety climate and safety behavior in the construction sites. This is because Task-oriented Culture has characteristics that aim for productivity and achievement of goal.

Third, the manager’s leadership type, stability, safety climate and safety behavior are all affected by and related to Transactional Leadership and Revolutional Leadership. This is to say that as the organization’s leader type becomes closer to Transactional Leadership and Revolutional Leadership, it is easier to provide such a safety climate to members of the organization. In contrast, as the organization’s leader type becomes closer to Emotional Leadership, the construction site manager is unable to change safety climate and safety behavior in the construction site. For a long time, construction industry grafted safety onto Emotional Leadership and called it “Emotional safety-oriented Leadership” They tried to develop Emotional Leadership in leaders of hierarchical places of business and also planed to achieve good injury record. But even with these efforts, their plan had failed. This indicates that it does not affect any member in construction sites.

Fourth, in Leadership and Organizational Culture Type, the results of analyzing mediator effects of safety climate and safety behavior show that leadership affect both safety climate and safety behavior. In Organizational Culture Type, Relation-oriented Culture and Hierarchical-oriented Culture act as mediation roles, but in Trans-oriented Culture and Task-oriented Culture, both showed that they don't act as mediation role between safety climate and safety behavior. This is because when the sites are Trans-oriented Culture and Task-oriented Culture, safety climate and safety behavior do not accompany each other.

Fifth, from an age-specific analysis, workers who are older than 50 years old responded better to Transactional Leadership than workers between the ages of 20 and 49 years old. In case of Trans-oriented Culture, workers who are older than 50 years old responded less than workers between the ages of 20 and 49 years old. This means that workers who work longer in the construction industry seem to be more focused on conditional rewards and younger workers respond to Trans-oriented Culture better than older workers. This is a result of adapting to external environments and the diversity of construction sites.