리더십 유형과 조직성과 간의 관계

Abstract

This paper focuses on the effect of transformational leadership and transactional leadership on organizational performance, focusing on the mediating effect of exploratory innovation and exploitative innovation and the moderating effect of environmental uncertainty. In other words, leadership type such as transformational leadership and transactional leadership are independent variables and organizational performance is dependent variable. Exploratory innovation and exploitative innovation play a mediating role in the relationship between these two variables. In order to achieve the purpose of the research, literature study and empirical research were performed in parallel. Research hypotheses were established through existing literature studies and questionnaires were prepared. The questionnaire surveyed 583 respondents from 241 companies. The average of 403 valid data of 192 companies excluding the incomplete questionnaire was calculated and analyzed. The average number of questionnaires per company was 2.1. Verification of the Cronbach's alpha value for reliability analysis and confirmatory factor analysis for feasibility analysis were performed. Regression analysis was used to verify the research hypothesis. The results of the study are as follows. First, a significant influence on organizational performance by leadership type was verified. In other words, transformational leadership and transactional leadership have proven to play a positive role in creating organizational performance. Second, leadership style has a significant influence on exploratory/exploitative innovation. In other words, transformational leadership has positive influence on exploratory innovation, and transactional leadership has positive influence on exploitative innovation. Third, exploratory/exploitative innovation has a significant effect on organizational performance. Fourth, it has been proved that exploratory/exploitative innovation plays a partial mediating role in the relationship between transformationa/transactional leadership and organizational performance. Fifth, the hypothesis that environmental uncertainty will moderating the relationship between transformational leadership and exploratory innovation, and between transactional leadership and exploitative innovation has been rejected without proving its effectiveness. In conclusion, transformational leadership and transactional leadership contribute to organizational performance, and exploratory innovation and exploitative innovation also contribute to organizational performance. In addition, the relationship between leadership style, exploratory/exploitative innovation, and organizational performance shows that transformational leadership is linked to exploratory innovation and that transactional leadership can contribute to organizational performance in connection with exploitative innovation. We have demonstrated the possibility of developing and discussing new theories through the fusion of leadership theory and organizational(learning) theory.