• 디지털융복합연구
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• 제15권1호
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• pp.171-179
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• 2017

본 연구의 목적은 진성리더십의 하위 구성요인과 조직시민행동, 직무성과 간의 영향 관계를 살펴봄으로써 진성리더십 개발에 관한 시사점을 제시하는데 있다. 국내 다양한 기업에 종사하는 구성원 448명을 대상으로 실증 분석을 하였다. 연구 결과를 요약하면 첫째, 진성리더십에서 상사의 자아인식은 조직시민행동 및 직무성과에 유의미한 영향을 미치지 않는 것으로 나타났다. 둘째, 내면화된 도덕관점은 조직시민행동 및 직무성과에 정(+)적인 영향을 미치는 것으로 나타났다. 셋째, 관계적 투명성은 조직시민행동에 정(+)적인 영향을 미쳤으나 직무성과에는 유의미한 영향 관계를 보이지 못했다. 넷째, 균형잡힌 정보처리는 조직시민행동 및 직무성과에 유의미한 영향을 미치지 못하는 것으로 나타났다. 본 연구결과가 함의하는 바는 진성리더십이 구성원들의 조직시민행동과 직무성과를 향상시키기 위해서는 상사의 내면화된 도덕관점과 관계적 투명성에 대한 고려가 필요하다는 점에서 그 의미를 둘 수 있다.

• International Journal of Internet, Broadcasting and Communication
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• 제13권1호
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Journal of Construction Engineering and Project Management
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• 제6권4호
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• pp.15-23
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• 2016

The construction industry suffers from declining productivity and lack of trust between stakeholders and among the public. Increasing technical, regulatory, environmental and ethical challenges face the sector and necessitate a new type of leader. Authentic leadership is a relatively new construct that focuses on a leader demonstrating self-awareness, relational transparency, an internalized ethical and moral perspective and balanced processing. This study uses the Authentic Leadership Questionnaire to measure construction superintendent's levels of authentic leadership and compares them to effectiveness ratings. There is a correlation between higher authentic leadership scores and effectiveness and this study concludes that authentic leaders are more effective superintendents.

• 한국콘텐츠학회논문지
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• 제16권9호
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• pp.51-65
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• 2016

본 연구에서는 항공사 객실승무원을 대상으로 진정성리더십이 긍정심리자본 및 변화지향 조직시민행동에 미치는 영향을 파악해 보고자 하였다. 특히 승무원의 진정성리더십과 변화지향 조직시민행동의 관계에 있어 긍정심리자본의 매개효과를 살펴봄으로써 진정성리더십 연구의 이론적 실무적 시사점을 제공하고자 하였다. 국내 두 대형항공사의 객실승무원을 대상으로 자료를 수집하였으며, 편의표본추출을 통해 390부의 설문지를 항공사 승무원을 대상으로 회수하였으며, 결측치가 있는 자료를 제외하고 377부를 활용하였다. SPSS 21.0과 AMOS 22.0을 통해 자료 분석을 실시하였으며 분석결과는 아래와 같다. 첫째, 진정성리더십은 이론적 고찰을 통해 자기인식, 관계적 투명성, 내면화된 도덕관점, 균형적 정보처리의 하위요인으로 구분하였으며, 이 중 자기인식과 내면화된 도덕관점이 긍정심리자본에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 긍정심리자본은 변화지향 조직시민행동에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 진정성리더십과 변화지향 조직시민행동의 관계에 있어 긍정심리자본의 매개효과는 부분적으로 매개 효과가 있는 것으로 나타났다. 이러한 연구 자료를 활용하여 항공승무원의 인식 및 행동에 영향을 미치는 진정성리더십을 강화할 수 있는 교육프로그램을 마련을 통해 항공승무원들의 긍정적인 업무태도의 활성화 추구가 필요하다.

• 한국프랜차이즈경영연구
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• 제8권4호
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.