Secular and Christian Perspectives on Servant Leadership

Kye, Jae-Kwang 한국실천신학회 2009 신학과 실천 Vol.0 No.21

In light of recent cultural shifts, Korean churches and leaders are discovering that the authoritarian leadership patterns which they have employed are not working as well as they have in the past. These leaders are recognizing a need to change, and are looking for leadership models that can help them to do so. One approach that has recently grown in popularity, and which is particularly attractive to Christian leaders, is that of servant leadership. There is an ever‐increasing amount of literature available on servant leadership, both with respect to its practice in corporate settings and with respect to Christian leadership. However, rather than simply borrowing the latest model of leadership from the corporate world, Christian leaders need to reflect carefully on the biblical and theological appropriateness of this model and consider both points of coherence and disconnect with a Christian worldview. Thus we need to critically examine servant leadership and develop a Christian perspective on servanthood and servant leadership through biblical reflection and critique. Developing such a perspective is a primary aim of this article. To this end, I will first consider various theories of leadership and present some limitations of conventional approaches, before describing the basic premises and characteristics of servant leadership, considering perspectives from business management and Christian leadership. and attempting to lay the groundwork for a specifically Christian perspective on servant leadership. I will explore the philosophical basis of servant leadership as conceptualized by Robert Greenleaf and his followers, and I will then begin to develop a Christian perspective, centered around Jesus. Finally, I will present some theoretical implications and horizons for future research on a Christian understanding of servant leadership.

서번트 리더십이 비윤리적 친조직 행동에 미치는 영향 : 일터영성의 매개효과

강효진 ( Hyo-jin Kang ),김종인 ( Jong-in Kim ) 한국생산성학회 2021 生産性論集 Vol.35 No.2

TServant leadership emphasizes the importance of leadership in an increasingly competitive global environment. Servant leadership is a field of leadership that is drawing attention in that the organization contributes to organizational performance by serving and serving employees. This study was conducted with the aim of examining the relationship between workplace spirituality and unethical pro-organizational behavior of the leader, and verifying the intermediary effect of workplace spirituality in the relationship between Servant leadership and unethical pro-organizational behavior. The survey was conducted on 600 employees in Korea and the results of 475 of them were analyzed. As a measurement tool, Servant leadership, workplace spirituality, and unethical pro-organizational behavior were used to analyze and utilize the statistical package SPSS 23.0. and AMOS 21. First, it was found that servant leadership had a positive significant effect on workplace spirituality. In other words, it was verified that servant leadership has a direct positive relationship to all of the sub-elements of workplace spirituality, namely, inner life, meaningful work, and sense of community. Second, it was found that servant leadership had a positive significant effect on unethical pro-organizational behavior. This was confirmed to increase the unethical pro-organizational behavior of employees through the leader's servant leadership. Third, in the relationship between workplace spirituality and unethical pro-organizational behavior, workplace spirituality showed significant results. In other words, it was confirmed that the higher the sense of the follower's inner life and meaningful work, and the sense of community with colleagues and the local community, enhances the follower's unethical pro-organizational behavior. Lastly, it was confirmed that among the three sub-dimensions of workplace spirituality, the inner life and meaningful work except for the sense of community among the three sub-dimensions of the workplace spirituality were found to have a mediating effect. In this work, the following importance can be found: First, we explained the process by which the boss's leadership of Servant influences organizational effectiveness. This study identifies the effectiveness of the Servant Leadership presented in the previous prior study by showing that organizational members bring a higher level of organizational effectiveness when influenced by Servant Leadership. Next, the servant leader, who grows and develops followers' capabilities through understanding and adapting to environmental change, explained the theoretical process of contributing to the achievement of organizational goals by presenting a vision to employees and increasing trust with them. Secondly, we present theoretical implications for unethical pro-organizational behavior. The study focused on the process of why organizational members become immersed in unethical pro-organizational behavior, along with ethical results from previous studies, confirming that positive social exchange relationships and organizational identification motivate organizational members to act unethical to benefit the organization. We intends to present practical implications to corporate CEOs and human resource managers as follows: First of all, there is a positive relationship between servant leadership and workplace spirituality, so it is necessary to increase servant leadership to increase workplace spirituality that can increase the intrinsic motivation and work immersion of organizational members. Second, workplace spirituality can have positive effects such as loyalty or attachment to the organization through internal motivation, so the organization needs to train employees to understand the positive aspects of workplace spirituality. Thirdly, it is a management of unethical pro-organizational behavior. Unethical pro-organizational behavior is unethical in terms of 'pro-organizational', which in turn can greatly harm the organization's reputation and sustainability, which is dangerous. Therefore, it is important to understand what motivates employees to participate in unethical pro-organizational behavior, as well as to reduce and eliminate unethical pro-organizational behavior. To this end, ethical behavior should be encouraged, managers should not only maintain an appropriate balance between financial benefits and ethical standards through evaluation and promotion systems, but also reduce unethical pro-organizational behavior through performance evaluations or links to salaries. It is necessary to raise awareness of this by highlighting issues of unethical pro-organizational behavior toward organizations or employees through ethical training programs.

