바로가기메뉴

본문 바로가기 주메뉴 바로가기

ACOMS+ 및 학술지 리포지터리 설명회

  • 한국과학기술정보연구원(KISTI) 서울분원 대회의실(별관 3층)
  • 2024년 07월 03일(수) 13:30
 

logo

  • ENGLISH
  • P-ISSN1229-067X
  • E-ISSN2734-1127
  • KCI

군자적 리더십의 타당도에 관한 연구

A Validation Study of Kunja's Leadership

한국심리학회지: 일반 / Korean Journal of Psychology: General, (P)1229-067X; (E)2734-1127
2010, v.29 no.1, pp.71-101
류수영 (서울대학교)
이경묵 (서울대학교)

초록

본 연구는 군자적 리더십의 타당도 검증을 목적으로 한다. 이를 위해 연구 1은 군자적 리더십의 구성타당도를 확인하기 위한 것으로서 494명의 직장인들에게서 얻은 데이터를 활용하여 군자적 리더십과 변혁적 및 진실의 리더십의 구성개념들과의 관계성을 분석하였다. 두 리더십 변인들과 군자적 리더십의 구성개념들간의 높은 상관관계로 인해 발생할 수 있는 다중공선성의 문제를 피하기 위해 단계적 회귀분석(stepwise regression)을 수행하였다. 분석결과 신(信)이 변혁 및 진실의 리더십과 공통적으로 높은 상관관계가 있고, 비록 인(仁)과 지(智)의 요소가 변혁 및 진실의 리더십을 설명하는 요소로 포함되기는 하나 설명되는 부분이 약하며, 의(義)와 예(禮)는 변혁 및 진실의 리더십에 포함되지 않고 있는 군자적 리더십의 독특성을 내포하고 있음을 발견하였다. 그리고 세 리더십에 관한 확인적 요인분석 결과를 통해 군자적 리더십이 변혁적 리더십 및 진실의 리더십과 판별되는 개념임을 확인하였다. 연구 2는 군자적 리더십의 준거관련타당도를 확인하기 위한 것으로서 18개 기업의 90개 팀으로부터 얻은 자료를 활용하여 군자적 리더십의 구성개념들이 리더에 대한 신뢰에 미치는 영향을 검증하였다. 위계적 회귀분석 결과, 군자적 리더십의 구성개념들인 인의예지신이 각각 리더에 대한 신뢰에 정적인 영향을 미치고 있으며, 오상의 요인들을 회귀식에 모두 포함하여 상대적 기여도를 확인한 결과 인(仁)과 신(信)이 리더에 대한 신뢰에 긍정적 영향을 미치는 결정적인 하위구성개념임을 발견하였다. 본 연구의 결과와 시사점에 관해서 결론부분에서 자세히 논의하였다.

keywords
Kunja’s Leadership, Transformational Leadership, Authentic Leadership, Five Constants Humanity, Righteousness, Courtesy, Wisdom and Trust, Trust in Leader, Validation Study, 군자적 리더십, 변혁적 리더십, 진실의 리더십, 오상(五相)-인의예지신(仁義禮智信), 타당도 연구

Abstract

This article aims to validate the concept of Kunja’s leadership. In study 1, we investigated discriminant and convergent validity of Kunja's leadership by comparing it with transformational leadership and authentic leadership on the basis of 494 full-time workers' data. The result supported our argument that Kunja's leadership would be different from transformational leadership and authentic leadership. In study 2, we tested the subscale's effectiveness of Kunja's leadership with 90 team level data gained from 18 Korean business organizations. The results of regression analysis supported research hypotheses: Each subscale of Kunja's leadership would positively affect subordinates' trust in their leaders after holding for transformational leadership and authentic leadership respectively. The implications of these results would be discussed in the conclusion.

keywords
Kunja’s Leadership, Transformational Leadership, Authentic Leadership, Five Constants Humanity, Righteousness, Courtesy, Wisdom and Trust, Trust in Leader, Validation Study, 군자적 리더십, 변혁적 리더십, 진실의 리더십, 오상(五相)-인의예지신(仁義禮智信), 타당도 연구

참고문헌

1.

류수영 (2007). 한국인의 유교적 가치측정 문항개발연구. 인사․조직연구, 17(4), 171 -205.

2.

류수영 (2009). 군자적 리더십의 개념․측정․효과성에 관한 연구. 서울: 서울대학교박사학위논문.

3.

류수영, 이경묵 (2009). 군자적 리더십의 개념 및 측정도구개발 연구. 한국심리학회지: 일반, 28(1), 209-237.

4.

신유근 (1996). 한국기업 최고경영자의 행동특성과 리더십 스타일. 인사․조직연구, 4(2), 203-233.

5.

이경묵 (2004). 사서에 나타난 리더십. 리더십 연구, 1, 83-140.

6.

전택수 (1998). 한국경제 발전과정에서 보인 전통문화의 역할. 경제학연구, 46(2), 95 -122.

7.

전택수 (2003). 한국인의 경제적 성격과 한국경제학 연구방법론. 정신문화연구, 26(1), 25-66.

8.

Avolio, B. J. & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership, The Leadership Quarterly, 16, 315-338.

9.

Bhattacharya, R., & Pillutla, M. M. (1998). A formal model of trust based on outcomes. Academy of Management Review, 23(3), 459-472.

10.

Bass, B. M., Valenzi, E. R., Farrow, D. L., & Solomon, R. J. (1975). Management styles associated with organizational, task, personal, and interpersonal contingencies. Journal of Applied Psychology, 60(6), 720-729.

11.

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

12.

Bass, B. M. & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.

13.

Blau, P. M. (1964) Exchange and power in social life. New York: Wiley.

