合倂 組織에서 變革的 리더십이 成果에 미치는 영향에 관한 연구

Abstract

그동안 많은 학자와 실무자들이 조직 혁신과 변화에 대해서 끊임없는 관심을 보여 왔다. 이들은 대부분 조직변화를 추구함에 있어서 리더들의 역할을 강조하고 있다. 이와 같이 조직의 급변하는 환경 속에서 어떠한 리더십 스타일을 가지고 있는 리더가 더 높은 성과를 낼 수 있는지는 매우 중요한 연구과제이다. 최근에 경영환경이 합병이라는 급격한 변화를 겪은 기업 구성원들을 대상으로 리더십 스타일과 성과와의 관계에 대하여 실증분석하였다. 국내의 K 은행원 466명을 대상으로 변혁적 리더십 스타일, 상사에 대한 신뢰도 그리고 성과변수 등을 설문조사를 통하여 조사하였다. 분석은 다중회귀분석 및 일원분산분석 등을 실시하였다. 가설 검증 결과, 변혁적 리더십과 성과변수인 조직시민행동과 리더십 효과성간에 직접효과가 있는 것으로 나타났다. 또한, 변혁적 리더십과 성과간의 관계에 있어서 상사에 대한 신뢰도의 조절효과가 있는 것으로 밝혀졌다. 상사에 대한 신뢰도와 성과변수간에도 직접효과가 있다는 결과를 얻었으며, 변혁적 리더십과 조절변수인 신뢰도와도 직접적인 효과가 있다는 결과가 도출되었다. 변혁적 리더십과 성과간의 관계에 있어서의 신뢰도의 조절효과 검증 등의 학문적 기여도와 평가와 승진 시의 본 연구 결과의 유용성에 대하여 논의하였다. 또한 최근에 각광을 받고 있는 인적자원 개발 측면에서의 본 연구의 결과의 활용에 대하여 구체적으로 기술하였다. 일반화 및 공통 방법 오류의 문제 등 방법론 상의 한계와 결과 변수들의 제한성 등 본 연구의 한계를 정리하였고, 끝으로 새로운 연구방향에 대하여 제시하였다.|The renovation and corporate restructuring has been a matter of grave concern for academic researchers as well as practical businessmen. Whether in school or in the field, most of them put considerable emphasis on the leadership role for pursuing renovations. Consequently, it is a very important topic to study that which kind of leadership would outperform in the rapidly changing environment. No one would object that a sustaining growth is a keyword for valuating a corporate. So far, companies have established and executed various strategies to accomplish the growth, such as M ＆ A, vertical integration, horizontal integration and diversification. Especially many domestic companies chose diversification for growth. However, throughout the economic crisis starting in 1997, they realized the limits in such strategy. Also the Koreangovernment induced the Big deal between the conglomerates. Consequently, the companies started to acknowledge M ＆ A as an effective growth strategy. At this point, the leadership role naturally came out as a more critical issue in that kind of a rapidly changing business environment. Most of M ＆ A leads to a huge implicit and explicit cost by cultural difference between merged companies since each company has its own corporate culture inherited. Also many empirical studies show post M ＆ A syndromes such as losing trust by employees and declining in devotion of subordinates. In this article, we point out the leadership as a key to solve those internal conflicts. We set up the transformational leadership (Bass, 1985) as a leadership variable. Transformational leadership is considered as a more appropriate leadership style compared to transactional leadership, since it addresses intrinsic rewards and higher psychological needs such as self actualization, and developing commitment with and in the followers. That means more devotion of the followers and less job turnover rate. By verify that hypothesis, we can find out a way to solve internal conflicts in merged organizations. In the later part of the article, it mentions the academic contribution in testing controlling effect of trust level toward superiors and the practical usefulness on evaluation and promotion. Also it specifically suggests the way to utilize the output in aspect of human resource development. The article also states the methodological limitation such as a generalization fallacy and a restriction on the number of end result variables. In conclusion, the achievement of this article in terms of practice is as follows: First of all, this article suggests a critical direction in leadership development program. It shows which leadership style they should focus on to train. Second of all, the result convinces the effectiveness of the transformational leadership in rapidly changing organization. That means the human resource development director of the firm expecting organizational change should facilitate leadership development programs. Last of all, this article would be a useful reference in human resource management especially during recruiting and promoting process. By placing more transformational leaders, the company will accomplisheffectiveness and better performance, also consequently the sustainable growth.