21세기 목회방향을 위한 서번트리더십 탐색

석창훈 ( Changhoon Seog ) 사단법인 아시아문화학술원 2019 인문사회 21 Vol.10 No.2

21세기, 변화하는 사회와 맞물려 목회리더십의 새로운 방향으로 서번트리더십을 주목한다. 본 연구에서는 서번트리더십의 이론적 고찰을 통해 목회리더십이 갖고 있는 기독교적 영성과 성경적 가치를 확인하고, 이를 토대로 21세기 목회방향을 위하여 서번트리더십을 탐색하고자 하였다. 이를 위해 서번트리더십과 관련된 선행연구를 종설하여 서번트리더십의 정의, 속성 등을 살펴보았으며, 성경의 가르침과 인물을 통해 서번트리더십이 목회신학적 토대를 제공함을 확인하였다. 연구결과, 서번트리더십 목회방향을 구성하는 3가지 요소로 배경(맥락), 크리스천 서번트리더십 특성, 성과를 도출하였다. 배경(맥락)요소에는 성경적 리더십, 21세기 시대정신, 한국 기독교 상황을 살펴보았으며, 크리스천 서번트리더십 특성요소로는 속성 15가지와 행동 5가지를 분석하였으며, 성과요소에는 성도의 성장, 교회의 발전, 사회적 영향을 제시하였다. 추후 연구를 위해 서번트리더십과 관련된 종교성 측정연구, 서번트리더십의 교회내 사례연구, 종교다원의 한국상황에서 타 종교 서번트리더십 연구를 비교, 분석할 필요가 있음을 제언하였다. The servant leadership as a new direction of pastoral leadership has attention with a changing society in the 21st century. The purpose of this study was to identify servant leadership’s theoretical considerations about Christian spirituality and biblical values, to investigate a pastoral direction for servant leadership in accordance with the situation in Korea For this purpose, First, I reviewed about servant leadership’s definitions and attributes, Second, I analyzed that servant leadership provided a theological basis for the principles of the pastoral direction. As a result, I produced the three components-background (context), Christian servant leadership attributes, performance-for constructing the servant leadership for pastoral direction. The background consists of biblical leadership, Zeitgeist, the Christian situation in Korea. The Christian servant leadership is composed of two elements-15 attributes, 5 behaviors-. The performance includes follower’s growth, church development, social influence. For further study, I suggested that measurement study of pastoral servant leadership, case studies in a church servant leadership program, and study about non-Christian servant leadership in Korea.

