본 연구는 간호사가 인식한 간호단위관리자의 감성리더십과 간호사의 간호업무성과의 관계에서 간호사의 직무열의의 매개효과를 확인하기 위하여 시도된 서술적 조사연구이다.
연구대상은 충북지역에 소재하는 상급종합병원의 간호단위에 근무하는 간호사 265명을 대상으로 하였으며, 자료수집 기간은 2018년 8월 6일부터 8월 30일까지이다. 감성리더십은 Wong과 Law (2002)가 개발한 WLEIS (Wong & Law Emotional Itelligence Scale)를 김명화(2008)가 수정·보완한 도구, 직무열의는 Schaufeli와 Bakker (2003)가 개발한 UWES (Utrecht Work Engagement Scale)를 김면식(2015)이 수정·보완한 도구, 간호업무성과는 고유경 등(2007)이 개발한 도구를 사용하였다.
수집된 자료는 SPSS/WIN 23.0 프로그램을 이용하여 분석하였다. 대상자의 일반적 특성과 간호단위관리자의 감성리더십과 간호사의 직무열의, 간호업무성과의 차이를 파악하기 위해 Mann-Whitney U test, independent t-test, one-way ANOVA를 이용하여 분석하였고, 사후 검증은 Scheffe test로 분석하였다. 상관관계는 Pearson’s correlation coefficient를 이용하여 분석하였다. 간호단위관리자의 감성리더십과 간호사의 간호업무성과의 관계에서 직무열의의 매개효과는 회귀분석을 통해 Baron과 Kenny의 매개효과 조건을 적용하였고, Sobel test를 이용하여 매개의 유의성을 검증하였다.
간호사가 인식하는 간호단위관리자의 감성리더십은 5점 만점에 평균 3.79점으로 나타났다. 일반적 특성에 따른 감성리더십은 근무부서, 현 부서근무경력에 따라 유의한 차이가 있는 것으로 나타났다. 즉, 특수부서(3.97점)와 외과계 병동(3.79점)이 내과계 병동(3.54점)보다 감성리더십이 유의하게 높은 것으로 나타났다(F=13.89, p<.001). 현 부서근무경력은 4년 이상(3.92점)이 1년 미만(3.83점)과 1년 이상 3년 이하(3.70점)보다 감성리더십이 유의하게 높은 것으로 나타났다(F=3.59, p=.029).
간호사의 직무열의는 5점 만점에 평균 2.94점으로 나타났다. 일반적 특성에 따른 직무열의의 정도는 연령, 결혼, 학력, 직위, 임상경력, 현 부서근무경력에 따라 유의한 차이가 있는 것으로 나타났다. 즉, 31세 이상(3.14점)이 25세 이하(2.90점)와 26세 이상 30세 이하(2.85점)보다 높게 나타났다(F=5.58, p<.001). 기혼(3.14점)이 미혼(2.89점)보다 높게 나타났고(t=-2.80, p=.006), 석사 이상(3.24점)이 전문학사(3.00점)와 학사(2.90점)보다 높게 나타났으며(F=3.45, p=.033), 책임간호사(3.37점)가 일반간호사(2.93점)보다 높게 나타났다(Z=-2.03, p=.043). 외과계 병동(3.09점)과 특수부서(2.96점)가 내과계 병동(2.81점)보다 높게 나타났으며(F=4.32, p=.014), 임상경력은 6년 이상(3.03점)과 2년 미만(3.00점)이 2년 이상 5년 이하(2.80점)보다 직무열의가 유의하게 높은 것으로 나타났다(F=4.49, p=.012).
간호업무성과는 5점 만점에 평균 3.56점으로 나타났다. 연령, 직위, 근무부서, 임상경력, 현 부서근무경력에 따라 유의한 차이가 있는 것으로 나타났다. 즉, 31세 이상(3.82점)이 가장 높게 나타났으며 26세 이상 30세 이하(3.60점), 25세 이하(3.37점) 순으로 나타났다(F=19.62, p<.001). 책임간호사(4.10점)가 일반간호사(3.55점)보다 높게 나타났고(Z=-2.93, p=.003), 외과계 병동(3.63점)과 특수부서(3.62점)가 내과계 병동(3.44점)보다 유의하게 높은 것으로 나타났다(F=4.28, p=.015). 임상경력은 6년 이상(3.79점)이 가장 높았으며 2년 이상 5년 이하(3.53점), 2년 미만(3.33점) 순으로 나타났다(F=22.95, p<.001). 현 부서근무경력은 4년 이상(3.79점)이 1년 이상 3년 이하(3.47점)와 1년 미만(3.35점)보다 간호업무성과가 높게 나타났다(F=17.52, p<.001).
감성리더십, 직무열의, 간호업무성과 간의 상관관계를 분석한 결과, 간호단위관리자의 감성리더십과 간호사의 직무열의(r=.45, p<.001)는 유의한 상관관계를 보였으며, 간호사의 간호업무성과(r=.39, p<.001) 간에도 유의한 상관관계를 보였다. 또한 간호사의 직무열의와 간호업무성과(r=.53, p<.001)에서도 유의한 상관관계를 보였다.
간호단위관리자의 감성리더십과 간호업무성과와의 관계에서 직무열의의 매개효과를 검증하기 위해 회귀분석을 실시한 결과, 간호단위관리자의 감성리더십과 간호사의 간호업무성과의 관계에서 직무열의는 부분 매개효과가 있는 것으로 나타났다(Z=5.55, p<.001). 모형의 설명력은 30%이었다(F=58.36, p<.001).
