The role of Korean Coast Guard(KCG) in charge of marine protection and safety has been intensified the duties and the roles of the Coast Guards. In view of maritime rescue, the system of domestic vessels has been changed to multinational vessels, and the sea guarding within the territorial waters broadened to Exclusive Economic Zone(EEZ), and the public marine security system has been expanded to international police security system.
Especially, the fleet crew of KCG have come to perform a wide range of roles. It is already recognized that they carry on duties on inferior working conditions under the firsthand influence of maritime life 24 hours emergency system and unfavorable marine weather. So a research on leadership that concerns organizational effectiveness seemed necessary for them.
The purpose of this study is to examine whether leadership style with transformational and transactional leadership are appropriate for the fleet crew of KCG. This study also proves the effect of a captain''s leadership style on organizational effectiveness with job satisfaction and organizational commitment by suggesting various hypotheses from preceding studies. In this study transformational leadership and transactional leadership are fixed as independent variables and job satisfaction and organizational commitment as dependent variables. Job satisfaction consists of work itself, organizational environment and recognition in this study and organizational commitment is classified into three types affective, continuance and normative commitment based on Allen and Meyer(1990), used affective commitment such as years of service, goal of organization in this study.
The surveys were provided for fleet crew serving at Mokpo Base of KCG and the variables were selected through examining prior research on determinants of leadership style and organizational effectiveness. Prior to verify the hypotheses, the study showed frequency, reliability, validity and correlation analysis using the statistics package SPSS WIN 18.0, and analysis of variance with Duncan, t-test and multiple regression analysis were done for facility of the verification process.
A brief result from these evidential analyses are as follows.
First, using the analysis of variance, Duncan and t-test to find difference between the variables according to the features of demographic statistics, gender, age, rank, period of service, period of service as fleet crew and duty did result in quite a difference among age, period of service and period of service as fleet crew in the groups. Thus in order for a captain to expand the organizational effectiveness requires leadership that concerns features of demographic statistics such as above.
Second, while trying to verify the effect of transformational leadership on organizational effectiveness with attributed charisma, idealized influence, intellectual stimulation and individualized consideration which are sub-factors of transformational leadership, attributed charisma was influenced job satisfaction positively and attributed charisma, idealized influence were affected organizational commitment. In detail, charisma turned out to be the most influential factor concerning organizational effectiveness, as explained in previous studies.
Third, effect of transactional leadership on organizational effectiveness suggested that management by exception/passive gave negative effects on organizational effectiveness variables while contingent reward gave positive effects. On organizational effectiveness variables, the former was not so effective while the latter was certainly positive. The concerning study showed difference from many preceding researches which suggested the weakness or the negativeness of effect of transactional leadership on organizational effectiveness. It also established the fact that transactional leadership gives positive impact on organizational effectiveness for the KCG.
Fourth, verifying the scale of relative effectiveness of transformational leadership and transactional leadership on organizational effectiveness, transformational leadership, in general, showed greater effect compared to transactional leadership. These imply that transformational leadership can take organizational effectiveness to the next level while transactional leadership, based on a give-and-take relationship, is less appropriate. This part corresponds to the preceding researches.
This study resulted in the following points in a contemporary perspective.
First, transformational leadership can be applied to the fleet crew of KCG, and proved to be more effective on organizational effectiveness than transactional leadership.
Second, different from preceding researches, transactional leadership was partially providing positive effect on the fleet crew of KCG as well. Therefore, the interest should not only be focused on transformational leadership but also on transactional leadership as well.
Third, the captain has to show leadership which concerns features of demographic statistics. As variables such as age, period of service in KCG and period of service as fleet crew of KCG resulted in different scales of effect, organizational effectiveness could go further with more consideration on such variables.
What I found through this study is that leadership style on the transformational leadership and transactional leadership play a significant role as boosting the organizational effectiveness on the job satisfaction and the organizational commitment. Furthermore, in order to improve the fleet crew''s organizational effectiveness, the degree of captain recognize and feel has to be ameliorated for the higher degree of the job satisfaction and the organizational commitment of themselves.
Bass & Avolio(1995) Multifactor Leadership Questionnaire(MLQ) Form 5-45 sampling were used for leadership style. Steers(1986), Price & Mueller(1986) sampling were used job satisfaction and Poter & Smith(1970) sampling wer