리더십 스타일, 임파워먼트 그리고 조직몰입의 구조적 인과관계: 중국 IT 기업을 중심으로 Examining the Structural Relationship among Leadership Styles, Employee Empowerment and Organizational Commitment: Evidence from Chinese IT Companies원문보기
중국의 현재 경제 상황에서 직원들의 조직에 대한 몰입을 강화시키는 리더십 스타일은 매우 중요한 주제이다. 본 연구의 목적은 리더십 스타일, 임파워먼트 그리고 조직몰입 간의 구조적 인과관계를 조사하는 데 있다. 리더들이 자신의 리더십 스타일을 이해하고, 직원들로 하여금 더 많은 의사결정 권한을 부여하는 것은 직원들이 보다 효과적으로 업무를 수행할 수 있도록 많은 도움을 줄 수 있다. 연구목적을 달성하기 위해 본 연구에서는 중국 심천에 소재한 IT기업들에 대한 광범위한 설문 조사를 실시하여 총 403개의 데이터를 수집하였고, 분석은 SPSS와 AMOS를 이용하였다. 분석결과, 리더십 스타일은 종업원의 임파워먼트와 조직몰입에 긍정적인 영향을 미치는 것으로 나타났다. 또한 종업원에 대한 임파워먼트도 조직몰입에 영향을 미치며 리더십 스타일과 조직몰입 간의 매개효과를 가지는 것으로 나타났다. 조직에서 직원들이 자존감이 낮고 회사가 임파워먼트에 적극적이지 않은 경우 조직몰입도가 낮아 이직 가능성이 높을 수 있다. 본 연구결과는 중국 IT기업에 적합한 리더십 스타일은 변혁적 리더십보다는 거래적 리더십이며, 이러한 리더십 하에 종업원에 대한 적절한 임파워먼트가 이루어진다면 직원들의 조직몰입을 이끌 수 있다는 것을 보여준다.
중국의 현재 경제 상황에서 직원들의 조직에 대한 몰입을 강화시키는 리더십 스타일은 매우 중요한 주제이다. 본 연구의 목적은 리더십 스타일, 임파워먼트 그리고 조직몰입 간의 구조적 인과관계를 조사하는 데 있다. 리더들이 자신의 리더십 스타일을 이해하고, 직원들로 하여금 더 많은 의사결정 권한을 부여하는 것은 직원들이 보다 효과적으로 업무를 수행할 수 있도록 많은 도움을 줄 수 있다. 연구목적을 달성하기 위해 본 연구에서는 중국 심천에 소재한 IT기업들에 대한 광범위한 설문 조사를 실시하여 총 403개의 데이터를 수집하였고, 분석은 SPSS와 AMOS를 이용하였다. 분석결과, 리더십 스타일은 종업원의 임파워먼트와 조직몰입에 긍정적인 영향을 미치는 것으로 나타났다. 또한 종업원에 대한 임파워먼트도 조직몰입에 영향을 미치며 리더십 스타일과 조직몰입 간의 매개효과를 가지는 것으로 나타났다. 조직에서 직원들이 자존감이 낮고 회사가 임파워먼트에 적극적이지 않은 경우 조직몰입도가 낮아 이직 가능성이 높을 수 있다. 본 연구결과는 중국 IT기업에 적합한 리더십 스타일은 변혁적 리더십보다는 거래적 리더십이며, 이러한 리더십 하에 종업원에 대한 적절한 임파워먼트가 이루어진다면 직원들의 조직몰입을 이끌 수 있다는 것을 보여준다.
In the current economic situation of China, the leadership style and organizational commitment of employees has become an important topic. The purpose of this study is to explore the relationships among leadership style, employee empowerment and organizational commitment. And help leaders to underst...
In the current economic situation of China, the leadership style and organizational commitment of employees has become an important topic. The purpose of this study is to explore the relationships among leadership style, employee empowerment and organizational commitment. And help leaders to understand which leadership style is more important and suitable for them, and to increase employees sense of identify of the organization and giving them more power so that they can work more effectively. To serve this purpose, this study conducted an extensive survey of IT companies in ShenZhen, China, and 403 valid data was collected. The research model was analyzed using SPSS and AMOS. According to the result, leadership style has a profound influence on organizational commitment. And leadership style can also impact on empowerment. Employees' empowerment also significantly influence the organization commitment, and exist a mediating effect between the leadership style of organizational commitment. The results of this study provided a new reference and a more suitable leadership style for Chinese IT enterprises that transactional leadership is more effective than transformational leadership, and it is more effective to encourage employees with rewards.
