The purpose of this study is to observe the relationship between the leadership types of the CEO of the cultural space and organizational climate. Especially this study is focused on the Dong Soong Art Center as a cultural space.
In order to study th...
The purpose of this study is to observe the relationship between the leadership types of the CEO of the cultural space and organizational climate. Especially this study is focused on the Dong Soong Art Center as a cultural space.
In order to study this topic, this thesis firstly investigated the definition and the role of the CEO of the cultural space in the related documents and also examined the transformational leadership and transactional leadership among the CEO leadership theories and then organizational climate.
Based on these reference materials above, the following research questions were posed.
. Research Question 1: What's the leadership type of the Dong Soong Art Center recognized by the CEO and employers?
. Research Question 2: How's the organizational climate of the Dong Soong Art Center recognized by the CEO and employers?
. Research Question 3: How's the relationship between the leadership types of the CEO of the Dong Soong Art Center and organizational climate?
In order to answer these questions, this study was structured by the in-depth interview with the CEO of the Dong Soong Art Center and the questionnaire of the 32 employers from October to November in 2005. The frequency analysis was conducted by SPSS 13.0.
The results of this study were:
The CEO of the Dong Soong Art Center, himself, and employers recognized the Dong Soong Art Center CEO as a transformational Leadership rather than transactional leadership. And the transformational Leadership came under charisma among its elements; charisma, intellectual stimulation, individualized consideration.
They were fully satisfied with the internal satisfaction in job satisfaction but didn't with the outward satisfaction such as salary and welfare aspects. In spite of the dissatisfaction about the outward satisfaction, they had high understanding in the management principle and affective attachment.
The CEO changed the organizational climate pursuing the transformational Leadership. The reason for pursuing the transformational leadership was to overcome some problems which were the discord between members and high turnover rate, even though the leadership was close to the transactional leadership at first.
After pursuing the transformational leadership, there were many changes in the Dong Soong Art Center by and large, for example, good plan programmes, increased self-help power in financial aspects and building a system through prior production system or the Dong Soong Art Center yearbook.
The kernel of revolution of the Dong Soong Art Center is breeding the talented and accordingly it is progressing identity education and retraining programme. The employers of the Dong Soong Art Center have high understanding of management principle and affective attachment by the CEO's transformational leadership. Recognizing this, however, they have to try to translate this theory into action with taking time.
Therefore, this study suggests that cultural space is different from other organizations in that it practices the principle. The transformational leadership of the CEO of the Dong Soong Art Center and its organizational climate will be a good example at this time on others operated without an object.