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멘토의 리더십 類型이 組織 커미트먼트에 미치는 影響에 관한 硏究 원문보기
(The) Effects of Mentor's Leadership Style on the Organizational Commitment

  • 저자

    이남균

  • 학위수여기관

    昌原大學校 大學院

  • 학위구분

    국내석사

  • 학과

    경영학과(인사조직전공)

  • 지도교수

  • 발행년도

    2003

  • 총페이지

    v, 93p.

  • 키워드

    멘토 리더십 조직 커미트먼트 조직사회화;

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T9469667&outLink=K  

  • 초록

    The purpose of this study is to find out the mentor's role contribution and to analyse the effects of the mentor's leadership style on the organizational commitment in the process of organizational socialization process for R & D manpower. In the study approach, the research model and hypothesis were developed based on the literature review. Also, its empirical analysis was performed by measuring the reliability and validity based on the typical survey method in the areas of the social science area. The survey contacted 405 the researchers and engineers belonged to the research organizations in Daejon and Changwon city. finally, 317 surveys were analysed in the statistics. According to the survey on the process of organizational socialization process for R & D manpower, the mentor(59%) was identified to be most effective for non-research working side like as the organizational moral values, norms and culture. For that of the research working side, it was also mentor(62%). In other words, the role of mentor was identified to be absolute for the process of organizational socialization process for R & D manpower. The majority of the mentor was composed of non-positioned senior researchers (57%) which is more than position power personnel. Most of the mentor relations were from the directly belonged-seniors(68%). Some other mentor relations were from the model researchers, school ties and regional relations(2%) of which were relatively small numbers. In order to analyse the effects of mentor's leadership style on the organizational commitment, the leadership styles were taken as the independent variables and the organizational commitments were taken as dependent variables, while the occupation types, holding of a position or not, number of years of service, age and education were taken as moderating variables. The leadership styles, which are independent variables, were based on the instrumental style, supportive style, participative style and achievement oriented style. Based on those four different styles, the mentor's positively and negatively approaching leaderships were analysed, respectively. The result of hypothesis verification on the effects of mentor's leadership style on the organizational commitment can be summarized as follow. First, from the analysing the results on the effects of mentor's leadership style on the Organizational Commitment, the present hypothesis was adopted. The mentor's leadership showed higher effectiveness when instrumental style, supportive style, participative style and achievement oriented style are followed than when opposite style were applied. Second, from the results analysis on the effectiveness of the mentor's leaderships styles based on instrumental style, supportive style, participative style and achievement oriented style, the present hypothesis was rejected. Instead of trying to consider that the certain leadership style may be suitable for R & D organizations, it is most important that all four styles have to be applied depending on the varying situations. Third, from the results analysis on the effectiveness of the mentor's leadership styles according to demographic variables, the hypothesis was adopted for the case of occupation types and holding of a position or not since the difference in the effectiveness was noticed. However, the hypothesis was rejected for the case of number of years of service, age and education since no differences in its effectiveness were noticed. When examined in detail, for the case of engineer group, the organizational commitment level appeared relatively higher when the mentor applied achievement oriented style, while it appeared lower when the mentor applied participative style. For the case of researcher group, no particular differences were noticed. For the case of the mentor does not hold a position, the organizational commitment level appeared relatively higher when the mentor applied achievement oriented style. However, For the case of the mentor hold a position, the organizational commitment level appeared relatively higher when the mentor applied instrumental style.


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