서번트 리더십이 부하의 자아개념 및 창의성과 직무수행에 미치는 영향

Abstract

This study is implemented based on the following four main categorical ranges. First, This study is to test the positive effect of the servant leadership on the subordinator's self-concept, creativity and job performances(i.e., organizational citizenship behaviors, innovative behaviors etc.). More, we confirm differentiated effect of the servant leadership's sub factors on the self-concept, creativity and job performances. Second, the positive effect of the self-concept, which is defined as subordinator's emotional response, on the subordinator's creativity is tested. Third, we confirm the positive effect of the subordinator's creativity on the organizational citizenship behaviors and innovative behaviors. Finally, the structural relationship among the servant leadership, self-concept, creativity and job performances. The main result of this study is summarized as followings. First, It is mainly found that the servant leadership positively affects the subordinator's self-concept. Besides, among the sub factors of servant leadership, the two leader behaviors, i.e., types of "subordinator's moral and self-development focus" and "vision-provision", outweighs the leader type of "confidence and humanity focus" in the effect on the self-concept. second, the servant leader behavior affects the organizational citizenship behaviors and innovative behaviors positively. The same result is found in the innovative behaviors. In turn, the opposite relationship between the effects' magnitudes of the leader behaviors is found in the effect on the organizational citizenship behavior, which is society friendly behavior. Third, the self-concept of the members in the organizations affects the creativity positively. Especially, the self-concept is found to be the very pivoutal variable as the determinants of the organizational members' creativity. This is shown as the variance ratio, which is to explain the creativity of the self-concept, comprised 48%. Fourth, Creativity affects the organizational citizenship behaviors and innovative behaviors positively. Among the sub-factors of the creativity, intrinsic job motivation outweighs the expertise and creative-thinking skills in the effect on the variable above. Especially, two variance ratios that the creativity explains the organizational citizenship and innovative behaviors are 30% and 39.2% respectively. This indicates that the creativity is the key factor in forecasting the contextual performance and adaptive performance. Finally, as the result of the study's structural model, the effect of servant leadership on the organizational citizenship behaviors or innovative behaviors is less than that of leadership on self-concept which plays the role of the intermediate of the servant leadership into creativity. The self-concept, considering the creativity, does not affect the organizational citizenship behaviors and innovative behaviors positively. Rather, the former affects the letters positively through the creativity. In short, the effect of servant leadership is bigger on the organizational citizenship behaviors and innovative behaviors only through the self-concept and creativity than servant leadership's direct effect on the variables above. The main results of the study is as follows. First, the servant leadership model was implemented based on the management field other than the study of religion and pedagogy. The organizational citizenship is known as the society friendly behavior which contributes to the organizational goal in the long run. The servant leadership is found to affect on the innovative behaviors as well as this organizational citizenship positively. Especially, the differentiated effect of the servant leadership's sub-action on the job commitment is shown as effective. That is to say, the vision provision and trust and humanity focus are relatively bigger effective to innovative behaviors and society friendly behaviors respectively. Second, this study shows that both the servant leadership and the new leaderships whose goal is for change and innovation is possibly applied complementally each other. Most of the theories of new leadership represented by the charisma leadership and the transformation leadership look for the change and the innovation of organization members. These leadership theories make the subordinator show active attitude by encouraging one's job motivation. The result of the study implies that both the vision provision behaviors and the behaviors of member's self-development focus among the sub-behaviors positively affects the self-concept than the behavior of the humanity focus. There is a certain similarity between behaviors of new leaderships and those of the servant leadership. Therefore, the study suggests the possibility that both the servant leadership and the new leadership can be applied each other complementally. Third, our study found that the subordinator's self-concept and the creativity are the important variables for strengthening the subordinator's creativity, and the preceeding factors of the innovative behaviors and the organizational citizen behaviors. Part of the results in our study indicates that the variance ratio which the self-concept explains the creativity comprised of 47.8%. The variance ratios that the creativity explains the innovative behaviors and the organizational citizen behaviors are given 39.2% and 29.8% respectively. Especially, the self-concept is found to be the very valuable variable to enhance the creativity of the organizational members. This implies that substantial endeavor is required to improve the self-concept in the organization. The creativity is measured by combining the field related knowledge, creative thinking skill, inherent job motivation. Therefore, to upgrade the field knowledge and thinking skill, various training and development programs such as study organization and action learning should be designed. Among the main component of creativity, the inherent job motivation is shown to be more effective to innovative behaviors and organizational citizen behaviors relatively. This means that the job needs to be designed to keep high level of motivation within various work levels. Forth, the strategic human resource managing system needs to be established to guide the innovation rooted behaviors and change through the inducement of strong emotional response of subordinator. The past job-centered human resource management system is lack of flexibility and adaptability. So, it is exposed to the criticism that the system is not fitted into the flexible organization management. Therefore, the human resource management paradigm establishment, which highlights the flexibility, should be preceded to maximize the effect along with the change and innovation-wise leadership paradigm. This indicates that the human resource management system should be changed into the structure highlighting the flexibility to exert the new type of leadership pursuing the change and the innovation or the servant leadership.