Journal of Digital Convergence (디지털융복합연구)

The Society of Digital Policy and Management (한국디지털정책학회)
권호 표지
DOI QR코드

DOI QR Code

The Effect of Transformational Leadership Characteristics on the Innovative Behavior of Follower -Focusing on the mediating effect of followership characteristics-

변혁적 리더십의 특성이 조직 구성원의 혁신행동에 미치는 영향 -팔로워십 특성의 매개효과를 중심으로-

  • Song, Chang-Soo (Dept. of Information Management, Graduate School of Venture, Hoseo University) ;
  • Dong, Haklim (Dept. of Information Management, Graduate School of Venture, Hoseo University)
  • 송창수 (호서대학교 벤처대학원 정보경영학과) ;
  • 동학림 (호서대학교 벤처대학원 정보경영학과)
  • Received : 2021.03.26
  • Accepted : 2021.04.20
  • Published : 2021.04.28
Download PDF
⟨ Previous Next ⟩

Abstract

The purpose of this study is to confirm the mediating effect of followership characteristics when the components of transformational leadership influences the innovative behavior of follower. For this study, response data of nationwide 551 workers were finally analyzed using SPSS 24 and Process Macro 3.5. The research results are as follows. All of the components of transformational leadership had a positive(+) effect on innovative behavior. In this process, team spirit, the characteristic of followership, was confirmed to have a mediating effect in all relationships. Perception of goal alignment and active orientation were found to have mediating effects in some types of combination. On the other hand, critical thinking had no mediating effect. This study has academic significance that variables with complex characteristics were divided into sub-characteristics for analyzing. In practice, it is suggested that there is an effective combination type for each characteristic of the variables in promoting the innovative behavior of follower. Based on the research results, the limitations of the research and future research tasks were presented.

본 연구의 목적은 변혁적 리더십의 하위 구성요인들이 조직 구성원들의 혁신행동에 미치는 영향과 이 과정에서 팔로워십 특성들의 매개역할을 규명하는 것이다. 본 연구를 위하여 전국적으로 직장인을 대상으로 설문조사를 하여, 최종 551개의 자료를 SPSS 24와 Process Macro 3.5를 활용하여 분석하였다. 연구결과는 다음과 같다. 변혁적 리더십의 하위요인들인 카리스마, 영감적 동기부여, 지적자극 및 개별적 배려는 모두 혁신행동에 정(+)의 영향을 미치는 것으로 나타났다. 또한 이 과정에서 팔로워십의 특성인 팀 정신은 변혁적 리더십의 모든 하위요인과 혁신행동과의 관계에서 매개역할을 하는 것으로 확인되었으며, 목표일치성 지각과 능동적 참여는 일부 결합유형에서 매개효과가 확인되었다. 반면에 비판적 사고는 매개효과가 나타나지 않았다. 본 연구는 복합적 특성을 가진 변수들을 하위 특성별로 연구범위를 세분화하였다는 데 학술적 의의가 있다. 실무적으로는 조직 구성원들의 혁신행동을 촉진시키는 데 있어서 변혁적 리더십과 팔로워십의 특성별로 효과적인 결합유형이 존재한다는 것을 제시한다. 연구결과를 토대로 연구의 한계점과 향후 연구과제를 제시하였다.

