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백기복(Kibok Baik),서재현(Jaihyun Seo),구자숙(Jasook Koo),김정훈(Junghoon Kim) 한국인사조직학회 2010 인사조직연구 Vol.18 No.4
본 연구는 한국인들의 특수한 가치체계에 기초하여 발휘되는 한국형 리더십의 유형과 그 효과성을 밝히려는 시도이다. 기존의 연구들을 검토하여, 한국기업조직 구성원 대상의 과학적 절차에 의한 실증연구의 필요성을 제시하였다. 한국인들의 문화적 가치, 기업 목표달성을 위한 조직가치, 그리고 한국의 경제성장에 따른 서구적 가치 등이 기업현장 리더들의 행동을 결정하는 요인이라고 전제하였다. 사람, 일, 시간, 조직, 조직환경 차원에서 리더에 영향을 미치는 항목들을 추출하기 위해서 기존문헌조사, 관리자 72명 인터뷰, FGI, 리더십 전문가 워크숍, 관리자 15명의 어휘조정 등의 절차를 밟았다. 이에 따라, 96개 설문문항을 확정하였다. 실증연구를 위해서, 업종, 규모, 직급, 직종 별로 2,000명을 층화(stratified) 표본 추출하여 Web‐based 서베이를 실시하였다. 그 결과, 한국형 리더십 요인으로 자기긍정, 성취열정, 솔선수범, 수평조화, 상향적응, 하향온정, 환경변화, 그리고 미래비전 등 여덟 가지가 도출되었다. 이들 각 요인을 평균을 기준으로 상(上), 하(下)로 나누어 조합한 256가지 경우에 대해서 빈도와 리더십 유효성 차이를 검증한 결과, 8요인 모두가 상(上)인 이상적 리더의 숫자가 가장 많았으며(전체의 23.5%) 리더십 효과성도 다른 어느 조합의 경우보다 유의적으로 높게 나타났다. 또한 8요인 각각의 평균은 성취열정, 상향적응, 환경변화의 순으로 높게 나타났으나, 리더십 효과성을 설명함에 있어서는 솔선수범, 하향온정, 수평조화, 미래비전의 순으로 나타남으로써 리더들의 실제행동빈도와 응답자들의 리더에 대한 기대치에 차이가 있음을 보여줬다. 기존의 국가간 리더십 비교연구 결과와 비교했을 때, 솔선수범과 상향적응이 한국리더들에게 독특한 행동이었다. 연구의 한계를 지적하고 한국형 리더십에 관한 향후의 연구과제들을 논의하였다. The purpose of this study is to examine leadership styles of Korean managers and to empirically test extracted dimensions of leadership effectiveness and their roles in developing effective leadership. In an effort to extract common Korean leadership factors, the present study used on‐line survey method. The questionnaire used for on‐line survey was developed based on existing studies. First, we reviewed studies of Yeung & Ready(1995) and Tsui et al.(2006) to develop the questionnaire. Second, we interviewed employees to identity items which characterized their bosses. Third, FGIs were used to identify items that symbolically described their bosses. Forth, experts in the area of HRM and OB reviewed items selected to finalize the questionnaire. Questionnaire was distributed to 2,000 managers and executives who work for Korean firms. Participants came from four different industries:manufacturing, construction, banking, and service industries. All participants voluntarily answered the questionnaire. 89% of the participants were male and 72.9% had higher than college education. Results showed 8 dimensions represented Korean leaders’ behaviors: Leading by Examples,Passion for Achievement, Self‐Confidence, Upward Adaptability, Downward Benevolence, Lateral Harmony, Future Vision, and Response to Situational Changes. Leading by Examples represents behaviors of a leader without self interests and focus on the difficulties of the group with endurance and persistence. Passion for Achievement leaders holds strong spirit with high pride and responsibilities that leads to overcome barriers and to indefinitely pursuit goals. Self-Confidence leaders attribute to the sense of challenges to overcome difficulties based on self-determination and decisiveness. Upward Adaptability represents behaviors of a leader who tries to align opinions and avoid conflict in deciding goals and resource allocations. This also represents comforting behavior. Downward Benevolence represents generosity and leaders who possess this attribute tend to take care of their subordinates and form strong ties with subordinates. Lateral Harmony leaders develop respectable and trustworthy relationship with coworkers. These leaders emphasize cooperative communication and harmony among colleagues and avoid showing extraordinary behaviors. Leaders with Future Vision are prospective. They create future vision based on their philosophy. These leaders systematically plan for his visions and invest effort to realize the vision. Leaders who show Responses to Environmental Changes characteristic are at their best to utilize outside network to find and response quickly to needs for changes. Leaders of this type are very sensitive to environmental changes. Among 8 factors found in the study, factors like Upward Adaptability and Leading by Examples can be interpreted as representatives of Korean leaders’ behaviors. To achieve the second purpose of this study, regression analyses were carried out based on 8 factors. Regression analyses showed that Leading By Examples, Downward Benevolence, Future Vision and Lateral Harmony have significant impact on the leadership effectiveness. On the other hand, Passion for Achievement, Response to Environmental Changes, and Upward Adaptability showed the highest mean scores among the 8 factors. This discrepancy may indicate that Korean managers and executives’ ideology about leadership is different from their real leadership behaviors. We expect cultural influences played a significant role on their behaviors. Thus, studies of specific cultural influences on leadership behaviors might resolve such discrepancy. Also replicates of this study are needed in the future to increase external validity and discover more underlying dimensions of Korean leadership behaviors. In depth discussions on findings and limitations of the study were provided in discussion section.
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