Scholarly interest on the study of leadership is to understand the relationship between leadership and organizational effectiveness rather than to clarify leaders'' traits or characters. Most studies concerning the leadership has been conducted on the basis of such two factor classification as ''ini...
Scholarly interest on the study of leadership is to understand the relationship between leadership and organizational effectiveness rather than to clarify leaders'' traits or characters. Most studies concerning the leadership has been conducted on the basis of such two factor classification as ''initiating structure'' and ''consideration''. And the studies on the organizational effectiveness has been criticized with the use of simple criteria such as organizational commitment and job satisfaction. And the organizational culture has been considered important variable in the field of organizational research since 1980. This tendency reflects that organizational culture influences on the organizational effectiveness. But the studies on organizational effectiveness have been conducted separately focused on the relationship between leadership and organizational effectiveness or organizational culture and organizational effectiveness. On the other hand, the environment of local government is becoming complex and various, and the speed of change is preceeding rapidly. In this dynamic circumstances, the leadership of chief executive is important to response to the changes and challenges. On the basis of such problematic perception, this study was conducted through competing values framework to overcome the criticism mentioned above. This study conducts an empirical analysis using the competing values approach developed by Robert E. Quinn, and argues that the leadership of local chief executives influences organizational effectiveness and organizational culture reinforces the relations between them. Three variables were used for the analysis, eight types of leadership as independent variables, eight criteria of organizational effectiveness as dependent variables, and four organizational cultures as moderating variables. Data was obtained through the questionnaires which were responded by the 1,209 civil servants working in the eighty local governments. The data was analyzed by the statistical techniques such as Chi-square, T-test, Pearson''s correlation and multi-regression through the SPSS 12.0(ver.) One of the results of this study shows that ''balance-pursuing complex competing value leadership is recommended to improve organizational effectiveness and organizational culture actually reinforces the relations between leadership and organizational effectiveness. In other words, overall organizational effectiveness would be increased when local chief executives are capable of selecting more than six competing value leaderships which consist of eight leadership styles, producer, director, facilitator, mentor, monitor, coordinator, innovator and broker. It means that local chief executives need to accept various values with balance according to the circumstance and environment to increase organizational effectiveness. The other core result of this study is that organizational culture influences on the relationship between the leadership and organizational effectiveness. There are four types of organizational culture in the competing values approach. Each type of culture fits on the two types of competing value leadership. Market culture fits on producer and director, hierarchy culture on monitor and coordinator, clan culture on facilitator and mentor and adhocracy on innovator and broker. The hypothesis was established to find whether the organizational culture would moderate the relation between the leadership and organizational effectiveness. The result is that three competing value cultures except hierarchy culture reinforce the relations between local chief executive''s leadership and organizational effectiveness. The market culture reinforces the relations between producer and director and their organizational effectiveness which are productivity and goal achievement. The clan culture reinforces the relations between facilitator and mentor and their organizational effectiveness which are participation, openness, morale and commitment. The adhocracy culture reinforces the relations between innovator and broker and their organizational effectiveness which are adaptability and organizational growth. But the hierarchy culture does not influence on the relations between monitor and coordinator and their organizational effectiveness which are stability, measurement and documentation. Because hierarchy culture put emphasis on order, regulation, control, people can not be motivated to work well. Under the hierarchy culture, people are not willing to take any risk and do not show positive attitude to working, which comes to the failure to strengthen organizational effectiveness. In conclusion, local chief executives need to exert balance-pursuing competing value leadership and help form strongly balanced organizational culture which fits on the balance-pursuing complex competing value leadership to heighten their overall organizational effectiveness.
Scholarly interest on the study of leadership is to understand the relationship between leadership and organizational effectiveness rather than to clarify leaders'' traits or characters. Most studies concerning the leadership has been conducted on the basis of such two factor classification as ''initiating structure'' and ''consideration''. And the studies on the organizational effectiveness has been criticized with the use of simple criteria such as organizational commitment and job satisfaction. And the organizational culture has been considered important variable in the field of organizational research since 1980. This tendency reflects that organizational culture influences on the organizational effectiveness. But the studies on organizational effectiveness have been conducted separately focused on the relationship between leadership and organizational effectiveness or organizational culture and organizational effectiveness. On the other hand, the environment of local government is becoming complex and various, and the speed of change is preceeding rapidly. In this dynamic circumstances, the leadership of chief executive is important to response to the changes and challenges. On the basis of such problematic perception, this study was conducted through competing values framework to overcome the criticism mentioned above. This study conducts an empirical analysis using the competing values approach developed by Robert E. Quinn, and argues that the leadership of local chief executives influences organizational effectiveness and organizational culture reinforces the relations between them. Three variables were used for the analysis, eight types of leadership as independent variables, eight criteria of organizational effectiveness as dependent variables, and four organizational cultures as moderating variables. Data was obtained through the questionnaires which were responded by the 1,209 civil servants working in the eighty local governments. The data was analyzed by the statistical techniques such as Chi-square, T-test, Pearson''s correlation and multi-regression through the SPSS 12.0(ver.) One of the results of this study shows that ''balance-pursuing complex competing value leadership is recommended to improve organizational effectiveness and organizational culture actually reinforces the relations between leadership and organizational effectiveness. In other words, overall organizational effectiveness would be increased when local chief executives are capable of selecting more than six competing value leaderships which consist of eight leadership styles, producer, director, facilitator, mentor, monitor, coordinator, innovator and broker. It means that local chief executives need to accept various values with balance according to the circumstance and environment to increase organizational effectiveness. The other core result of this study is that organizational culture influences on the relationship between the leadership and organizational effectiveness. There are four types of organizational culture in the competing values approach. Each type of culture fits on the two types of competing value leadership. Market culture fits on producer and director, hierarchy culture on monitor and coordinator, clan culture on facilitator and mentor and adhocracy on innovator and broker. The hypothesis was established to find whether the organizational culture would moderate the relation between the leadership and organizational effectiveness. The result is that three competing value cultures except hierarchy culture reinforce the relations between local chief executive''s leadership and organizational effectiveness. The market culture reinforces the relations between producer and director and their organizational effectiveness which are productivity and goal achievement. The clan culture reinforces the relations between facilitator and mentor and their organizational effectiveness which are participation, openness, morale and commitment. The adhocracy culture reinforces the relations between innovator and broker and their organizational effectiveness which are adaptability and organizational growth. But the hierarchy culture does not influence on the relations between monitor and coordinator and their organizational effectiveness which are stability, measurement and documentation. Because hierarchy culture put emphasis on order, regulation, control, people can not be motivated to work well. Under the hierarchy culture, people are not willing to take any risk and do not show positive attitude to working, which comes to the failure to strengthen organizational effectiveness. In conclusion, local chief executives need to exert balance-pursuing competing value leadership and help form strongly balanced organizational culture which fits on the balance-pursuing complex competing value leadership to heighten their overall organizational effectiveness.
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