서울시 區廳長들이 變革的 리더십이 福祉擔當 公務員들의 職務成果에 미치는 影響 硏究

Abstract

In this study, the transformational leadership is defined as "the leadership serving to change subordinates' beliefs, values and behaviors and motivate them to engage themselves in their job". With such a basic assumption, this study aims to review the effects of the unit autonomous administration heads' transformational leadership on welfare service officials' job performance in Seoul. For this purpose, 4 wards or unit autonomous administrations were selected among 25 wards and then, their 200 officials working for social or home welfare departments were surveyed via "multi-factor leadership questionnaire" (MLQ) for their support of organizational reformation or creativity, emotional loyalty to their jobs and job satisfaction. The results of this study can be summarized as follows; First, as a result of analyzing the cause-effect relationships between transformational leadership and job performances (satisfaction with job, emotional engagement in job and extra efforts), all the relationships except "transformational leadership → job performance or job satisfaction → job efficiency" were found valid. On the other hand, it was found that the creative atmosphere of the organization (external efforts) could be set as valid parameter between transformational leadership and job performance. Second, it was confirmed that the transformational leadership had more effect on job satisfaction than transactional leadership. Based on the above findings, the following suggestions could be put forwards; We need to note that since the transformational leadership has more effects on job performance than the transactional leadership, the former needs to be recommended to public organizations. First, welfare service officials are required to have the practices precede theories or logic. So, they have to handle some matters occurring after their working hours. So, unit autonomous administration heads' transformational leadership not avoiding overtime work may act as model for the welfare service officials; in other words, the welfare service officials would be motivated by their boss's model leadership to be emotionally engaged in their services and more satisfied with their job. Second, the atmosphere of the organization does not arbitrate between transformational leadership and job performance. Rather, if the ward head plays an transformational leadership with a full understanding of social welfare affairs and thereby, encourages the social welfare service officials to be more engaged in their job, their job performance will be greatly enhanced. Third, the transformational leadership has an significant effect on subordinates' attitude towards and motive for their job. Reversely, welfare service officials' extra overtime work or emotional engagement in the job will be significantly affected by their boss's transformational leadership. In order to meet the ever-diversifying needs for social welfare services, the unit autonomous administration heads are obliged to play a more active leadership facing the difficulties. In all, the unit autonomous administration heads are requested to play an transformational leadership which helps to motivate their social welfare service officials to achieve the goals of welfare community and encourage them to deliver not quantitative but qualitative welfare services to the beneficiaries.