본 연구는 시공책임형 CM단장이 갖추어야 할 리더십 요인을 도출하고, 조직유효성을 높이는 방안을 제시하는 연구목적을 설정하였다. 이를 위하여 감리원의 조직몰입과 직무만족에 미치는 영향요인으로 CM단장의 리더십 요인을 살펴보고, CM단장에 대한 신뢰와 감리원의 임파워먼트 매개효과 및 조절효과를 살펴보았다.
연구는 문헌조사와 선행연구를 토대로 CM단장의 리더십 요인 초안을 작성 하였으며, CM단장의 리더십 요인 도출을 위한 Delphi/AHP 기법을 적용하였다. Delphi/AHP 조사기간은 2017년 2월초부터 4월말까지 CM단장 20명을 대상으로 3개월간 진행하였으며, 실증연구를 위한 SPSS 통계 조사기간은 2017년 5월초부터 7월말까지 3개월간 진행하여 총 466부의 설문지를 시공책임형 CM 현장의 감리원을 대상으로 배포, 451부를 회수하고 부적합 응답으로 판정한 36부를 제외한 415부를 분석하였다.
가설 검증은 다중회귀분석을 실시하였으며, 신뢰 및 임파워먼트의 매개효과를 알아보기 위하여 3단계 매개회귀분석과 함께 Sobel 검증을 실시하고, 조절 작용을 하는지 검증하기 위하여 3단계 위계적 조절 회귀분석을 실시하여 다음과 같은 분석결과를 얻을 수 있었다.
첫째, 변수 간의 영향력을 분석한 결과 CM단장의 변혁적 리더십(카리스마, 동기부여)와 진정성 리더십(내적 도덕가치, 균형된 처리)는 조직유효성(조직몰입, 직무만족)에 모두 유의한 경로가 확인되었다. 그러나 CM단장의 진정성 리더십 하위변인인 관계적 투명성은 조직유효성의 하위변인인 조직몰입의 관계에서 유의한 경로가 나타나지 않았다. 변혁적 리더십과 신뢰 및 임파워먼트의 관계는 모두 유의미한 영향을 미치는 것으로 분석되었으며, 신뢰 및 임파워먼트와 조직유효성의 관계에서 모두 유의한 경로가 확인되었다. 또한, CM단장의 진정성 리더십은 신뢰와의 관계에서 모두 유의한 경로가 확인 되었고, 임파워먼트는 진정성 리더십의 하위변인인 관계적 투명성과 내적 도덕가치에 대해 직접효과를 보이지 않았으나, 균형된 처리와의 관계는 정(+)의 영향을 미치는 것으로 분석되었다.
둘째, 신뢰와 임파워먼트 매개변수 모두 CM단장의 리더십과 조직유효성의 관계에서 매개효과가 있음이 검증되었으며, 조절효과는 CM단장의 리더십과 조직유효성의 관계에서 CM단장의 리더십 하위변수인 관계적 투명성, 동기부여에서만 조절효과가 있음을 확인하였다.
한편, 분석결과에 따른 본 연구의 시사점은 다음과 같다.
첫째, 변혁적 리더십과 진정성 리더십이 강한 리더 일수록 실제 CM 현장에서 감리원의 몰입도가 높고, 수행하고 있는 분야별 직무에 대한 만족도가 높아져 CM 현장은 효과적인 조직이 되는 것을 의미한다.
둘째, CM단장은 감리원에게 신뢰를 받을 수 있도록 스스로 전문성을 갖추어야 하며, 감리원은 임파워먼트 향상을 위해 직무에 대한 의미와 중요성을 부여하고 재량권, 영향력, 통제력을 갖추고 있어야 한다.
셋째, CM단장에 대한 신뢰를 포함하여 관계적 투명성, 내적도덕가치, 균형된 처리, 카리스마, 동기부여 등의 6가지 리더십 요인을 CM단장이 갖추어야 할 중요한 리더십 요인으로 제시 할 수 있다.
