韓國 行政發展을 위한 能動的 Leader ship

다국어 초록 (Multilingual Abstract)

It should be studied what is natural disposition of a administerative leader with displaying inthe central point of the roles of administerative leaders being able to cope with changing administerative situations positively. Supposing that leadership is thought as activities suited to a certain circumstance positively, the changes of outer environments, an inner value, and behaviour can be considered as an obligatory factor for developing leadership.
However, there are a lot of factors to block in sides of a system and administerative circumstances this kind of activities. It should be known that the psycolosical, environmental, and mortal factors are greater than the former.
The above statement can be illudicated after finding out that a lot of leaders have been authoritative and formal and they have managed something as a spectator.
Organization and human being are considred as two sides being changed for developing an administeration. The method to deevelop a systemetic administeration and an administerator's skill for fostering the leadership of an posotive administeration must be introduced. Of the above methods, a positivism of an administerative leader can be more important to study a model of a developed leader by renovating the human behaviour and value. And also the role needed to superior managers is prescrived as the demonstration of positive leadership for completing their goals, and the leadership of middle-class managers is explained as a mitigator to remove a regidity of the control and the administeration between the high-class and the low-class.
The renovation of administeration should be requied in the case that organization can not be adjusted in itself without effors of administerators. It should be changed positively in the view of quantity and quility in the case of renovating an administeration.

목차 (Table of Contents)

• 目次 = ⅲ
• 國文要約 = ⅰ
• 第1章 序論 = 1
• 第1節 硏究의 目的 = 1
• 第2節 硏究의 範圍와 方法 = 2
• 第2章 Leadership의 意義와 諸理論 = 4
• 第l節 Leader ship의 意義 및 유효성 = 4
• 第2節 Leadership의 諸理論 = 9
• 第3節 전통적 Leader ship과 현대적 Leader ship = 16
• 第3章 韓國行政發展을 위한 能動的 Leadership = 21
• 第l節 行政發展의 정의 = 21
• l. 發展의 정의 = 21
• 2. 行政發展과 發展行政 = 22
• 第2節 韓國行政發展을 沮害하는 行政Leader의 行態와 개선방안 = 24
• 1. 韓國行政發展을 저해하는 行政 Leader의 行態 = 24
• 2. 行政發展을 저해하는 行態의 개선방안 = 26
• 第3節 能動的 Leader ship의 役割 = 31
• 1. 최고관리층의 Leader ship 역할 = 31
• 2. 중간관리층의 Leader ship 역할 = 35
• 第4章 Leadership 訓練技法과 革新 Leadership의 資質 = 38
• 第l節 Leadership 의 訓練技法 = 38
• 第2節 行政變化의 戰略 = 43
• 第3節 革新的 Leader의 資質 = 48
• 第5章 結論 = 51
• 參考文獻 = 54
• ABSTRACT = 59