[논문]변혁적 리더십과 직원들의 직무만족도 및 직무성과와의 관계에 관한 연구

이남; 정기영; 김형호

doi:10.15207/jkcs.2020.11.6.269

초록
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리더는 기업에서 없어서는 안 될 역할을 가지고 있다. 본 논문에서는 변혁적 리더를 검토 대상으로 하여 직원의 직무 만족도와 직무 성과 변수를 도입하였다. 변혁적 리더십이 직원의 직무성과와 직무만족도에 미치는 영향을 탐색하고, 또한 변혁적 리더십이 종업원의 직무성과에 영향을 미치는 요인을 찾고자 하였다. 본 연구에서는 설문 조사 방법을 채택하여 378개의 설문결과를 이용, SPSS23.0으로 조사 결과를 분석하였다. 연구결과에 의하면 변혁적 리더의 네 가지 구성변수는 직무성과와 직무만족도에 각각 서로 다른 영향을 미치는 것으로 나타났다. 기업의 리더는 리더십 스타일의 선택에 주의를 기울여야하며 직원의 업무 태도에 각별한 관심을 기울여야 한다. 본 연구는 기업의 인적 자원 관리 업무를 수행하는데 유익한 시사점을 제공한다. 본 연구에서는 직무만족도가 변혁적 리더십과 직무성과 사이의 중개 역할을 하는지는 검증되지 않았으며, 향후 연구에서 보완해야 할 필요가 있다.

Abstract ▼ AI-Helper

The leader has an indispensable role in the enterprise. This article takes transformational leadership as the research object and introduces job satisfaction and job performance as variables. It is aimed to explore the impact of various dimensions of transformational leadership on employee performan...

The leader has an indispensable role in the enterprise. This article takes transformational leadership as the research object and introduces job satisfaction and job performance as variables. It is aimed to explore the impact of various dimensions of transformational leadership on employee performance and satisfaction, and to try to find the acting mechanism of the effect of transformational leadership on employee performance. The study used a questionnaire survey method and SPSS23.0 for statistical analysis. Through the analysis of 378 questionnaire surveys, it was found that the four constituent variables of transformational leadership would have different degrees of influence on job performance and satisfaction. Enterprise leaders should put emphasis on the choice of leadership style and pay special attention to the work attitude of employees. This study provides useful enlightenment for companies to carry out human resource management work. However, this study did not verify whether job satisfaction has an intermediary role in between transformational leadership and job performance, which is also an area that needs to be further studied in the future.

Keyword

표/그림 (7)

그림 Fig. 1. Research Model
표 Table 1. Descriptive statistics for official samples
표 Table 2. Transformational Leadership Scale
표 Table 3. Reliability and validity test of job satisfaction scale
표 Table 4. Reliability and Validity Test of Job Performance Scale
표 Table 5. Correlation analysis of variables
표 Table 6. Results of regression analysis

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가설 설정

H1: Each dimension of transformational leadership has a positive impact on intrinsic satisfaction.
H1d: Leader charm has a positive effect on intrinsic satisfaction.
H2: Each dimension of transformational leadership has a positive impact on external satisfaction.
H2d: Leader charisma has a positive effect on external satisfaction.
H3: Intrinsic satisfaction has a significant positive effect on job performance.
H4: External satisfaction has a significant positive effect on job performance.
H5: Each dimension of transformational leadership has a significant positive impact on job performance.
H5d: Leader charisma has a positive effect on job performance.
H1 Hypothesis: the results of regression analysis of the impact of each dimension of transformational leadership on intrinsic satisfaction show that the first regression modle is statistically significant at p05. it can be seen that vision incentive has no significant influence on external satisfaction, so H2b was not supported, other dimensions have significant influence, H2a, H2c and H2d were supported.
01), H4 has been verified, and the hypothesis 4 was supported. H5 Hypothesis: From the specific results, the four dimensions of transformational leadership are related to job performance , but not all of them are significant. In the specific regression results, vision incentive and personalized care were significant at p=0.

제안 방법

The scale has two forms: long scale and short scale. This article adopts a short-form scale with 20 items. The short-form scale divides satisfaction into internal satisfaction and external satisfaction.
The questionnaire in this study is divided into four parts: transformational leadership behavior, job satisfaction, job performance, and basic information of the respondent. There are 56 questions in the questionnaire.
Based on relevant theoretical basis, research hypothesis and established research model, this study empirically demonstrated the influence relationship between transformational leadership, job satisfaction and job performance, conducted multiple regression analysis and single regression analysis, In Table 6, we show the analysis results.

대상 데이터

The 378 questionnaires are used for further analysis. The results are shown in Table 1.

이론/모형

There are 56 questions in the questionnaire. Likert 5-point scale was used to score all questionnaires in this study.
5. The validity of the questionnaire is mainly measured by the KMO value and the Bartlett spherical test result. the standard value of KMO is 1, the closer to 1, the better the validity of the questionnaire, the standard value of the Bartlett sphere test is generally 0.