14.

Boseman, G. (1986). The Australian multinational: Parent and subsidiary relationships. Management International Review, 26, 43-51.

15.

Burns, J. M. (1978). Leadership. New York: Harper & Row.

16.

Butler, J. K., Jr. (1991). Towards understanding and measuring conditions of trust: Evolution of a conditions of trust inventory. Journal of Management, 17(3), 643-663.

17.

Conger, J. A. (1988), Theoretical foundations of charismatic leadership. In J. A. Conger and R. N. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness, San Francisco, CA: Jossey‐Bass.

18.

Conger, J. A. & Kanungo, R. N. (1992). Perceived behavioral attributes of charismatic leadership. Canadian Journal of Behavioral Science, 24(1), 86-102.

19.

Conger, J. A. & Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of Organizational Behavior, 15, 439-452.

20.

Conger, J. A., Kanungo, R. N., Menon, S. T., & Mathur, P. (1997). Measuring charisma: Dimensionality and validity of the Conger- Kanungo scale of charismatic leadership. Canadian Journal of Administrative Science, 14(3), 290-302.

21.

Conger, J. A. & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage Publications.

22.

Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164-209.

23.

Dansereau, F., Jr., Grean, G., & Haga, W. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.

24.

Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.

25.

Dorfman, P. W., Howell, J. P., Hibino, S., Lee, J. K., Tate, U., & Bautista, A. (1997). Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures. The Leadership Quarterly, 8(3), 233-274.

26.

Deutsch, M. (1958). Trust and suspicion. Journal of Conflict Resolution, 2, 265-279.

27.

Erickson, R. J. (1995). The importance of authenticity for self and society. Symbolic Interaction, 18(2), 121-144.

28.

French, J. R. P. & Raven, B. (1959), The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp.150-167). Ann Arbor, MI: University of Michigan Press.

29.

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005). Can you see the real me? A self‐based model of authentic leader and follower development. The Leadership Quarterly, 16, 343‐372.

30.

Goffman, E. (1959). The presentation of self in everyday life. Garden City, New York: Doubleday & Company, Inc.

31.

Harter, J. K. (2002). Authenticity. In C. R. Snyder & S. Lopez (Eds.), Handbook of positive psychology. Oxford: Oxford University Press, 382-394.

32.

Honnon, J. M., Huang, I. C., & Jaw, B. S. (1995). International resource strategy and its determinants: The case of subsidiaries in Taiwan. Journal of International Business Studies, 26, 531-554.

33.

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations. Thousand Oaks, CA: Sage Publications.

34.

Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes, The Leadership Quarterly, 16, 373- 394.

35.

James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within‐group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98.

36.

Kerr, S. & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375-403.

37.

Klein, K. J., Griffin, M. A., Bliese, P. D., Hofmann, D. A., Kozlowski, S. W. J., James, L., R., Dansereau, F., Yammarino, F. J., Gavin, M. B., & Bligh, M. C. (2000). Multilevel analytical techniques: Commonalities, differences, and continuing questions. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions. San Francisco: Jossey‐Bass.

38.

Lewicki, R. J., & B. Bunker (1995). Trust in relationships: A model of trust development and decline. In B. Bunker & J. Z. Rubin(Eds.), Conflict, cooperation, and justice, San Francisco, CA: Jossey-Bass, 133-173.

39.

Lewis, J. D., & Weigert, A. J. (1985). Social atomism, holism, and trust. The Sociological Quarterly, 26, 455-471.

40.

Lord, R. G., Foti, R. J., & De Vadcer, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34, 343-378.

41.

Lord, R. G. (2000). Thinking outside the box by looking inside the box: Extending the cognitive revolution in leadership research. The Leadership Quarterly, 11(4), 551-579.

42.

Lord, R. G. & Brown, D. J. (2001). Leadership, values, and subordinate self-concepts. The Leadership Quarterly, 12, 133-152.

43.

Lord, R. G., Brown, D. J., Harvey, J. L., & Hall, R. J. (2001). Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311-338.

44.

MacKenzie, S. B., Podsakoff, P. M., & R. Fetter (1993). The impact of organizational citizenship behavior on evaluations of sales performance. Journal of Marketing, 57, 123 -150.

45.

McAllister, D. J. (1995). Affect- and cognition -based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.

46.

McClelland, D. C. (1970). The two faces of power. Journal of International Affairs, 24(1), 29-47.

47.

Podsakoff, P. M., Todor, W. D., & R. A. Grover (1984). Situational moderators of leader reward and punishment behaviors: Fact or fiction? Organizational Behavior and Human Performance, 34, 21-63.

48.

Podsakoff, P. M. & MacKenzie, S. B. (1994). An examination of the psychometric properties and nomological validity of some revised and reduced substitutes for leadership scales. Journal of Applied Psychology, 79(5), 702-713.

49.

Podsakoff, P. M., MacKenzie, S. B., Podsakoff, N. P., & Lee, J. (2003), Common method biases in behavioral research: A critical review of the literature and recommended remedies, Journal of Applied Psychology, 88(5), 879‐903.

50.

Shin, Y., & Kim, H. (1994). Individualism and collectivism in Korean industry. In G. Yoon & S. Choi (Eds.), Psychology of the Korean people (pp.189-208). Seoul: Dong-A Publishing

51.

Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16, 419-439.

52.

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.

53.

Weber, M. (1947). The theory of social and economic organization (T. Parsons, Trans.). New York: Free Press.

54.

Whitener, E. M., Brodt, S. E., Korsaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Academy of Management Review, 23(3), 513-530.

55.

Zand, D. E. (1972). Trust and managerial problem solving. Administrative Science Quarterly, 17, 229-239.

한국심리학회지: 일반