서번트 리더십에 근거한 교회학교 교사 지도력 개발 원리에 관한 연구

권용근(Yong Keun Kwon) 한국기독교학회 2005 한국기독교신학논총 Vol.37 No.-

Many Sunday schools in Korea are in both quantitatively and qualitatively crisis. There would be many reasons for the crisis but the biggest reason comes from the capability of teachers of Sunday school. Many churches failed to raise capability and leadership of teachers though they spent a lot of budget and time. Therefore now education for teachers will have to be re-planned in the aspect of leadership training which can lead to guide and raise students well, which is different from previous education merely focused on knowledge exchange. From this treaty, I will find out principle of leadership development for Sunday school teacher base on R. K. Greenleaf`s servant leadership. Traditional leadership theories were developed under elements of leader`s characteristics, participation types and situation variables. Basic character of leaders from general theories of traditional leadership is regulating and ordering people from the top of pyramid structure. Greenleaf calls this concept of leadership as a `leader-first` thought. Regulating and controlling are leader`s roles from `leader-first` concept. However `servant leader` s the concept which was stated by R. K. Greenleaf considers himself as a servant. Servant leader has a mind of `servant - first` . Therefore servant leaders help and co-operate his followers to deal well with tasks. The core of servant leadership is setting a clear purpose, since worry from uncertainty of future can be overcome through the clear purpose. Therefore R. K. Greenleaf emphasizes to see a vision through purpose on rightful value. Also he says listen attentively to what people say is necessary to catch people` s request. It is because listening attentively makes leader to get an answer easily or to attain enlightenment. Finally servant leadership is a leadership theory that makes members to participate in their organization and share visions and wills of organization with other members. Also servant leadership prefers net-work type organization structure which can bear diverse customer`s request through decentralization policy. It is because these days situations that companies are experience and people`s requests are diverse with rapid social changes. For this, servant leadership authorize power and disperse order system. It is a different perspective from previous leadership. Also previous leader focus on increasing productivity through instigate to individual`s competence. Compare to it, servant leadership regards communication in the process of setting a purpose. As a result servant leadership focus on many people to participate voluntarily as much as possible through member`s participation and co - operation. Namely, it can be seen that servant leadership tries to achieve tasks through forming a relationship. It is needed to change structure of education base on the servant leadership. It is because that people who educated in warped structure of education tend to not listen to other people and insist their own assertions and do everything by their intention. To overcome this, direction and purpose of education have to be the education that serve students. Therefore if education until these days was a process that was designed for control and rule people, now it has to be change to the education that can raise people to serve other people. Traditional classes put teachers at the center. However, classes that are based on servant leadership put students to the center. Teachers stay in a position to serve students with supplying and guiding materials to students. Besides teachers become to acknowledge listening attentively to students is a way to understand students better and serve better. Methods to train teachers base on these contents is like this : First, there have to be a subject centered study. Second, it is necessary to use communal education curriculum. Third, it is necessary to have a model of training teachers to raise leadership which is different from existing model that was f

서번트 리더십이 성과측정시스템과 조직성과에 미치는 영향

이다솜 ( Dasom Lee ),이상완 ( Sang-wan Lee ),김순기 ( Soon-kee Kim ) 한국회계학회 2016 회계저널 Vol.25 No.6

