영업조직 管理者의 리더십과 成果 Robert. E. Quinn의 Competing Value Frame Frame을 중심으로

Abstract

In order to secure the competitive edges of corporations, it requires improvement in the financial structure, investment in facilities, and continuous investment for the human resources to explore calibers and so forth. By minimizing their tangible assets, corporations can eventually reinforce the core competencies within the organization. As the result of vital application in human resources, corporation’s paradigm shift has been changed to concern in optimizing the vale of the intangible asset. The power of human resources indicates of the power of competitiveness in a highly competitive market. Today, it becomes more significant than any other resources in a global firm. We are living in the era of implications in the knowledge management and this is why we signify the intangible asset via human resources. The effective leaders drive the success and improvement of the firms by introducing the innovative vision. The leaders should be able to be aware of variations of needs from every members of the team and satisfy their needs by demonstrating the advanced leadership There has been much effort devoted in analyzing leadership qualitatively rather than quantitatively in order to verify the correlation between leadership and organizational effectiveness. However, there has been a limitation in the effort for explaining the significance of leadership that is needed for business fields. The process of the research took into primary data through theoretical views of leadership, and implications in different situational organizations. However, it focuses on the competition value model by Robert. E. Quinn. Utilizing through Quinn’s Leadership Model within the organization, it is an empirical study for analyzing the correlation of actual performance. As the result of this study, organizations under superior leadership outperform organizations under inferior leadership. Especially, in terms of leadership development, developing equally 4 leadership styles suggested by Quinn has been verified to be more effective than focusing on a specific leadership style according to the actual performances of organizations. However, this study could not demonstrate a positive correlation between ethical management and actual performance since the corporate environment has not been built for ethical management. Thus, further analysis is required in this matter. Development of leadership should not end up only in innovation. Besides to internal leadership development, recruiting has to be classified in the criteria for the evaluation of leadership in order to increase effectiveness for the recruiting process. The author believes that leadership is not gifted only it can be developed and improved by individual efforts and posteriori factors. The leader cannot be a perfectionist always, however the leader can take a look back himself/or herself and be open minded to every team members, thus there are always opportunities to apply appropriate leadership in every situations. This research has the limitation of amplification in every system of the organizations also, insufficiency data in corroborative evidence of correlation between leadership and their organization effectiveness. However, this research will assist in the future analysis in the leadership field.