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본 연구는 조직문화와 셀프리더십이 조직유효성에 미치는 영향을 분석하였다. 이를 위하여 제조업, 통신업, 건설업, 금융업에 종사하는 300명의 종업원을 대상으로 연구자료를 수집하였다. 조직문화 유형은 개발문화, 집단문화, 위계문화, 합리문화로 구분되었고, 셀프리더십은 자기기대/리허설, 건설적 사고, 자기비판, 자기목표 설정, 자기보상으로 구분되었으며, 조직유효성은 직무만족과 조직몰입을 포함하였다. 분석결과는 다음과 같다. 먼저, 조직문화 유형 가운데 개발문화와 집단문화는 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 위계문화는 조직몰입을 높이는 반면 합리문화는 조직몰입을 낮추는 것으로 나타났다. 다음으로, 셀프리더십 유형 가운데 자지기대/리허설과 자기목표 설정은 직무만족과 조직몰입 둘 다를 높이는 것으로 나타났으며, 건설적 사고는 직무만족을 높이고 자기비판은 조직몰입을 높이는 것으로 나타났다. 마지막으로, 본 연구결과의 시사점을 논의하였다


Organizational culture can be used to guide employees toward desirable behaviors as well as to develop high performers (Lau and Ngo, 1996; O’Reilly, 1989; Sherwood, 1988). Some researchers asserted that organizational culture can provide a source of sustained competitive advantage for firms, particularly when it is seen as a firm-level resource that is valuable, rare, and difficult to imitate (Barney, 1986; Fiol, 1991). Self-leadership perspective is proposed that emphasizes purposeful leadership of self toward personal standards and natural reward that hold greater intrinsic motivation value (Manz, 1986). Self-leadership involves the influence people exert over themselves to achieve the self-motivation and self-direction needed to behave in desirable ways. The use of self-leadership strategies facilitates a perception of control and responsibility which positively affects performance outcomes. For this reason, organizational culture and self-leadership behaviors were examined in this study as an important influence on organizational effectiveness. The purpose of this study was to examine the effects of organizational culture and self-leadership on organizational effectiveness. Organizational culture was classified into four factors: developmental culture, group culture, hierarchical culture, and rational culture. Self-leadership consisted of five factors: self-expectation/rehearsal, constructive thought, self-criticism, self-goal setting, and self-reward. Organizational effectiveness included job satisfaction and organizational commitment. We proposed the following hypotheses. Hypothesis1:Organizational culture will be positively related to employees’ job satisfaction. Hypothesis2:Organizational culture will be positively related to employees’ organizational commitment. Hypothesis3:Self-leadership will be positively related to employees’ job satisfaction. Hypothesis4:Self-leadership will be positively related to employees’ organizational commitment. Data were obtained from 294 respondents of manufacturing, communication, construction, and finance firms. Responses were obtained on a 7-point Likert scale ranging from extremely good (1) to extremely poor (7). Fifty percent of the sample was male and 46.3 percent were married. To test hypotheses of this study, we conducted hierarchical regression analysis. Results indicated that organizational culture had significant effects on organizational effectiveness. Developmental culture and group culture were positively related to both job satisfaction and organizational commitment. Hierarchical culture also had a positive effect on job satisfaction, whereas rational culture had a negative effect. Results also indicated that self-leadership had significant effects on organizational effectiveness. Self-expectation/rehearsal and self-goal setting were positively related to both job satisfaction and organizational commitment. Constructive thought had a positive effect on job satisfaction, but self-criticism had a positive effect on organizational commitment. We list two implications for studying the relationship between organizational culture and self-leadership and organizational effectiveness. First, CEO should consider developmental culture, group culture, and hierarchical culture simultaneously that influence organizational effectiveness. Second, CEO should make efforts to enforce self-leadership because self-expectation/rehearsal, self-goal setting, self- criticism have positive effects on organizational effectiveness. It is more effective for the employers to make employees to be potential self-leaders in achieving organizational performance. Despite contributions of the present study, some limitations must be noted. The first pertains to generalizability. Our results are based on data obtained from employees of manufacturing, communication, construction, and finance firms, findings may be limited to other institutional environments. The second limitation involves methodology of this study. Our findings were based on cross-sectional data. Therefore we must be careful to consider the possibility of reverse causality. Finally, we sampled individuals with one-national background. Future research should include individuals with diverse because national background may influence organizational culture.