본 연구는 그 동안 관리회계분야에서 조명되지 않았던 서번트 리더십에 초점을 맞춰 리더십과 성과측정시스템, 그리고 조직성과간의 관계를 탐색적으로 고찰한 연구이다. 본 연구는 최근의 경영환경에 적합한 리더십으로서 서번트 리더십을 제안하고, 서번트 리더십이 궁극적으로 조직성과에 영향을 미치는데 관여할 수 있는 요인으로서 성과측정시스템의 이용방식과 성과측정지표의 다양성을 제시하고 있다. 유가증권시장에 상장된 제조기업을 대상으로 자료를 수집하여 실증분석한 결과, 서번트 리더십은 조직성과에 직접적으로 영향을 미치지는 못하지만, 성과측정시스템의 진단적, 상호작용적 이용과 성과측정지표의 다양성을 바탕으로 조직성과 증진에 공헌할 수 있음을 제시하였다. 구체적으로 서번트 리더십은 성과측정시스템의 진단적/상호작용적 이용을 모두 강조하고, 재무지표와 비재무지표의 다양한 활용에도 긍정적인 영향을 미치는 것으로 나타났다. 종합적으로 살펴볼 때, 서번트 리더십은 비재무 지표에 대한 강조를 통해 궁극적으로 조직성과에 공헌할 수 있을 것으로 보인다. 또한, 서번트 리더십은 PMS의 상호작용적 이용을 강조함에 따라 비재무적 지표에 대한 의존도를 높여 조직성과를 증진하는데 기여할 수 있음을 시사한다. 이와 같은 결과는 조직성과의 개선을 위해 경영진의 리더십은 구성원에 대한 관심을 바탕으로 성과와 직·간접적으로 연관되는 다양한 정보를 활용하는 방향으로 발휘되어야 한다는 실무적인 시사점을 제시한다. 즉, 경영진의 서번트 리더십은 조직구성원과의 자유로운 의사소통을 강조하고, 조직의 성공을 견인하는 다양한 성과지표를 중시하는 경향을 보이며, 이는 조직성과를 개선하는데 밑거름이 될 수 있다. This study examines the effect of servant leadership on organizational performance in the view of management accounting. Servant leadership is a model of relationship-based leadership that focuses on others rather than on self. Organizations have initiated change to deal with a dynamic environment, which also alters leadership style of top managements. Moreover, coercive power or leadership of Chaebol leaders is considered as a social problem recently. Hence, relatively new idealized types of leadership have emerged, such as servant, ethical, spiritual, and authentic leadership (Brown and Trevino, 2006). The literature on leadership has suggested the positive effect of several relationship-based leadership styles which substitutes for the traditional leadership mostly emphasizing the role of leaders as tight controller under rapidly changing business environment. Accordingly, servant leadership which highlights inspiration and moral safeguards has been illuminated as a pivotal relationship based leadership(Walumbwa et al., 2010). Nevertheless, management accounting research has not focused on the importance of servant leadership. Also, the literature on servant leadership is only at the first page in terms of empirical analysis. As such, despite of the recent emphasis on servant leadership, management accounting research has overlooked the influence of servant leadership. Hence, this study aims to investigate the effect of servant leadership on organizational performance with considering the role of performance measurement systems(PMS). To achieve this purpose of the study, firstly, we examine the direct link between servant leadership and organizational performance. Secondly, we investigate the relationship between servant leadership and diagnostic and interactive use of PMS. Thirdly, this study finds how servant leadership is associated with performance measure diversity. Fourthly, we figures out the relationship between the use of PMS and performance measure diversity. Fifthly, we investigate how the use of PMS and performance measure diversity influence organizational performance respectively. Taken as a whole, this study discusses how servant leadership affects organizational performance, by focusing on revealing if servant leadership is directly linked to organizational performance or indirectly influence the performance through the effect of establishment and use of PMS including its style of use and performance measure diversity. Empirical analysis is conducted using survey data collected from manufacturing firms listed in the KOSPI market. We analyze hypotheses with partial least square structural equation modeling. The empirical result shows that servant leadership does not impact on organizational performance directly. On the other hand, servant leadership positive affects the interactive use of PMS and non-financial performance measure diversity, while only non-financial performance measure diversity is positively associated with organizational performance. It means that servant leadership highlights the various non-financial performance information reflecting subordinates` and drives performance improvement in the long-term. Also, the result finds that the interactive use of PMS has indirect effect on organizational performance through it dependence on non-financial performance diversity. Taken together, servant leadership indirectly affects organizational performance via emphasis on non-financial performance measure diversity, although it does not linked to organizational performance directly. This study is expected to contribute on management accounting research in that it newly highlights servant leadership in the perspective of management accounting and emphasizes the role of PMS in the relationship between servant leadership and organizational performance by presenting empirical evidences. To the best of our knowledge, as the first management accounting research revealing the effects of servant leadership in the level of organization, this might fill the gap between leadership and organizational performance with considering the role of use of PMS and performance measure diversity. We expect this exploratory study on servant leadership would serve as catalyst for the further research.