성능/효과

There are some limitations in this study. First, although the scales involved in this study are relatively mature and authoritative scales, each scale is evaluated by employees themselves, and the data source may be homologous deviation. Second, the study only verified the pairwise relationship between transformational leadership, job satisfaction and job performance, but did not verify whether job satisfaction plays an intermediary role between transformational leadership and job performance, which is also an area to be improved in future research.

후속연구

It can be understood from the statistical data in the table that the correlation between the variables studied in this paper is significant, and the next regression analysis can be performed.
First, although the scales involved in this study are relatively mature and authoritative scales, each scale is evaluated by employees themselves, and the data source may be homologous deviation. Second, the study only verified the pairwise relationship between transformational leadership, job satisfaction and job performance, but did not verify whether job satisfaction plays an intermediary role between transformational leadership and job performance, which is also an area to be improved in future research.

참고문헌 (16)

M. K. Hu & W. Wu. (2019). Research on the status quo of transformational leadership in enterprises. Knowledge Economy, 2019(27), 35-37. DOI : 10.15880/j.cnki.zsjj.2019.27.017
C. C. Lv, J. J. Yang & M. X. Li. (2018). Research on the Effect of Leadership Style and Knowledge Sharing on Radical Innovation. Soft Science, 32(12), 71-74. DOI : 10.13956/j.ss.1001-8409.2018.12.15
B. G. Park. (2015). A Convergence Study of Transformational Leadership on Organizational Devotion and Team Performance - Moderating Effects of Authenticity -, Journal of Digital Convergence, 13(7), 117-124. DOI : 10.14400/JDC.2015.13.7.117
J. B. Kim. (2018). Effects of Leadership, Organizational Justice and Psychological Empowerment on Job Performance. Journal of the Korea Convergence Society, 9(12), 265-272. DOI : 10.15207/JKCS.2018.9.12.265
C. P. Li & K. SHi. (2005). The Structure and Measurement of Transformational Leadership in China, Acta Psychologica Sinica, 37(6), 803-811. http://journal.psych.ac.cn/xlxb/CN/

상세보기
J. G. Lee & K. H. Lee. (2016). The Effect of Transformational Leadership on Job Satisfaction : The Moderating Effect of Job Autonomy. Journal of Digital Convergence, 14(10), 217-224. DOI : 10.14400/JDC.2016.14.10.217
R. Li & W. Q. Ling. (2007). A Review of the Research on Trans for mational Leadership. Scientific Management Research. 2007(06), 85-89. DOI : 10.19445/j.cnki.15-1103/g3.2007.06.024
R. L. Zhang. (2019). Research on strategies to improve job satisfaction of knowledge workers based on emotion management, Modern Business, 2019(24), 62-64. DOI : 10.14097/j.cnki.5392/2019.24.028
D. S. Wang. (2000). Focus on employee satisfaction, Enterprise Vitality, 2000(01), 44-45. DOI : 10.14017/j.cnki.2095-5766.2000.01.017
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M. C. Jensen & K. J. Murphy. (1990). Performance pay and top-management incentives. Journal of Political Economy, 98(2), 225-264. DOI : 10.1086/261677

상세보기
M. Song, Y. S. Chen & D. N. Qin. (2014). Leader Gender Role, Transformational Leadership and Follower Job Satisfaction. Human Resources Development of China, 2014 (07), 18-24. DOI : 10.16471/j.cnki.11-2822/c.2014.07.010
B. J. Jaworski & A. K. Kohli. (1991). Supervisory feedback: alternative types and their impact on salespeople's performance and satisfaction. Journal of Marketing Research, 28(2), 190-201. DOI : 10.1177/002224379102800206

상세보기
J. S. Black & H. B. Gregersen. (1997). Participative decision-making: an integration of multiple dimensions. Human Relations, 50(7), 859-878. DOI : 10.1023/a:1016968625470

상세보기
F. J. Yammarino & A. J. Dubinsky. (1994). Transformational leadership theory: using levels of analysis to determine boundary conditions. Personnel Psychology, 47(4), 787-811. DOI : 10.1111/j.1744-6570.1994.tb01576.x

상세보기
Z. M. Wu & X. Wu. (2006). An empirical study on the relationship among transformational leadership, organizational citizenship behavior and team effectiveness in high-tech work teams. Science Research Management, (06), 74-79. DOI : 10.19571/j.cnki.1000-2995.2006.06.011

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[국내논문] 변혁적 리더십과 직원들의 직무만족도 및 직무성과와의 관계에 관한 연구
Research on the Influence of Transformational Leadership on the Employee's Job Satisfaction and Job Performance 원문보기

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[국내논문] 변혁적 리더십과 직원들의 직무만족도 및 직무성과와의 관계에 관한 연구 Research on the Influence of Transformational Leadership on the Employee's Job Satisfaction and Job Performance 원문보기

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