In the current economic situation of China, the leadership style and organizational commitment of employees has become an important topic. The purpose of this study is to explore the relationships among leadership style, employee empowerment and organizational commitment. And help leaders to understand which leadership style is more important and suitable for them, and to increase employees sense of identify of the organization and giving them more power so that they can work more effectively. To serve this purpose, this study conducted an extensive survey of IT companies in ShenZhen, China, and 403 valid data was collected. The research model was analyzed using SPSS and AMOS. According to the result, leadership style has a profound influence on organizational commitment. And leadership style can also impact on empowerment. Employees' empowerment also significantly influence the organization commitment, and exist a mediating effect between the leadership style of organizational commitment. The results of this study provided a new reference and a more suitable leadership style for Chinese IT enterprises that transactional leadership is more effective than transformational leadership, and it is more effective to encourage employees with rewards.
* AI 자동 식별 결과로 적합하지 않은 문장이 있을 수 있으니, 이용에 유의하시기 바랍니다.
문제 정의
Thus, the purpose of this study is to examine the starting point to Chinese leaders and examine Chinese leader's management style in some Chinese outstanding IT companies.
가설 설정
According to the results of our data analysis, we know that transformational leadership has positive influence on organizational commitment, but it has no direct relationship with employee empowerment (H1). In addition, the influence of transactional leadership on employee empowerment and organizational commitment is higher than transformational leadership.
H1: Transformational leadership is positively associated with employee empowerment.
H2: Transactional leadership is positively associated with employee empowerment.
H3: Transformational leadership is positively associated with organizational commitment.
H4: Transactional leadership is positively associated with organizational commitment.
H5: Employee empowerment has a positively impact on organizational commitment.
제안 방법
The first part of questionnaire survey is the demographic information of the employees who are working in Chinese IT companies. The rest parts of the questionnaire was adopted Likert 5-point scale to measure the subjective responses of the visitors from 1 (strongly disagree/very poor) to 5 (strongly agree/very good). The questionnaire items of each variable are partly cited by some scholars according to the purpose of this study.
The variables used to operate this study which included in the investigated model were mainly adopted from previous studies and were modified to fit the target context. The definition of transformational leadership is adapted from [10], and the measurements are adapted from [4, 7].
성능/효과
He proved us that “Employee empowerment understands followers which means the existence of them is valued in the company and can also promote the level of organizational commitment and career satisfaction. Finally, this study also proved that employee empowerment does exist mediating effect between transactional leadership and organizational commitment in China.
For this, leaders in these IT companies take lots of measurements to stop high turnover rate. In this study, the results showed that leadership style (transformational and transactional leadership) has a significantly relationship with organizational commitment, that means if leaders want to give their employees a strong sense of belongings, the turnover rate will decrease. Leaders in these IT companies should motivate and stimulate their employees and also interact well with them.
First, most of the respondents of this study are under 40 years old, this may make the result mainly shows more intention of middle-age people. Second, all the respondents are from innovation science and technology industry, different industry type may has different results, so the limitation of industry type may influence the result and we just choose four Chinese IT companies as an example. And all the respondents are from these four IT companies, maybe respondents in other companies will have different perspectives and this will influence the result.
Third, in this study, we did not measure high-level managements’ ideas, just focusing on employees’ perspectives, as a matter of fact, high-level managements’ ideas are main elements for leadership styles.
Third, since this study proved that transactional leadership is a more suitable leadership style for Chinese IT companies, leaders in these IT companies should pay more attention on transactional leadership, giving employees more power and rewards to extend their creativity. Leaders who do not give employees rewards and power, just motivate them to work hard is not enough.
후속연구
Thus, the purpose of this study is to examine the starting point to Chinese leaders and examine Chinese leader's management style in some Chinese outstanding IT companies. And through this study, we expected that this study can provide a more suitable leadership style to the Chinese IT companies and provide theoretical and practical guidance for entrepreneurs.
참고문헌 (37)
J. M. Burns. (1978). Leadership. New York. Harper & Row.
J. A. Conger & R. N. Kanungo. (1988). The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13(3), 471-482.
B. M. Bass. (1997). Does the Transactional- Transformational Leadership Paradigm Transcend Organizational and National Boundaries? American Psychologist, 52(2), 130-139.
B. M. Bass & B. J. Avolio. (2000). MLQ, Multifactor Leadership Questionnaire Sample Set: Technical Report, Leader Form, Rater Form, and Scoring Key for MLQ Form 5x-short. Mind Garden.
P. D. Harms & M. Crede. (2010). Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Leadership & Organizational Studies, 17(1), 5-17.