Keywords

References

  1. D. Van Knippenberg & S. B. Sitkin. (2013). A critical assessment of charismatic transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7(1), 1-60. DOI : 10.1080/19416520.2013.759433
  2. B. M. Bass & R. E. Riggio. (2006). Transformational leadership (2nd Ed.). Mahwah, NJ: Lawrence Erlbaum Associates. DOI : 10.4324/9781410617095
  3. S. G. Scott & R. A. Bruce. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607. DOI : 10.5465/256701
  4. Y. Jiang & C. C. Chen. (2018). Integrating knowledge activities for team innovation: Effects of transformational leadership. Journal of Management, 44(5), 1819-1847. DOI : 10.1177/0149206316628641
  5. G. Yukl. (2010). Leadership in organizations (7th ed). Upper Saddle River, NJ: Prentice Hall.
  6. K. Bjugstad, E. C. Thach, K. J. Thompson, & A. Morris. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management, 7(3), 304-319. DOI : 10.21818/001c.16673
  7. J. M. Howell & C. A. Higgins. (1990). Champions of Technical Innovation. Administrative Science Quarterly, 35, 317-341. DOI : 10.2307/2393393
  8. J. M. Burns. (1978). Leadership. New York. Harper and Row.
  9. B. M. Bass. (1985). Leadership and performance beyond expectations. NY: Free Press.
  10. B. M. Bass. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. DOI : 10.1016/0090-2616(90)90061-s
  11. B. M. Bass & B. J. Avolio. (1990). Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
  12. B. M. Bass & B. J. Avolio. (1997). Full range leadership Development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Mind Garden.
  13. B. M. Bass. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. DOI : 10.1080/135943299398410
  14. R. E. Kelley. (1988). In praise of followers. Harvard Business Review, Nov.-Dec., 142-148.
  15. R. E. Kelley. (1992). The power of followership: How to Create Leaders People Want to Follow and Followers Who Lead Themselves. New York, Doubleday Dell Publishing Inc.
  16. H. B. Kim & Y. S. Song. (2014). The Identification and Relative Importance Analysis on Followership Competencies in Large Korean Enterprises. The Korean Journal of Human Resource Development Quarterly, 15(3), 29-51. DOI : 10.18211/kjhrdq.2013.15.3.002
  17. A. J. Colangelo. (2000). Followership: Leadership styles. Unpublished Doctoral Dissertation, The University of Oklahoma.
  18. D. H. Yang & K. M. Koo. (2005). Influences of Follower's Characteristics on Leader-Member Exchange and Job Attitude. Korea Business Review, 34(3), 939-969.
  19. N. King. (1990). Innovation at work: The research literature. In M. A. West, & J. L. Farr, (Eds.), Innovation and creativity at work: Psychological and organizational strategies, John Wiley & Sons. 15-59.
  20. J. K. Kim, K. R. Song, & H. H. Yoo. (2019). The Effect of Authentic Leadership on Organizational Citizenship Behavior and Innovative Behavior : Moderating Effect of Emotional Intelligence. Journal of Human Resource Management Research, 26(2), 1-22. DOI : 10.14396/jhrmr.2019.26.2.1
  21. O. Janssen. (2000). Job demands, perceptions of effort reward fairness and innovative work behavior. Journal of Occupational and Organizational Psychology, 73(3), 287-302. DOI : 10.1348/096317900167038
  22. H. A. Shih & E. Susanto. (2010). Conflict management styles, emotional intelligence, and job performance in public organizations. International Journal of Conflict Management. 21,(2), 147-168. DOI : 10.1108/10444061011037387
  23. D. H. Youn & S. T. Jeong. (2006). A Study on the Effects of Transformational Leadership on Organizational Citizenship Behaviors and the Innovative Behavior of Organizational Members. Journal of Human Resource Management Research, 13(3), 139-169.
  24. E. Y. Ryu. (2014). Collectivism Moderating Effect Using the PLS structural equation model in the Relationship Between Leadership and Innovative Behavior-For members of public corporations. Korean Public Personnel Administration Review, 13(1), 233-264.
  25. R. T. Keller. (2001). Cross-functional Project Groups in Research and New Product Development: Diversity, Communications, Job Stress and Outcomes. Academy of Management Journal, 44(3), 547-555. DOI : 10.2307/3069369
  26. B. Shamir. (2007). From passive recipients to active co-producers: Followers' roles in the leadership process. In B. Shamir, R. Pillai, M. Bligh, & M. Uhl-Bien (Eds.), Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl, ix-xxxix, Charlotte, NC: Information Age Publishers.
  27. C. W. Lee & G. W. Moon. (2017). Effects of Followership Characteristics and Human Capital on Innovative Behavior : Moderating Effects of LMX. Korean Journal of Resources Development, 20(4), 75-108. DOI : 10.24991/kjhrd.2017.12.20.4.75
  28. D. H. Lee, K. H. Kang, & J. B. Lee. (2009). The Influence Of Transformational Leadership And Followership On The Workers' Performance. Journal of Human Resource Management Research, 16(s), 227-245.
  29. H. Y. Jung. (2014). The Impact of Leadership-Followership Combination on the Administrative Organizational Performance : An Analysis of Mediating and Moderating Effects. The Journal of the Korea Contents Association, 14(1), 179-188. DOI : 10.5392/jkca.2014.14.01.179
  30. X. Wang & J. M. Howell. (2012). A Multilevel Study of Transformational Leadership, Identification, and Follower Outcomes. The Leadership Quarterly. 23, forthcoming. DOI : 10.1016/j.leaqua.2012.02.001
  31. J. S. Kwon & D. S. Jeong (2012). Mediating and Moderating Variables between Leadership and Organizational Performances. Journal of Industrial Economics and Business, 25(4), 2575-2605
  32. J. S. Jeong. (2018). The Effect of Transformational Leadership and Self-Efficacy on Innovative Work Behavior: Focused on the Moderating Effect of Perceived Organizational Support. Doctoral dissertation. The University of Gachon.