It’s been often pointed out that the culture of administrative orgonizations in South Korea is strongly hierarchical. The decision-making authority is excessively concentrated on the superior office, and bottom-up communication in the organizations ... It’s been often pointed out that the culture of administrative orgonizations in South Korea is strongly hierarchical. The decision-making authority is excessively concentrated on the superior office, and bottom-up communication in the organizations cannot be activated, in other words, the organizations lack seriously participatory decision-making. A specific leadership might help solve the problem, if the behavior has a bad impact on the organizational effectiveness. Servant leadership, among several leadership patterns, places a great emphasis on the role of subordinates. As the characteristic is considered to contribute to solving the problem mentioned above, the study deals with the consequences of servant leadership as well as transactional and transformational leadership. Improving participatory decision-making can be set as the primary and substantive goal of leadership once the mediating effect of it between leadership and organizational effectiveness is verified. In order to scrutinize the way leadership influences organizational effectiveness, trust will also be treated as a mediator variable, which is known to be in positive relationships with leadership, organizational effectiveness and participatory decision-making. Questionnaires made up of reliable and valid questions about the variables and three questions developed and used for the first time in the study were used in the survey carried out on public officials currently working for Seoul City Hall and Yeongdeungpo District Office. With 133 copies collected, hypothesises were verified through statistic techniques such as correlation analysis, and multiple regression analysis by SPSS 18. The analysis shows servant leadership influences positively organizational commitment through both participatory decision-making and trust. Transactional leadership also influences positively both organizational commitment and job satisfaction through participatory decision-making. Transformational leadership influences organizational effectiveness through trust in a positive way. It should be noted that trust has the complete mediating effect between the leadership and the job satisfaction. It was also analyzed that two mediator variables have a positive impact on organizational effectiveness and that participatory decision-making influences positively on trust. 3 questions were developed and used in the questionnaires to examine participatory decision-making also with ratio scales, not only with Likert scales for personal perception. The result shows that the proportion of the accepted opinions in all opinions expressed has a meaningful effect on organizational effectiveness and trust in a positive way. The implications from the study are as followings. Firstly, it’s possible to set a concrete goal of encouraging participatory decision-making in order to improve organizational commitment by servant leadership. Secondly, transactional leadership, which seems to have no apparent theoretical link with participatory decision-making, can also enhance organizational effectiveness through it. Thirdly, the result shows that trasactional leadership has the biggest influence on the organizational effectiveness among the three, which might be caused by the characteristics of public organizations. Fourthly, trust has the complete mediating effect between transformational leadership and the job satisfaction. It’s highly likely that the leadership cannot affect the job satisfaction unless trust is not enhanced in the organization. Fifthly, participatory decision-making also positively influences trust, proving it plays a bigger role in a organization. Lastly, since the proportion of accepted opinions is meaningful, leaders who arrange meetings for decision-making might easily improve organizational effectiveness with a strong will to accept opinions expressed by subordinates. There are also some limits to the study. Firstly, questionnaires used in the analysis might still contain false data, although those completed in an obviously insincere way were excluded. Secondly, It takes additional studies with panel data to determine the exact relationship between participatory decision-making and trust. Lastly, It would be more desirable to apply structural equation model to the study and analyze the whole model at once than to conduct the analysis continuously on a part of the model with regression. ，韩语毕业论文，韩语论文网站 |
