지금까지 조직문화 연구는 단일의 강한 기업문화에 초점을 두어 연구를 진행하였다. 그러나 지식정보와 사회에서는 탐험과 활용과 같은 이질적인 성격의 문화특성을 동시에 추구하는 것이 보다 중요한 과제가 될 수 있다. 본 연구는 조직이 지속적인 경쟁력을 유지하기 위해 조직양면성(organizational ambidexterity)을 추구할 때 리더십과 조직문화가 어떠한 영향을 미치는 지에 대해 실증연구를 통해 분석하고자 한다. 이를 위해 첫째, 경쟁가치모형(c

The purpose of this study was to identify the competing values leadership of restaurant general managers and to investigate the impact of their competing values leadership on employee job satisfaction and turnover intention. A sample of full-time restaurant employees (n=360, 36% response) completed an e-mail survey. The results showed that among the eight sub-dimensions of competing values leadership roles, the monitor (4.04), producer (4.01), and director (3.99) roles were perceived as the most frequently used leadership styles of managers compared to broker (3.78), innovator (3.83), and mentor (3.91) roles (p <0.001). Additional T-test results suggested that an employees’ gender had an influence on how he/ she perceived the leadership style of their manager. Male employees were more likely to perceive that the director and mentor roles (4.19) were performed very well by their managers, while female employees perceived that their managers concentrated more on monitor (3.98) and producer (3.96) roles rather than on broker (3.73) and innovator (3.79) roles (p< 0.05). It was found that manager competing values leadership had a significant correlation with employee job satisfaction, and the mentor, coordinator, and innovator manager roles explained the relationship with 42.1% based on multiple regression analysis (p<0.001). In further findings, the manager competing values leadership roles had an effect on employee turnover intention. The results of the data were as follows: mentor and facilitator roles promoted a decrease in employee turnover intention and the director role caused employee turnover intention to increase. Ultimately, this study will be useful for restaurant managers to guide the application of appropriate competing values leadership roles in order to strengthen employee job satisfaction and to reduce turnover intention.

The purpose of this study was to establish coach`s role and develop the coach`s leadership scale based on the competing values concept of whole and dynamic leader` s role. Quinn` s Competing Values Instrument (Extended Version) which is composed of 32 items was translated and extended to 64 items in order to represent sport situation. Data were collected for 194 coaches and 210 athletes from 8 sport events. In order to extract the factors with coach` s role, factor analysis was performed based on 64 items. From the analysis, six factors of coach` s role are creator, broker, goal setting and director, coordinator, monitor, and support and mentor` s role. 23 items validity were performed by item-to-total correlation and Cronbach`s alpha was computed to verify the reliability. Coach` s competing values leadership scale composed of 6 role factors and 23 items was developed and criteria for constructing coach` s leadership profile.