본 연구는 CM단장이 갖추어야 할 리더십 요인을 정성적으로 제시한 한계점이 있으며, 시공책임형 CM 현장만을 표본으로 제한하여 진행하였으므로 연구의 한계가 있다. 이와 같은 한계점을 보완하여 평가지수 및 평가지표를 개발하고 정량화한 연구를 진행한다면 보다 심층적이고 명확한 연구 성과는 물론 산업계 발전에도 크게 기여하게 될 것이다.

This study intended to derive factors constituting the leadership of the Head of Construction Management Organization, who is typically responsible for corresponding construction works, to provide the ways to raise the effectiveness of organizational performance. Besides, the leadership factors of the head of construction management organization, influencing the job satisfaction and absorption in organizational works of construction supervisors, were explored, to identify effects of the mediation and moderation of the supervisors’ trust in the head of construction management organization and of empowerment.
Based on results obtained from previous studies and of bibliographic investigation, the factors of leadership of the head of construction management organization were drafted for which, the Delphi & AHP processes were applied to derive the factors constituting the leadership. For the derivation of leadership factors by applying the Delphi & AHP processes, the 20 heads of the construction management organizations participated in the survey continued 3 three months from the beginning of February to the end of April 2017. Besides, the 466 questionnaires were prepared and distributed to the construction supervisors working in the construction management organizations during the period from the beginning of May to the end of July 2017. A total of 451 questionnaires were returned from the supervisors responded to each question therein, and the final 415 questionnaires excluding the 36 illegible ones were used for the empirical analysis using the SPSS statistical package.
The multiple regression analysis was employed for the test of hypotheses. To determine the mediatory effects of the trust and empowerment, the regression analysis of three-step mediation and Sobel test were carried out. Besides, the hierarchical regression analysis was carried out to determine the effects of moderation. The results obtained from conducted analyses are as in the following:
First, the influences of factors of the leadership of the head of construction management organization were analyzed, and the significant paths connected to the effectiveness of organizational performance (job satisfaction and absorption in organizational works of supervisors) from those of reformative leadership (charisma and motivation of the head) and authentic leadership (intrinsic moral value and moderate treatment of the head) were found.
However, the relational transparency, the sub-factor of the authentic leadership of the head of construction management organizations, appeared with no significant path to the absorption in organizational works of construction supervisors representing the organizational effectiveness.
The reformative leadership of the head of construction management organization and the empowerment and trust of supervisors in head all appeared with significant bidirectional mutual effects. Besides, the empowerment and trust of supervisors in head all showed significant paths to the organizational effectiveness.
Further, the significant path, between the authentic leadership of the head of construction management organizations and the trust of supervisors in the heads, was found. The empowerment of supervisors appeared independent from direct influences of the sub-factors of relational transparency and intrinsic moral values belonging to the authentic leadership of the head of construction management organizations whereas, the moderate treatment of the authentic leadership was found with positive effects over the empowerment.
Second, the mediatory effects of the empowerment and trust of supervisors in the head of construction management organizations were verified between the leadership of the heads and organizational effectiveness. Further, the effects of moderation of the relational transparency and motivation under the leadership of the head of construction management organizations were found influencing the organizational effectiveness.
Results of the analyses conducted in this study were examined and the following suggestions were found.
First, the head of construction management organizations who show the reformative and authentic leadership styles were found with their construction supervisors absorbed in respective works and satisfied with their jobs raising their organizational performance effectively.
Second, the heads of construction management organizations are suggested to be equipped with professional expertise spontaneously to become a trustworthy leader for their construction supervisors whereas, the construction supervisors are suggested to have respective jobs as of significance and importance, and to be equipped with sufficient power, control, and discretion to complete respective jobs to let their leaders empower them more.
Third, the following 6 leadership factors; the relational transparency, the intrinsic moral values, the moderate treatment of affairs, the charisma, the motivation, and the trust of their supervisors; were found essential for the heads of construction management organizations.
The limitations in results presented by this study can be found from the qualitative leadership factors suggested for the heads of construction management organizations. Besides, the population of the subjects, the construction supervisors, will also limit the broader generalization of the suggestions found from this study.
An introduction of quantitative indicators to evaluate each leadership factor may compensate the limitations above; then it will help further studies contributing to the improvement of construction industry.