도산 안창호의 서번트 리더십 연구

박의수(Park, Eui-Soo) 고려대학교 교육문제연구소 2009 敎育問題硏究 Vol.0 No.33

이 연구의 목적은 서번트 리더십의 관점에서 안창호의 리더십을 새롭게 조명해 보고, 이를 기초로 미래사회가 요구하는 새로운 교육적 리더십 정립의 가능성을 타진해 보는데 있다. 이를 위하여 서번트 리더십의 기본 개념과 특성을 고찰하고, 서번트 리더십의 관점에서 도산의 지도자로서의 실천 사례를 조명해 보고, 도산의 서번트 리더십의 특징을 차례로 고찰해 보았다. 그 결과 평등한 공동체의 일원으로서 정직과 신뢰에 기초한 참된 권위를 바탕으로 공동체를 위하여 봉사하는 서번트 리더십이야말로 미래사회가 요구하는 참된 리더십의 새로운 모델임을 확인하였다. 서번트 리더십은 섬김과 봉사, 인간중심, 높은 수준의 인격, 도덕적 권위와 양심, 일관된 원칙, 명확한 목표와 비전, 강한 책임감, 사랑, 그리고 공동체의식 등의 특성으로 설명된다. 이어서 서번트 리더십의 틀로 도산 안창호의 지도자로서의 실천 사례를 조명해 본 결과 그의 리더십은 서번트 리더십의 특성을 두루 갖추고 있어 서번트 리더십의 전형이라고 하기에 손색이 없음을 확인하였다. 따라서 서번트 리더십에 관한 지속적인 연구를 통하여 학교교육이 공동체적 삶을 위하여 헌신할 수 있는 참된 지도자를 기르는 본연의 역할을 충실히 할 수 있는 길을 모색해야 하며, 안창호의 서번트 리더십에 대한 보다 심층적인 연구를 통하여 교육적 리더십 정립을 위한 시사점을 얻을 수 있을 것으로 기대한다. The purpose of this study is to examine the servant leadership of Dosan Chang-ho Ahn in the perspective of servant leadership theory of Robert K. Greenleaf and to check the possibilities of the establishing the educational leadership that constitutes a character of democratic citizen. For the purpose of these aims, it will be investigated the basic concepts and characteristics of servant leadership and examined the cases of servant leadership activities of Dosan Chang-ho Ahn in the perspective of servant leadership. And then it could be found out some characteristics of his servant leadership. As a result, the servant leadership that serves community with servant spirit for the common good on the bases of authorities rooted on honesty and belief is the new model of sincere leadership in the future society. The servant leadership constitutes some characteristics of services and sacrifice, humanism, good character, moral authority and conscience, consistent principles, obvious goals and visions, senses of responsibility, true love, and community spirit. And then the result of investigating the Chang-ho Ahn's leadership is same as general characteristics of servant leadership. So it could be concluded that Ahn's servant leadership is the typical example of original servant leadership. In conclusion it will be needed to study the servant leadership theory and program continuously in order that education may serve teaching students to be true leader who can serve and devote community living. And more deep investigations of Chang-ho Ahn's leadership will give many suggestions for establishing the educational leadership in the future society.

내용분석(Content Analysis) 및 네트워크 텍스트 분석(Network Text Analysis)을 활용한 국내 서번트 리더십 연구동향 분석

최석봉(Suk Bong Choi) 대한경영학회 2020 大韓經營學會誌 Vol.33 No.10

서번트 리더십의 기독교적 및 시대적 적합성과 특징들

황재범(Jae-Buhm Hwang) 연세대학교 신과대학(연합신학대학원) 2010 신학논단 Vol.60 No.-

??This study examines the relevances and the characteristics of the servant leadership. Korean studies on servant leadership generally deal with how it can be applied to such organizations as a company, a hospital, or a church, and fail to investigate what the servant leadership is. To fill the gap, this article tries to provide what the attributes of the servant leaders are, considering the Biblical and contemporary relevances of the servant leadership. The servant leadership, first coined by Robert K. Greenleaf in his seminal book The Servant Leadership, is absolutely Biblical, going well with the servanthood of Jesus and Paul. It is also relevant to the present day's paradigm of human relationship, which emphasizes cooperation and empowerment over against command and control. The ten characteristics of the servant leader, as they are described by Larry Spears, are: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. The most important of the ten characteristics is arguably foresight, which entails ability for vision and conceptualization. But the problem with the concept of foresight is that it is something inborn or a charisma, as Larry Spears says. Then, it is not so easy for a servant leader with this charisma to be a leader in reality. We therefore often end up having a Machiavellian leader instead of a servant leader. So we can criticize Greenleaf's concept of the servant leadership for having too a Romantist sense: we humans are so imbued with will-to-power that we want to dominate someone, even when we serve him or her. Yet, as Stephen Covey indicates, it remains a fact that the world economy drives us to adopt the servant leadership, which can empower people to work more effectively than any other leadership. ??This study examines the relevances and the characteristics of the servant leadership. Korean studies on servant leadership generally deal with how it can be applied to such organizations as a company, a hospital, or a church, and fail to investigate what the servant leadership is. To fill the gap, this article tries to provide what the attributes of the servant leaders are, considering the Biblical and contemporary relevances of the servant leadership. The servant leadership, first coined by Robert K. Greenleaf in his seminal book The Servant Leadership, is absolutely Biblical, going well with the servanthood of Jesus and Paul. It is also relevant to the present day's paradigm of human relationship, which emphasizes cooperation and empowerment over against command and control. The ten characteristics of the servant leader, as they are described by Larry Spears, are: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. The most important of the ten characteristics is arguably foresight, which entails ability for vision and conceptualization. But the problem with the concept of foresight is that it is something inborn or a charisma, as Larry Spears says. Then, it is not so easy for a servant leader with this charisma to be a leader in reality. We therefore often end up having a Machiavellian leader instead of a servant leader. So we can criticize Greenleaf's concept of the servant leadership for having too a Romantist sense: we humans are so imbued with will-to-power that we want to dominate someone, even when we serve him or her. Yet, as Stephen Covey indicates, it remains a fact that the world economy drives us to adopt the servant leadership, which can empower people to work more effectively than any other leadership.

