다수준 분석을 통한 부하직원의 Big5 성격과 리더의 변혁적 리더십 간의 관계에 대한 연구

• 영문명: A Research on The Relationship between Big5 Personality of Followers and Transformational Leadership of Leaders Through A Multi-level Analysis: A Case of Employees in Nursery Facilities
• 발행기관: 한국인사조직학회
• 저자명: 홍계훈(Hong, Gye-Hoon) 양회창(Yang, Hoe-Chang)
• 간행물 정보: 『한국인사조직학회 발표논문집』한국인사조직학회 2013년도 춘계학술연구발표회 발표논문집, 0~33쪽, 전체 34쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2013.03.30

국문 초록

본 연구에서는 부하직원들의 Big5 성격과 리더의 변혁적 리더십 간의 관계를 알아보았다. Big5 성격에는 외향성, 사교성, 성실성, 정서적 불안정성, 경험에 대한 개방성 등 다양한 차원들이 포함되어있으며, 개념적 정의에서도 차이를 보인다. 더군다나, 변혁적 리더십도 카리스마 및 개별적 고려, 지적자극 등의 하위차원들이 존재하며 개념적으로 차이를 가지고 있다. 그러므로 Big5 성격의 하위차원들과 특정 결과변수들 간의 관계들이 변혁적 리더십의 하위차원들에 의해서 달라질 가능성이 존재한다. 그러므로 현재 연구에서는 부하직원들의 Big5 성격의 하위차원들과 인지된 조직시민행동 및 혁신행동 간의 관계들이 리더가 발현하는 변혁적 리더십의 하위차원들에 의해서 어떻게 달라지는 지 알아보았다. 특히, 한명은 리더는 여러 부하직원들을 이끌며, 직접적인 관계를 가지므로 현재 연구는 다수준(multi-level) 분석을 통해서 각 변수들 간의 관계들을 알아보았다. 분석대상은 보육교사들로, 58개 집단의 288명이 분석되어졌다. 분석결과, 개인수준에서는 외향성과 성실성이 인지된 조직시민행동과 유의미한 관계가 존재하는 반면, 집단수준에서는 외향성과 인지된 조직시민행동의 관계가 변혁적 리더십의 하위차원 중 카리스마에 의해서 조절되는 것으로 나타났다. 또한, 개인수준에서 인지된 혁신행동은 사교성 및 성실성과 유의미한 관계가 존재하는 반면, 외향성과 인지된 혁신행동 및 성실성과 인지된 혁신행동 간의 관계들이 카리스마에 의해서 조절되는 것으로 나타났다. 또한, 사교성과 인지된 혁신행동 간의 관계는 지적 자극에 의해, 정서적 불안정성과 인지된 혁신행동 간의 관계는 개별적 고려에 의해 조절되는 것으로 나타났다.

영문 초록

In this study, we focused on the relationship between Big5 personality and transformational leadership, Big5 personality had 5 sub-dimensions; extraversion, agreeableness, neuroticism openness to experience, and consciousness. These 5 sub-dimensions played different roles in a specific outcome, such as perceived organizational citizenship behavior or innovative behavior. Transformational leadership also had 3 sub-dimensions: charisma, intellectual stimulation, and individualized consideration We expected that all 3 sub-dimensions of transformational leadership wouldn't have similar effects on the relationships between 5 sub-dimensions of personality and the outcomes Therefore, we suggested that 3 sub-dimensions of transformational leadership would moderate the relationships between 5 sub-dimensions of Big5 personality and two outcomes; perceived organizational citizenship/innovative behavior in current study, We used multi-level approach and analysis using hierarchical linear modeling (HLM), to investigate moderating role of sub-dimensions of transformational leadership in the relationships between sub-dimensions of Big5 personality and two outcomes. In other words, the relationships between sub-dimensions of Big5 personality and two outcomes were investigated in an individual level while moderating effect of sub-dimensions of transformational leadership were investigated in group level. To investigate these hypotheses, we used survey questionnaires data, which were completed from 58 groups including 288 employees in nursery facilities. Average group size is 496. Because of nursery facilities' characteristics, 99.3% of respondents were female. The average age of participants was 33.68 years(SD=7.68), and the average time period in their current nursery facility was 3.17 years(SD=3.02). At first, there was a significantly positive relationship between extraversion and perceived organizational citizenship behavior in an individual level On the other hands, charisma, one of sub-dimensions cf transformational leadership, moderated the relationships between extraversion and perceived organizational citizenship behavior/innovative behavior in multi-level. In otter words, extraversion more negatively correlated with two outcomes when charisma was high than when charisma was low. Secondly, there was a significantly negative relationship between agreeableness and perceived innovative behavior in an individual level In a multi-level, however, charisma and intellectual stimulation moderated their relationship, Agreeableness more negatively correlated with perceived innovative behavior when charisma was high than when charisma was low. Conversely, agreeableness more negatively correlated with it when intellectual stimulation was low than when intellectual stimulation was high. Thirdly, it was different from our expectation that neuroticism didn't correlate with two outcomes in an individual level In a multi-level however, individualized consideration moderated the relationship between neuroticism and perceived innovative behavior. There was a negative relationship between neuroticism and perceived innovative behavior in low individualized consideration. In high individualized consideration, however, there was the positive relationship between them. Additionally, openness to experience didn't correlate with perceived innovative behavior in an individual level. This result was also different with our expectation. Moreover, intellectual stimulation didn't moderate the relationship between openness to experience and perceived innovative behavior. Finally, consciousness positively correlated with perceived organizational citizenship behavior and innovative behavior in an individual level. As we expected, any sub-dimensions of transformational leadership didn't moderate the relationships between consciousness and two outcomes.

목차

<초록>

Ⅰ. 서론

Ⅱ. Big5 성격 및 변혁적 리더십의 하위차원

Ⅲ. 변혁적 리더십의 조절효과

Ⅳ. 분석방법

Ⅴ. 분석결과

Ⅵ. 토의

참고문헌

Abstract

키워드

Big5 Personality Transformational Leadership perceived Organizational Citizenship Behavior perceived Innovative Behavior