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본 연구의 배경은 경쟁적 성과주의에 치우쳐 조직구성원의 감성에 대한 관심이 소홀한 한국 행정조직의 현실에 대한 비판적 인식에 있으며, 경찰조직을 대상으로 하여 경찰서장의 감성리더십에 대한 경찰관의 인식 정도를 파악하고 경찰서장의 감성리더십과 경찰관의 조직몰입 간에 관계를 분석하려는 연구목적을 갖고 있다. 감성리더십을 “자신의 감정과 타인의 감정은 물론 조직전체의 감정을 지각, 이해, 통제하는 리더의 능력”으로 정의하였다. 감성리더십의 하위 구성요인으로 리더인 경찰서장이 지향하는 3 가지 큰 지향점인 ‘개인-타인-조직’을 기준으로 하여 경찰서장 개인의 감정에 관한‘자기감정관리능력’과 다른 조직구성원들에 대해 행하는 ‘타인감정배려능력’, 그리고 조직전체적 감정에 대한 ‘조직감정관리능력’으로 구분하였다. 경북경찰청 산하의 1급지와 3급지 경찰서를 대상으로 2010년 2월에 설문조사를 실시하였고, 총 300부를 배포하여 215부의 설문지를 실증분석에 이용하였다. 연구결과, 경찰서장의 감성리더십은 경찰관의 정서몰입과 계속몰입에 유의미한 정적 영향을 미치는 사실을 발견했다. 다만, 경찰서장의 타인감정배려적 감성리더십은 오히려 조직몰입에 부적 영향을 미칠 가능성이 있으므로 유의할 필요가 있는 것으로 나타났다.
This study started from the critical awareness of the reality of police organization which has been apt to neglect emotions of organization members by being biased by competitive meritocracy. The purpose of this study is to identify the awareness of police officers on the emotional leadership of the police chief and to analyze the relationship between the emotional leadership of the police chief and the organizational commitment of police officers. In this study, emotional leadership was defined as the "capability of a leader who perceives, understands, and controls the emotion of the whole organization as well as one's own and other's emotions." Sub-Components of emotional leadership were divided into "ability to manage self-emotions" which is about the emotions of the police chief, him or herself, the "ability to be considerate of others’ emotions" which is about the emotions of other members in the organization and the "ability to manage organizational emotions," which is about the emotions of the whole organization, based on the three orientations of "individual-others-organization" which a police chief should move toward, as a leader. The targets of this study are two police stations; one is a municipal station and the other is a township station under the direction of Gyeongbuk Provincial Police Agency. A survey was conducted in Feb, 2010 and 215 questionnaires out of a total of 300 questionnaires were used for empirical analysis. As a result, the findings show that the emotional leadership of the police chief is statistically correlated with affective commitment and continuance commitment. In particular, self-awareness ability in the emotional leadership of the police chief significantly influenced the organizational commitment of police officers. In detail, officers in their forties, who are mostly police sergeants with 11 to 15 years of service, sensitively perceived the emotional leadership of the police chief. Township officers were highly aware of the emotional leadership of the police chief more than urban officers. It is assumed that officers in a small sized township station have more chances to interact with their chief than urban officers with lower numbers of personnel and emotional leadership in the family-like ambience in the rural area is more likely influential. Secondly, "ability to manage self-emotions," and "ability to manage organizational emotions" which are sub-components of emotional leadership significantly influence the organizational commitment of officers. In particular, "ability to manage self-emotions" significantly influences affective commitment and continuance commitment, and "ability to manage organizational emotions" significantly influences the affective commitment of police officers. Thirdly, it was found that officers positively regard the police chief and the organization as the awareness of officers on the emotional leadership of the police chief and organizational commitment of officers is relatively high, exceeding the average. Thus, suitable policies which revitalize police organization by male officers, officers with 10 to 20 years of service and police sergeants who have high awareness of the emotion-based leadership of the police chief and organizational commitment of officers, and raise low awareness of female officers, short-term career officers and low-level officers should be developed. Fourthly, since emotional leadership of the police chief statistically correlated with affective commitment and continuance commitment, officers are more likely committed to the organization when emotional leadership is provided. As a result, emotional leadership seems to influence job attitude. Theoretically this study is not only a useful start for emotional leadership, but also shows the first empirical results on the relationship between emotional leadership and organizational commitment. Practically, this study provides insight that efforts for strengthening the leadership capability of emotional leadership of the police chief and relevant improvement for personnel policy are necessary. In addition, the need for organizing an environment which officers can commit through smooth communicative efforts to improve the emotional leadership of the police chief was asserted.
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emotional leadership of police chief, organizational commitment of officers, self-awareness capability