본 연구결과는 간호단위관리자의 감성리더십이 간호사의 직무열의에 영향을 미치고, 증가된 직무열의가 간호사의 간호업무성과를 높이는데 기여함을 확인하였다. 따라서 간호단위관리자는 감성리더십 능력을 향상시킬 수 있도록 더욱 관심을 가지고 노력하며, 조직은 간호단위관리자의 감성리더십을 함양하고 간호사의 직무열의를 높일 수 있는 교육 프로그램의 개발과 지원이 필요하다.

Effects of the Emotional Leadership of Nursing Unit Managers on Nursing Performance of Nurses
The purpose of this study was to examine the mediating effects of nurses’ job engagement in the relationship between the nursing unit managers’ emotional leadership and nurses’ nursing performance.
The participants of this study were 265 nurses working at the nursing unit of an advanced general hospital located in Cheongju city. Data were collected between August 6 and 30, 2018. Emotional leadership was measured using a revision by Kim (2008) of WLEIS (Wong & Law Emotional Intelligence Scale), originally developed by Wong & Law (2002). Job engagement was measured using a revision by Kim (2015) of UWES (Utrecht Work Engagement Scale), originally developed by Schaufeli & Bakker (2003). Tools to measure nursing performance were developed by Ko et al. (2007).
Collected data were analyzed using SPSS/WIN 23.0 program. The Mann-Whitney U test, independent t-test, and one-way ANOVA were used to investigate the relationships between the participantsit general characteristics, emotional leadership of the nursing unit manager, and nurses nursing unit manager nursing performance. Post-hoc analysis was conducted using Scheffe''s test. Correlations were analyzed using Pearson''s correlation coefficient. The mediating effects of job engagement on emotional leadership of the nursing unit manager and nursing performance were analyzed using Baron and Kenny’s three-step test procedure for mediating effects, which employs simple and multiple regression analyses. The statistical significance of the mediating effects was tested using a Sobel test.
The mean emotional leadership score of nursing unit managers was 3.79 points out of 5. Regarding the general characteristics, emotional leadership was found to vary significantly depending on work department and work experience in the current department. Specifically, the specialized departments (3.97 points) and the surgical ward (3.79 points) showed significantly higher emotional leadership (F=13.89, p<.001) than the internal medicine ward (3.54 points). Emotional leadership was found to be significantly higher (F=3.59, p=.029) at nursing unit managers with at least 4 years’ experience in their current department (3.92 points) than in those with less than 1 year (3.83 points) or 1?3 years (3.70 points).
The mean job engagement score of nurses was 2.94 points out of 5. Regarding general characteristics, job engagement showed significant differences according to age, marital status, education, total clinical career, and current work unit clinical career. Specifically, those aged 31 years or over had higher job engagement scores (3.14 points) than those aged below 25 years (2.90 points) and 26?30 years (2.85 points) (F=5.58, p<.001). Nurses who were married had higher scores (3.14 points) than those who were unmarried (2.89 points) (t=-2.80, p=.006). Nurses with master’s degrees or higher showed higher scores (3.24 points) than those with a professional degree (3.00 points) or bachelor’s degree (2.90 points) (F=3.45, p=.033). The scores of charge nurses (3.37 points) were higher than those of staff nurses (2.93 points) (Z=-2.03, p=.043). The surgical units (3.09 points) and special units (2.96 points) scored higher (F=4.32, p=.014) than the medical units (2.81 points). In terms of length of clinical career, those who had worked for 6 years or longer scored significant higher (3.03 points) than those who had practiced for less than 2 years (3.00 points) or 2?5 years (2.80 points) (F=4.49, p=.012).
The mean nursing performance score was 3.56 points out of 5. There were significant differences by age, position, department, total clinical career, and current work unit clinical career. Specifically, nurses aged 31 years or older scored the highest (3.82 points), followed by those aged 26?30 years (3.60 points), and those aged 25 or younger (3.37 points) (F=19.62, p<.001). The scores of charge nurses (4.10 points) were higher than those of staff nurses (3.55 points) (Z=-2.93, p=.003). Those working in the surgical units (3.63 points) and special units (3.62 points) scored significantly higher than those in the medical units (3.44 points) (F=4.28, p=.015). In terms of clinical experience, nurses who had worked for more than six years scored the highest (3.79 points), followed by those who had worked for 2?5 years (3.53 points) and those had worked for less than two years (3.33 points) (F=22.95, p<.001). In terms of clinical career in the current unit, those with more than 4 years of clinical career scored the highest (3.79 points), followed by those who had worked for 1?3 years (3.47 points) and then by those who had worked for less than 1 year in their current work unit clinical career (3.35 points) (F=17.52, p<.001).
When we analyzed the correlations between emotional leadership, job engagement, and nursing work performance, emotional leadership of the nursing unit manager showed significant correlations with nurses’ job engagement (r=.45, p<.001) and nursing performance (r=.39, p<.001). In addition, there was a significant correlation between the nurses’ job engagement and nursing performance (r=.53, p<.001).
We performed a regression analysis to investigate the mediating effect of job engagement on the relationship between emotional leadership of the nursing unit manager and nursing performance of nurses and found a partial mediating effect (Z=5.55, p<.001). The explanatory power of this model was 30% (F=58.36, p<.001).
The results of this study showed that emotional leadership of nursing unit managers affects nurses’ job engagement and that increased job engagement contributes to increased nursing performance. Therefore, it will be important to support and develop education programs that can improve the emotional leadership of nursing unit managers as well as increase job engagement in nurses.

Key words: Emotional Leadership, Job Engagement, Nursing Performance, Nurse