피부미용실 종사자의 카리스마리더십과 조직성과 관계에서 브랜드 인지 조절효과 연구 :A Study on Moderate Effects of Brand Awareness in Relationship between Charismatic Leadership and Organizational Performance of Skin Beauty Shop Employees

강화진

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자료유형: 학위논문

저자정보: 강화진 (서울벤처대학원대학교, 서울벤처대학원대학교 대학원)

지도교수: 윤천성

발행연도: 2016

저작권: 서울벤처대학원대학교 논문은 저작권에 의해 보호받습니다.

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2020

피부미용실 종사자의 한국형아유르베다 심리유형과 조직성과 관계에서 진정성리더십 매개효과 연구

강화진 , 윤천성 인문사회 21 2020.01 학술저널

2019

피부미용실 종사자의 한국형아유르베다 심리유형과 조직성과 관계에서 진정성리더십 매개효과 연구

강화진 융합산업학과 2019.01 학위논문

2016

피부미용실 종사자의 카리스마리더십과 조직성과 관계에서 브랜드 인지 조절효과 연구

강화진 2016.01 학위논문

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피부미용사 자격증 제도가 생기면서 피부미용에 대한 관심도도 커지고 부가가치 높은 유망업종으로 대두되면서 피부미용산업이 급성장했다. 피부미용의 영역이 세분화, 고급화, 대형화되어 병. 의원 등의 부설 에스테틱과 프랜차이즈 피부미용실이 생겨나고 그로 인해 근무처가 확대되면서 인력확보는 더 힘든 상황이 되었고, 원장 홀로 운영하는 1인 피부미용실이 급속히 늘어나고 있는 현실이다. 유능한 인재를 확보하는 것도 매우 중요한 일이지만 무엇보다 구성원들이 오래 머무를 수 있도록 길잡이가 되어주고 리더로서 카리스마리더십을 잘 발휘하고 이끌어주는 역할을 한다면, 좋은 인재의 이직을 방지할 수 있고, 어느 직종 보다 인적 의존도가 높은 피부미용실에서 인력부족으로 인한 어려움을 해소 할 수 있다. 본 연구는 피부미용실 종사자의 카리스마리더십과 조직성과 관계에서 브랜드 인지가 어느 정도 조절효과를 나타내는지 상호 인과관계를 밝혀 시사점을 제안하는데 목적을 갖고 서울, 경기 피부미용실에 근무 중인 피부미용실 종사자 452명을 대상으로 2015년 9월 15일부터 2015년 10월 20일까지 5주간 설문조사를 실시하였으며 분석결과를 요약하면 다음과 같다.
첫째, 피부미용실 종사자의 카리스마리더십이 이직의도에 미치는 영향을 분석한 결과 지원행동, 모범행동, 이념강조행동이 이직의도에 통계적으로 유의미한 부(-)의 영향을 미치는 것으로 나타났다(p<.05).
둘째, 피부미용실 종사자의 카리스마리더십이 조직몰입에 미치는 영향을 분석한 결과 지원행동, 모범행동, 이념강조행동, 집단정체성강조가 조직몰입에 통계적으로 유의미한 정(+)의 영향을 미치는 것으로 나타났다(p<.05).
셋째, 피부미용실 종사자의 이직의도에 영향을 미치는 카리스마리더십이 브랜드 인지에 의해 조절되는지 조절효과를 분석한 결과 브랜드 인지는 카리스마리더십의 하위요인별 이념강조행동, 집단정체성강조와 이직의도간의 관계를 조절하는 것으로 나타났다.
넷째, 피부미용실 종사자의 조직몰입에 영향을 미치는 카리스마리더십이 브랜드 인지에 의해 조절되는지 조절효과를 분석한 결과 브랜드 인지는 카리스마리더십의 하위요인별 지원행동, 이념강조행동, 집단정체성강조와 조직몰입간의 관계를 조절하는 것으로 나타났다.
이 연구는 피부미용실 종사자의 이직의도와 조직몰입에 영향을 미치는 카리스마리더십이 브랜드 인지에 의해 조절효과를 갖는지에 대해 처음으로 연구가 시도 되었다는 데 유익한 의미가 있다. 그러나 피부미용실 전반이 아니라 특정한 표본을 대상으로 설문을 진행하였으므로 일반화하는 것에 대해서는 문제 제기가 되리라고 보며, 이러한 한계점을 바탕으로 하여 현장과 잘 접목하여 진행된다면 향 후 더 현실 적용에 유익한 의미가 있는 연구가 되리라고 본다. 다른 조직에 비해 이직률이 월등히 높은 피부미용실에서 이직으로 인한 인력난은 피부미용실의 존폐여부로까지 파급효과가 큰 만큼 유능한 인재를 채용하는 것도 중요하지만 그 보다 더 중요한 것은 그 유능한 인재가 오래도록 머무를 수 있게 유지하는 피부미용실 원장들의 카리스마리더십 발휘가 절실히 요구된다고 할 수 있다.

