공공부문의 리더십과 구성원 역량의 혁신 성과

Abstract

Management innovation means organization's transformation, accepted and executed internally and fundamentally, as reaction to radical environmental changes and for enhancement of its competitiveness. It is realized as changes happening simultaneously in the various fields such as organization's structure, strategy, culture, atmosphere and operational methodologies, etc. So it differs from adaptation to environment or improvement activities in operational level. It has been asserted that innovation performance is influenced mainly by structural factors rather than human factors. So this study is intended to find how in public sector leadership style and people's competences influence innovation performance and to see if any control effect exists when leadership and competences are coupled with mechanism of evaluation, compensation and educational training. This study classifies characteristics of public organizations such as for-profit institution and research institution. And to verify difference originated from those characteristics, the average value of DFBETA is applied. The result of analyzing the questionnaires to the employees of public sector based on the above model, has same implication with past studies. It is verified that leadership style and people's competences are very influential factors to innovation performance. But control effect of mechanism doesn't have any significant effect. The main conclusions of the study are as follows. First, the relationship between leadership style and organizational competences has statistical significance. Charismatic leadership is more influential to innovation performance than autonomous-democratic leadership. As a control tower, the role of leader is found to be more influential than competences. Second, out of various kinds of people's competences, implementation competence, professional knowledge, cognitive competence have the most influence on innovation performance in descending order. Derived from this result, it is proposed that people's competences in an organization is the most important factor to innovation performance. Third, control effect of mechanism has two aspects such as organizational characteristic in public sector and leadership style/people's competences. In terms of organizational characteristic, for-profit institutions has control effect when autonomous-democratic leadership and charismatic leadership is connected with evaluation and compensation, while research institutions has none of it. In terms of mechanism, control effect exists when autonomous-democratic leadership and charismatic leadership is connected with evaluation and compensation. And evaluation and compensation mechanism has weak control effect when it works together with professional knowledge and congnitive competence. But educational training mechanism has negative relationship with implementation competence. The organizational characteristic is an important factor affecting innovation performance. So it is needed to develop or find innovation methodology adaptive to Korean organization's characteristics rather than to introduce and apply foreign methodologies unconditionally. To make atmosphere and restructure managerial system for maximizing individual's competence before executing innovation can be a way to enhance innovation performance. But studies about innovation are still contradictory in many parts, and still has limitations when applying findings in one aspect to another. The limits of this study are as follows. First, since the object of management innovation is management itself, which is the total art, so it's difficult to cover the all areas of management. So it has possibility to be led to a vague conclusion that innovation can succeed when every parts of management are in good condition. Second, by summarizing up the hypotheses applied to the model of this study it is found that to segment the public institutions is not meaningful to find an independent variable affecting innovation performance. Further study is needed to find how leadership style influences innovation performance. But research on leadership development should be preceded since methodology of leadership development in public and private sector is just in its initial phase. And it is also needed to clarify the role of leadership as parameter in study of competence and innovation performance. The findings of this study should be applied to various industries, including private companies, to examine practical applicability. And Korean methodology of management innovation should be established by practical and deep research on how to manage resistance, which currently stands out as an obstacle to innovation in many companies.