조직 콘텍스트를 고려한 리더십 연구 - 리더십의 동질화와 관성화를 중심으로 -
Leadership in Organizational Contexts: Isomorphism and Inertia of Leadership

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서울대학교 노사관계연구소
Journal of industrial relations, Vol.12, pp. 243-261
Why is it that the majority of leaders at particular hierarchical levels, in

particular departments. organizations, and even in an industry share

astonishingly similar leadership attributes such as similar leader traits and

behavioral patterns? Why leaders seldom change their leadership style

after their leadership style is anchored? This study attempts to answer

these questions by explaining the role of organizational contexts.

Organizations develop their own leadership style that fits with their

organizational contexts and environments. Homogenizing filters, socialization

and learning make new organizational leaders adopt existing

leadership styles that have been accepted by organizational members and

stakeholders. This isomorphism of leadership process makes leaders share

similar leadership style and traits. When a dominant type of leadership

emerges within an organization, it tends to be resistant to changes and

sustain over time. Behavioral routines developed by organizational members,

persistence as the virtue of leadership and commitment prevent

leaders from changing their leadership style.
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College of Business Administration/Business School (경영대학/대학원)Institute of Industrial Relations (노사관계연구소)Seoul Journal of Industrial Relations (노사관계연구)Journal of industrial relations vol.12 (2001) (노사관계연구)
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