성재 김익수선생 고희기념 특집호 : 한국사상(문학) ; 섬김 리더십: 자아실현과 미래 창조의 길

구명숙 ( Myong Sook Koo ) 한국사상문화학회 2007 韓國思想과 文化 Vol.36 No.-

일반적으로 리더십은 목표 달성을 위해 타인의 행동변화에 영향을 주는 행동과정이라고 설명한다. 이에 비해 섬김 리더십은 먼저 타인을 위한 봉사에 초점을 두며, 타인을 배려하고 섬기는 마음에서 출발한다. 타인을 섬기고 그 사람이 가지고 있는 잠재 능력을 최대한 발휘하도록 이끌어 가며 변화시켜 성장과 발전을 돕고, 필요한 것을 지원하고 영감을 주는 행위를 뜻한다. 전통적인 리더십과 21세기가 필요로 하는 섬김 리더십의 차이는 여러 가지가 있지만, 섬김리더십은 무엇보다도 지위적 관계가 아닌 사람과 사람간의 관계이며 강압적인 힘에서 부드러운 힘을 강조하는 점이 크게 다르다고 할 수 있다. 21세기 리더십의 새로운 패러다임을 리더와 구성원간의 관계를 수평적 관계내지는 협력적 관계로 설정하고 있지만 이것은 권위적인 리더에서 섬김리더로 나아가는 과도기를 반영하는 것에 지나지 않는다. 진정한 의미에서 서번트는 자세를 낮추어 다수 구성원들이 자신의 일에서 성공하고 성장할 수 있도록 봉사하고 헌신하는 사람이다. 이러한 섬김 리더를 양성하기 위해서는 끊임없이 품성과 전문성(실력)을 키우고, 개인 리더십과 관계리더십을 함양하면서 생활 속에서 섬김을 실천해나가야 한다. 실력이 전제되지 않는 힘은 섬김의 부드러운 힘이 될 수 없다고 본다. 본고에서는 인간의 궁극적인 목표가 자아실현이라고 볼 때, 이를 이루어 내면서 미래를 창조해내는 부드러운 힘이 바로 섬김리더십이라고 보았다. 이러한 섬김리더가 되기 위해서는 개인리더십과 관계리더십의 함양이 선행되어야 함을 강조하며 다음과 같이 살펴보았다. 첫째 개인리더십의 함양이다. 이는 섬김을 바탕으로 자신의 삶을 이끌 수 있는 능력을 키워 가는 것이며, 자신에 대한 바른 이해와 존재 가치에 대한 확신을 가지고 뚜렷한 삶의 목표를 설정하고 비전과 사명을 확립해야 한다. 그리고 자신의 환경을 스스로 개척하고 변화에 능동적, 창조적으로 대응하며 타인을 배려하는 리더십을 기른다. 둘째, 섬김을 바탕으로 한 관계리더십의 함양이 선행되어야 한다. 관계리더십은 공동체와 집단 및 조직생활을 위해 꼭 필요하고 요구되는 것이며, 건강한 대인관계를 형성해 가며 관계를 효과적으로 이끌어 가는 힘이다. 개인리더십이 내적 리더십이라 할 때 관계리더십은 외적 리더십으로 어떤 지위를 떠나서 사람과 사람의 관계를 의미하며 인격적인 관계가 기본이 된다. 관계리더십은 신뢰가 바탕이 되며 제반 현실 정치, 경제, 사회, 문화, 지식, 커뮤니케이션 등 각종 기술을 통해서 개발되지만 가장 중요한 요소는 신뢰와 섬김의 마음이다. 셋째, 섬김 리더는 자신을 섬기는 개인리더십과 타인을 섬기는 관계리더십을 통해서 부단한 인격 수련과 통찰력을 쌓게 된다. 즉 섬김의 품성과 실력을 갖춘 자아실현의 길로 나아가면서 타인의 성장과 발전을 이끌어 미래를 창조해 나아가는 진정한 리더가 되는 것이다. 즉, 사랑을 바탕으로 열정과 신뢰를 가지고 겸손하게 봉사하는 리더십이 섬김리더십이며 가장 부드러우면서 가장 강력한 힘을 발휘하는 리더십이다. Leadership is generally defined as "the ability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of the organizations of which they are members or even themselves". On the other hand, "servant leadership" has more focused on the mental attitude starting to devote oneself to other people. Servant leadership means that pulling out the resources of others, helping people to optimize their potential energy, supporting what they need and inspiring others so that they can accomplish the higher goals. Although various differences exist between the traditional meaning and the "servant leadership" required in the 21th century, "servant leadership" emphasizes the relationship rather than the position or rank. It deserves special emphasis on shifting the ground from the compulsive power to the "Soft Power" which has greater influences on changing the person or organization effectively and spontaneously. Although the new paradigm of the leadership has accepted the concept of the horizontal or cooperative relationship since the 21th century, it seems nothing more than a transient phenomenon. The more significant matter is that the leader should realize the true meaning