리더의 행동특성과 구성원의 개인 창의성 관계

Abstract

With the 4th industry emerging as a topic of management and creativity becoming an important part of management, companies are continuing efforts to select creative talent or improve creativity of existing employees. Today's rapidly changing environment requires the ability to uniquely combine and leverage the assets held to gain a competitive advantage from competitors, which is essential to achieving organizational creativity(Cabrera & Cabrera. 2002). Therefore, the talent of the 4th industry should be able to create new value-added and communicate with people through creative development and innovation in their own field, and to integrate creative knowledge. In particular, in an organization, it is very important for the leader to actively support the opinions or ideas or suggestions of employees with constructive purposes. In the future, the leader's behavior in support of his or her subordinates' comments in order to grow and develop Korea can be seen as the most important to Korean corporate competitiveness by creating creative ideas for its employees. In this study, we surveyed 400 employees and found out how leader's behavioral characteristics(cooperative behavior, competitive behavior, and personal behavior) influence their individual creativity, prosocial voice behavior, and intrinsic motivation. In order to provide implications for intrinsic motivation and prosocial voice behavior, the research hypothesis was verified by analyzing the mediating effects on the behavioral characteristics of the leader and personal creativity. First, it has been shown that the cooperative behavior of the leader have all positive effects on the individual creativity of the employees(creative thinking skills, expertise and motivation), prosocial voice behavior and intrinsic motivation. These results suggest that in order to improve the creativity of the employees in an organization, the leader must first practice collaboration, can positively stimulate the employees remarks by demonstrating an open and Transformational behavior toward change, and that the leader's cooperative actions are the main factors that determine the employees inherent motives. Second, the competitive behavior of the leader was predicted to have a negative impact on the individual creativity of the employees(creative thinking skills, expertise and motivation), but it had no impact on the level of creative thinking and motivation. However, the results showed that expertise has a positive effect. These results show that prior knowledge and experience in the fields associated with one's task is essential for successful performance, rather, competitive behavior by the leader is a positive stimulus to the employees expertise. In addition, the leaders competitive behavior, which he predicted as having a negative impact on prosocial voice behavior, were found to have a positive effect on the prosocial voice behavior of the employees. This can be silenced because when a subordinate speaks directly to the leader or gives a different opinion from the leader, he thinks he or she can receive negative feedback from the leader for insulting or ignoring remarks. However, if the organization's impartiality is guaranteed, it can reduce conflicts with leaders by presenting its opinions through prosocial voice behavior at a time when it is at odds rather than silence or negative remarks. Finally, it was found that there was no effect on intrinsic motivation. Third, the leaders personal actions were predicted to have a negative impact on the employees individual creativity(creative thinking skills, expertise and motivation), but had no effect on the employees expertise and level of intrinsic motivation. But in creative thinking skills appeared to have a negative impact. These results require the leader to recognize solution method or problems in order for the employees to solve the problem, Otherwise, by taking a stand-by an expectant attitude, the employee's can have negative consequences in solving the problem. It also showed no impact on prosocial voice behavior and intrinsic motivation. Fourth, the employees of the prosocial voice behavior is to have a positive effect on individual creativity. This is a leader in the organization's behavior is very important, but also proved that more important than what the behavior of employees. as shown in the previous study(Van Dyne et al., 2003), we could reaffirm that creative works is improved when employees voice behavior freely. Fifth, the intrinsic motivation of the members has been shown to have a positive effect on individual creativity. As the results were shown in the preceding study(Amabile, 1983; 1997; Shin & Zhou, 2003; Zhang & Bartol, 2010;), this study found that intrinsic motivation plays a very important role in determining individual creativity. Finally, the prosocial voice behavior and intrinsic motivation of the employees were found to have a mediational effect only in the cooperative behavior of the leader and the individual creativity relationship of the employees These results show that by listening to the employees stories and respecting their opinions and values, the leader has a belief and trust that negative results will not come when the employees speak. In addition, the inherent intrinsic motivation that can be seen as the most interesting result of this study has been shown to be completely mediated, with no direct effect on expertise. The interpretation of these results stated that reaching the world level in their field requires sufficient time for talented individuals to acquire knowledge and skills, and that at least 10 years of effort, including regular training courses and experience, are required to be recognized for creativity(Csikszentmihalyi, 1988). While such long-term efforts are very important to be stimulated by the impact on the other party side, the emotionally that intrinsic motivation is a very important role for the members of an organization by self-improving their expertise in their field through spontaneous behavior, starting with intrinsic motivation emotionally. In the preceding study(Shin & Zhou, 2003), it also argued that employees of an organization with professional skills and intrinsic motivation create a creative organizational environment, creating their creativity.