A Study on Moderate Effects of Brand Awareness in Relationship between Charismatic Leadership and Organizational Performance of Skin Beauty Shop Employees

Hwa-Jin Kang

Department of Convergence Industry, Seoul Venture University
Seoul, Korea

(Supervised by professor Chun-Sung Youn)

With the launching of the ‘Skin beautician’s License’ system, there has been rising interest in skincare, and it has emerged as a promising business type with high added values. As a result, skin beauty industry has dramatically expanded. As a skin beauty sector becomes more specified, luxurious and larger, skin beauty shop and franchise chain started to appear in medical clinics and hospitals. As a result, it’s been more difficult to get skin beauticians. Therefore, the number of one-man skin beauty shop has rapidly increased. It is very important to keep talented employees. Above all, the Skin beauty Shop owner needs to display charismatic leadership as a true guide and leader who prevents his·her employees from leaving. As a result, the drain of skilled and competent employees can be avoided. In fact, an skin beauty shop is far higher than other occupations in terms of the dependence of human resources. This study aimed to propose implications after investigating the moderating effects of brand awareness in relationship between charismatic leadership and organizational performance among skin beauty shop employees. For this, a questionnaire survey was conducted against a total of 452 skin beauty shop employees in Seoul and Gyeonggi area from September 15 to October 20, 2015 (5 weeks). The analysis results found the followings: First, in terms of the effects of charismatic leadership on turnover intention, ‘supportive behavior,’ ‘model behavior’ and ‘ideology-focused behavior’ had a negative effect on turnover intention with statistical significance. (p<.05) Second, in terms of the effects of charismatic leadership on organizational commitment, ‘supportive behavior,’ ‘model behavior,’ ‘ideology-focused behavior’ and ‘emphasis on group identity’ had a positive effect on organizational commitment with statistical significance. (p<.05) Third, according to analysis on how charismatic leadership which has an influence on turnover intention is moderated by brand awareness, brand awareness was able to regulate the relationships between ‘ideology-focused behavior’ ‘emphasis on group identity’ and turnover intention. Fourth, according to analysis on how charismatic leadership which has an influence on organizational commitment is moderated by brand awareness, brand awareness was able to regulate the relationships between ‘supportive behavior’, ‘ideology-focused behavior’, ‘emphasis on group identity’ and organizational commitment. This study is meaningful in that it was the first attempt to figure out how charismatic leadership affecting turnover intention and organizational commitment is moderated by brand awareness. However, a questionnaire survey on certain samples only limits the generalization of the findings of this study. If the study results are used considering these limitations, they would be more useful and effective. In fact, esthetic industry is far higher than other industries in terms of turnover rates, and it is critical to keep talented skin beauticions. For this, Skin beauty Shop owners are needed to display charismatic leadership that is strong enough to keep them from leaving.
Keywords: Skin beauty Shop Employees, Charismatic Leadership, Organizational Performance, Brand Awareness

#피부미용실 종사자 #카리스마리더십 #조직성과 #브랜드 인지

표 목차 ······························································································ ⅴ
그림 목차 ·························································································· ⅶ
논문 개요 ·························································································· ⅷ
Ⅰ. 서 론 ····················································································· 1
1. 연구의 필요성 ·············································································· 1
2. 연구의 목적 ·················································································· 2
Ⅱ. 이론적 배경 ················································································· 4
1. 카리스마리더십 ··········································································· 4
가. 리더십 ························································································ 4
나. 카리스마리더십의 개념···························································· 7
2. 조직성과 ····················································································· 13
가. 이직의도 ·················································································· 13
a. 이직의도의 개념 ····································································· 13
b. 이직의 유형 ············································································· 15
c. 이직의 영향 ············································································· 16
나. 조직몰입 ·················································································· 17
a. 조직몰입의 개념 ····································································· 17
b. 조직몰입에 영향을 주는 요인 ·············································· 19
3. 브랜드 인지 ················································································ 21
4. 리더십과 조직성과의 관계에 관한 선행연구 ························ 23
Ⅲ. 연구방법 ···················································································· 26
1. 연구모형 및 가설 ······································································ 26
가. 연구모형 ·················································································· 26
나. 가설설정 ·················································································· 27
2. 변수의 조작적 정의 및 측정도구 ············································ 29
가. 변수의 조작적 정의 ······························································· 29
a. 카리스마리더십 ····································································· 29
b. 이직의도 ················································································· 30
c. 조직몰입 ················································································· 30
d. 브랜드 인지 ··········································································· 31
나. 측정도구 ·················································································· 31
a. 카리스마리더십 ····································································· 33
b. 이직의도 ················································································· 33
c. 조직몰입 ················

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