of a servant; maintaining modest attitudes to others, trying to sacrifice oneself so that they help people who want to grow up and mature in the fields of their specific areas. In order to cultivate and train the "servant leader", we must consistently educate a leader for developing specificities and building their characters so that they can practice to condescend themselves in their daily lives. Power without being equipped esteemed abilities is basically impossible to even change into the "Soft Power". In this article, I use the term "servant leadership" creating the future ourselves in pursuit of realizing the perfection of ourselves as well. I categorize three factors for the accomplishment of "servant leadership" as below. First of all, building a "personal leadership" is fundamentally required to enhance the "servant leadership". "Personal leadership" allows a leader to enhance his/her ability to improve the capability to build a self-identity and self-concept. Furthermore, the well developed personal leader should establish the one`s vision and fulfill the mission as a leader with conviction. Moreover, the leader has to carve our a future with a initiative goal through taking part in the change and the environment he/she faces. The leader finally can obtain the way how to make careful consideration and have an original mind. Secondly, "relation leadership" should be given priority to other kinds of leadership. This is largely because "relationship leadership" is indispensible for the community, groups and organization. This will provide motives not only for the interpersonal relationships but also for the harmonious relationships. While the "personal leadership" is defined internal leadership, the "relation leadership" can be prescribed as eternal leadership which means the human relationship among people regardless of the social status or position that guarantees respecting personalities. Confidence forms the ground work to the "relation leadership" and the trust and faith is one of the most important factors beyond others such as politics, economics, society, culture, knowledge, and communication. Thirdly, "servant leadership" can be obtained by persistently training the personality and having insights against the outer world and the organization belonged through intimate reciprocal actions between "personal leadership" and "relation leadership. Interactions enables a leader to be a true leader by being qualified of both serving and competence, leading another person`s development, and creating the future for the organization including its members. Thus, the "servant leadership" shows not only the most powerful leadership but aldo the softest power with the spirit of self-sacrifice, passions and love lis

