해군의 협력적리더십이 조직유효성에 미치는 영향에 관한 연구

Abstract

Korea is currently faced with China’s military growth, denuclearization talks with North Korea, preparations against non-military transnational threats, and changes in the security environment where there is an increased use of peace-keeping forces. Furthermore, Korea must create a powerful military force that can be victorious by strengthening the efficiency of military organizations and future-orientation based on information science technologies, while also being reborn as a military that can defeat any threat. A key element to solve this imperative task is leadership. Military leadership today is changing from the push method to encourage subordinates to achieve the goal of the organization by exercising direct influence towards a pull method of setting examples as a leader for hard and difficult tasks so that subordinates can follow suit. It is shifting from being based on rank that uses authority by position as the main source of influence to being based on functions that use one’s operational functions as the source of influence.

Trust, communication and the level of cooperation is closely associated within an organization. Due to globalization, emphasis on environment, spread of information technologies, and the shift to a scientific and social paradigm, today’s society emphasizes the importance of leadership within an organization. Recent leadership research trends are shifting from single leadership by individuals to shared leadership, and from position-based leaders to team work processes, and from competition with other departments to mutual cooperation, and from systematic leadership to flexible leadership. Collaborative leadership is the series of processes that forms trust among members, communicating horizontally, and delegating authorities to members during the course of decision-making and pursuing operations so that members can voluntarily participate in duties so that the leader can complete a given mission.

Studies on collaborative leadership are being carried out in some foreign countries and excluding conceptual research at the naval leadership center and a handful of studies made in Korea’s administrative academic circles, there are very few research outcomes in Korea. Accordingly, in order to construct a theoretical basis through literary research, this study reviewed domestic and foreign research theses including collaborative leadership books published by the naval education institutes to explore the sub-components of collaborative leadership and analyzed its impact on organizational effectiveness (job satisfaction, Organizational Commitment) using statistical methods. Furthermore, in empirical research, surveys were administered to officers of naval ships and land units located in C to empirically analyze the impact of collaborative leadership on organizational effectiveness to verify the hypothesis through statistical analysis.

When considering the special characteristics of military organizations, there must be a leadership theory targeting a military organization. The army has developed mission-based commands so that all commanding officers can lead missions within their given authority, but mission-based commands have not been theoretically established to fit naval missions and work environments. Naval missions are often conducted over-the-horizon and outside of visible ranges, and traditionally, battle functions under network systems and cooperative combat capacities with different echelons are given particular importance. Naval fleets are comprised of complex weapons systems and it is has a complex composition of various departments and personnel that are in charge of specialized functions and roles. Therefore, operation of naval vessels can also be successful only through organic cooperation of various specialized work competence systems and thus, I judged that it was necessary to conduct empirical research on the effectiveness of collaborative leadership to emphasize the critical importance of applying collaborative leadership in the navy. Hence, the purpose of this study is to examine the impact of collaborative leadership on organizational effectiveness and to empirically analyze sub-factors that affect organizational effectiveness.

The results of this study can be summarized as follows. Hypothesis 1 is ‘Collaborative leadership should affect job satisfaction’ and a more detailed Hypothesis 1-1 is ‘The level of procedural collaboration within an organization should affect the level of job satisfaction’. Results of verification of this showed that procedural collaboration had a positive (+) impact on work satisfaction (β=.532, p<.001) and the descriptive power was analyzed to be 28.2%, thus having the same results as the hypothesis, and therefore, Hypothesis 1-1 was adopted. Hypothesis 1-2 was ‘The level of cognitive collaboration within an organization should affect job satisfaction’. Results of verification on this showed that cognitive collaboration had a positive (+) impact on job satisfaction (β=.418, p<.001) and therefore, Hypothesis 1-2 was also adopted. Hypothesis 1-3 was ‘The level of structural collaboration within an organization should affect work satisfaction’. Results of verification on this showed that structural collaboration had a positive (+) impact (β=.485, p<.001) and its descriptive power was analyzed to be 23.4%, and since the results were consistent with the hypothesis, Hypothesis 1-3 was adopted.

Hypothesis 2 was‘Collaborative leadership should affect organizational commitment’. The more detailed Hypothesis 2-1 was ‘The level of procedural collaboration within an organization should affect organizational commitment’. Results of verification on this showed that procedural collaboration had a positive (+) impact on Organizational Commitment (β=.561, p<.001) and descriptive power on this was analyzed to be 31.1%, thus having results consistent with the hypothesis, and therefore, Hypothesis 2-1 was adopted. Hypothesis 2-2 was ‘The level of cognitive collaboration within an organization should affect organizational commitment’. Results of verification on this showed that cognitive collaboration had a positive (+) impact on organizational commitment (β=.437, p<.001) and the descriptive power was analyzed to be 19.0% and results were consistent with the hypothesis, so Hypothesis 2-2 was also adopted. Hypothesis 2-3 was ‘The level of structural collaboration within an organization should affect organizational commitment’. Results of verification on this showed that structural collaboration had a positive (+) impact (β=.485, p<.001) and the descriptive power for this was 20.3%, thus being consistent with the hypothesis, and therefore, Hypothesis 2-3 was also adopted.

Among the sub-components of collaborative leadership, procedural collaboration had high impact on job satisfaction (R2=.282, p<.001) and organizational commitment (R2=.313, p<.001), and this shows that procedural collaboration is a very important component in applying collaborative leadership in naval organizations. Meanwhile, the level of cognitive cooperation was the component with the smallest impact on job satisfaction (R2=.173 p<.001) and organizational commitment (R2=.190, p<.001). It is evident that in order to overcome this, it is necessary to complete duties through assertive development of competencies such as continuous learning and education for individuals, while also providing opportunities to enhance the expertise of individuals.

This study investigated the sub-components of collaborative leadership that stopped short as conceptual studies and sought after sub-components that included the concepts of trust, horizontal communication and delegation of authorities proposed by the naval leadership center. Furthermore, it empirically analyzed the relationship of effects between collaborative leadership and organizational effectiveness for military officers currently serving in the navy to provide basic data for practical use of collaborative leadership, thus making this study significant. Furthermore, the components of collaborative leadership were checked based on various definitions in preceding studies, while scales for measuring this were revised and supplemented to fit naval organizations to systematically verify the feasibility of the contents and composition, thus making this study significant.

This study is practically the first study that set up the concept of collaborative leadership. It is anticipated that research on collaborative leadership fitting the characteristics of the navy will continue to expand in the future and such research results will contribute to the development of naval organizations.