Y. Jin. (2010). Emotional Leadership as a Key Dimension of Public Relations Leadership: A National Survey of Public Relations Leaders. Journal of Public Relations Research, 22(2), 159-181.
L. Aldoory & E. Toth. (2004). Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles. Journal of Public Relations Research, 16(2), 157-183.
P. M. Podsakoff, S. B. Mackenzie & R. H. Moorman. (1990). Transformational Leader Behaviors and their Effects on Follower's Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors. The Leadership Quarterly, 1(2), 107-142.
H. Bennet & M. Durkin. (2000). The Effects of Organizational Change on Employee Psychological Attachment. Journal of Managerial Psychology, 15(2), 126-148.
P. M. Podsakoff, S. B. Mackenzie & R. H. Moorman. (1990). Transformational Leader Behaviors and their Effects on Follower's Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors. The Leadership Quarterly, 1(2), 107-142.
J. E. Grunig & F. C. Repper. (1992). Strategic Management, Publics, and Issues. Excellence in Public Relations and Communication Management. 73(1), 117-157.
A. M. Chiles & T. E. Zorn. (1995). Empowerment in Organizations: Employees' Perceptions of the Influence on Empowerment.
L. E. Parker & R. H. Price. (1994). Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Making. Human Relations, 47(8), 911-928.
B. Buchanan. (1974). Building Organizational Commitment: The Socialization of Managers in Work Organizations. Administrative Science Quarterly, 19(4), 533-546.
L. W. Porter, W. J. Crtampon & F. J. Smith. (1976). Organizational Committment and Managerial Turnover: A Longitudinal Study. Organizational Behavior and Human Performance, 15(1), 87-98.
B. M. Bass. (1998). Transformational Leadership: Industry, Military and Educational Impact. Google Scholar.
G. M. Spreitzer. (1995). Psychological Empowerment in the Workplace: Dimensions, Measurement and Validation. The Academy of Management Journal, 38(5), 1442-1462.
D. E. Bowen & E. E. Lawler. (1992). The Empowerment of Service Workers: What, Why, How, and When. Sloan Management Review, 33(3), 31-39.
Q. Hayward, M. Goss & R. Tolmay. (2004). The Relationship between Transformational and Transactional Leadership and Employee Commitment. Grahamstown: Rhodes University, Business Report.
K. A. Arnold, N. Turner & J. Barling. (2007). Transformational Leadership and Psychological Well-being: The Mediating Role of Meaningful Work. Journal of Occupational Health Psychology, 12(3), 193-203.
A. Kent & P. Chelladurai. (2001). Perceived Transformational Leadership, Organizational Commitment, and Citizenship Behavior: A Case Study in Intercollegiate Athletics. Journal of Sport Management, 15(2), 135-159.
F. O. Walumbwa & J. J. Lawler. (2003). Building Effective Organizations: Transformational Leadership, Collectivist Orientation, Work-related Attitudes and Withdrawal Behaviors in Three Emerging Economies. International Journal of Human Resource Management, 14(7), 1083-1101.
J. E. Mathieu & D. M. Zajac. (1990). A Review and Meta-Analysis of the Antecedents, Correlates, and Consequences of Organizational Commitment. Psychological Bulletin, 108(2), 171-194.
J. Kim. (2018). Effects of Team Leadership Behavior of SME Organization on Teamwork and Job Satisfaction. Journal of the Korea Convergence Society, 8(2), 105-112.
J. B. Kim. (2017). Influence of College Student' Leadership Behavior Characteristics on Organizational Citizenship Behavior: Moderating Effect of Self-Efficacy. Journal of the Korea Convergence Society, 8(12), 351-357.
N. H. Marmaya, M. H. N. M. Torsiman & B. K. P. D. Balakrishnan. (2011). Employees's Perceptions of Malaysian Managers' Leadership Styles and Organizational Commitment. African Journal of Business Management, 5(5), 1584-1588.
K. Blanchard, J. P. Carlos & A. Randolph. (2001). Empowerment Takes More Than A Minute. Berrett-Koehler Publishers.
R. S. Wellins, W. C. Byham & J. M. Wison. (1991). Empowered Teams: Creating Self-Managing Working Groups and The Improvement of Productivity and Participation.
M. Wheatley. (1993). Leadership and The New Science. CRM Films.
P. D. Rasmussen, F. H. Bennet & D. N. Neshev. (2009). Observation of Two-Dimensional Non-local Gap Solitons. Optics Letters, 34(3), 295-297.
H. Ongori & J. E. Agolla. (2008). Occupational Stress in Organizations and Its Effect on Organizational Performance. Journal of Management Research, 8(3), 123-135.
※ AI-Helper는 부적절한 답변을 할 수 있습니다.