서번트 리더십이 직무열의에 미치는 영향: 긍정심리자본의 매개 및 조직정체성 강도의 조절 효과

김희경,신호철 대한경영학회 2019 大韓經營學會誌 Vol.32 No.3

비영리조직은 경제적 결과물보다는 공급자와 수혜자 간 상호작용의 질을 성과로 평가하는 경우가 많다. 따라서 비영리조직 구성원들로부터 업무에 대한 열정과 헌신으로 일에 몰입하는 직무열의와 같은 직무태도가요구된다. 그러나 비영리조직의 근로조건은 열악하여 구성원들의 직무열의를 기대하기 힘든 상황이다. 본연구는 비영리조직의 상대적으로 열악한 상황으로 인해 저하될 수 있는 구성원들의 직무열의를 개선시키기위한 방안으로 서번트 리더십에 주목하고 그 효과성을 살펴보고자 한다. 먼저, 서번트 리더십과 직무열의에대한 하위요인의 개념적 관계성 고찰과 사회교환이론을 기반으로, 서번트 리더십이 비영리조직 구성원들의직무열의에 긍정적 영향을 미치는 지를 실증적으로 검증하고자 한다. 둘째, 서번트 리더십이 직무열의에 영향을미칠 때 구성원들의 긍정심리자본이 매개변수로써의 역할을 수행하는 지를 세 변수 간 개념적 관련성과 직무요구-자원 모델을 이론적 도구로 활용하여 검증하고자 한다. 셋째, 서번트 리더십과 직무열의 관계성에서 조직정체성 강도의 조절효과를 사회정체성 이론과 사회매력 이론을 기반으로 규명하고자 한다. 연구의 데이터는 11개의 사회복지시설에서 종사하는 380명의 조직구성원을 대상으로 설문조사를 통해 수집되었고 이를 분석하였다. 연구결과, 연구자들이 의도하였던 것처럼, 서번트 리더십과 직무열의 사이에 정(+)적관계성이 검증되었다. 또한, 서번트 리더십과 조직구성원의 직무열의 간에 긍정심리자본의 매개효과가 정(+)적으로 유의미함이 밝혀졌다. 마지막으로, 구성원이 인식하는 높은 조직정체성 강도는 서번트 리더십과의 상호작용을 통해 조직구성원의 직무열의 수준을 정(+)적으로 조절하는 것으로 나타났다. 본 연구의 결과는 서번트 리더십과 직무열의의 관계성을 밝혀 선행연구와 일치하는 결과를 보여주었다. 또한, 서번트 리더십이 어떠한 과정을 거쳐 직원의 직무열의를 향상시키는지에 대한 메커니즘을 밝힌데 연구의의의가 있다. 직원이 지각하는 사회정체성 강도가 서번트 리더십과 상호작용하여 직무열의에 미치는 영향력을규명하여 서번트 리더십의 이론적 확장에 기여하였다. 이러한 연구결과에 대해 이론적 및 실무적 시사점을제안하였다. 그리고 본 연구의 한계점 및 후속 연구의 방향성을 제시하였다. Nonprofit organizations are more likely to assess the quality of interactions between service providers and beneficiaries rather than economic outcomes as organizational performance. For this reason, members of the nonprofit organization are required to have a job attitude such as job engagement that involves passion and enthusiasm for the job. However, the working conditions of nonprofit organizations are relatively poor and it is difficult to expect job engagement of the members. This study focuses on servant leadership as a way to improve the job engagement of the members who may be undermined by the poor conditions of the nonprofit organization. First, the present study examines empirically whether servant leadership positively affects job engagement based on the conceptual relationship among sub-factors of the two variables and social exchange theory. Second, this study attempts to verify whether positive psychological capital plays a role as a mediating variable between servant leadership and job engagement by using conceptual relations between these three variables and job demand-resource model as a theoretical support. Third, this study also examines whether organizational identity strength has a moderating effect on the relationship between servant leadership and job engagement based on social identity theory and social attraction theory. The data of the study were collected and analyzed from 380 members of 11 social welfare facilities. The results revealed positive relationships between servant leadership and employees’ job engagement. In addition, mediating effects of positive psychological capital were found to be significant between servant leadership and employees’ job engagement. The high level of organizational identity strength perceived by employees enhanced the employees’ job engagement through interaction with servant leadership. The results of this study are consistent with the results of previous research that showed the relationship between servant leadership and employees’ job engagement. Thus, this study empirically confirmed that servant leadership plays a major role in enhancing employees’ job engagement. In addition, results show that servant leadership significantly mediated with positive psychological capital of employees in affecting their job engagement. Results also show that the relationships between servant leadership and employees’ job engagement become stronger when the scores of positive psychological capital of employees were higher. The results of this study contributed to the expansion of the theoretical understanding of the two variables by explaining how the servant leadership affects employees’ job engagement through this process. Theoretical and practical implications of these findings were reviewed. The limitations of this study and suggestions for future research were discussed.