The Effects of Transformational Leadership in Public Institutions on the Creative Behavior of Members: The Mediating Effects of Perceived Organization Support

Abstract

최근 지방으로 이전한 공공기관에서는 신규직원이 대거 유입되는 등 다양한 인력유입으로 문화적 변화가 빠르게 진행되고 있다. 이러한 상황에서 구성원들의 창의적 행동을 발현하기 위한 변혁적 리더십의 영향력 검증이 필요한 시점이다. 본 연구의 목적은 지방 이전 공공기관에 종사하는 구성원의 창의적 행동에 영향을 미치는 상사의 변혁적 리더십과의 관계를 규명하고, 두 변수간의 관계를 조직지원인식의 매개효과를 검증하고자 하였다. 이를 위해 기관에 근무하고 있는 구성원을 대상으로 자기보고식 설문을 통해 231명의 유의미한 답변을 기반으로 분석하였다. 변혁적 리더십은 4개의 하위요인으로 구분하여 측정하였다. 이상적 영향력, 영감적 동기부여, 지적자극, 그리고 개별적 배려로 구분하여 각각의 요인들과 창의적 행동과의 관계를 살펴보았다. 첫째, 상사의 변혁적 리더십 중 개별적 배려요인은 구성원의 창의적 행동에 유의미한 정(+)의 영향을 미치는 것으로 확인되었다. 둘째, 상사의 변혁적 리더십 중 영감적 동기부여 요인은 구성원의 조직지원인식에 유의미한 정(+)의 관계를 미치는 것으로 확인되었다. 마지막으로 하위요인 중 개별적 배려는 부분매개 관계가 있고, 다른 3요인은 모두 완전매개 관계가 있음을 확인하였다. 이러한 연구결과는 기존의 연구결과들과 대체로 일치한다. 본 연구에서 확인된 결과는 연구대상 공공기관 뿐만 아니라 지방으로 이전한 공공기관에서 효과적인 리더십개발에 시사점을 줄 수 있다. 조직에서 리더들이 목표와 성과달성을 위해 취해야 할 리더십 스타일을 확인한 것으로 향후 리더 육성 프로그램과 조직문화개발에 기여할 수 있을 것이다.Recently, public institutions that have moved to the provinces have been rapidly changing their culture due to the influx of various manpower due to new recruitment. This change can be said to be a condition that can be different from the characteristics of the organizational culture of existing public institutions. In this way, it is necessary to verify the influence of leadership to induce creative behavior of members in an organization where new employees and existing employees coexist. This study was conducted to identify the relationship between the supervisor s transformational leadership that affects the creative behavior of the members in the public institutions transferred to the province, and to verify the mediating effect of the perceived organizational support between the two variables. The implications of this study are high in that transformational leadership is known as leadership that has a strong influence on organizational performance. In other words, the purpose of this study is to confirm whether the transformational leadership, which is confirmed to be highly effective in the research conducted on various groups, can prove its effect even if the organizationis coexisted with new employees and existing employees who have moved to public institutions and provinces, and to confirm the effect of the parameter called recognition of organizational support at the same time. For this purpose, the self-report questionnaire was used for the members working in public institutions and analyzed based on 231 meaningful questionnaires. Transformational leadership was measured by dividing into four sub-factors. The relationship between each factor and creative behavior was examined by dividing into ideal influence, inspirational motivation, intellectual stimulation, and individual consideration. The results of the analysis are as follows. First, it was confirmed that individual consideration factors among the transformational leadership of the boss had a significant positive effect on the creative behavior of the members. Second, among the transformational leadership of the boss, the inspirational motivation factor had a significant positive(+) relationship with the organizational support awareness of the members. Finally, it was confirmed that individual consideration among the sub-factors has a partial mediating relationship and all the other three factors have a complete mediating relationship. In other words, it is confirmed that transformational leadership is a useful leadership style that causes creative behavior of members. It can be said that it can increase creative behavior by supporting individual members to pay attention and grow. Generally, public institutions are not actively encouraged to do creative activities. However, in order for public policy to increase effectiveness in the future, various policies for policy beneficiaries should be planned and implemented. In this respect, the creative behavior of the members established in this study is an organizational behavior that should be encouraged very much. The results of this study can be a suggestion for effective leadership development not only in the public institutions of the study but also in the public institutions that have moved to the provinces. The organization has identified the leadership style that leaders should take to achieve their goals and achievements, and will contribute to the development of leader development programs and organizational culture in the future.