최고경영자의 서번트 리더십 사례연구：‘L’ 중소기업을 중심으로

Recently, in dynamically changing managerial environments, new roles of a leader are emphasized for the long－term growth of a company, and a servant leadership is the issue at hand. Nevertheless, prior research has overlooked the way how a servant leadership could be applied to practices, only focusing on carrying our empirical studies. Thus, this research did a case study of L company to understand the concept and features of a servant leadership and to confirm the differences from existing leadership theory. The results of this research are summarized as follows. First, CEO of L company formed the organizational community by inducing job commitment which could be created by connecting the organizational vision and compensation. Second, CEO of L company made employees accomplish their works rapidly and precisely by delegating the authorities and responsibilities. Third, CEO of L company tried to support the growth and circumstance to increase the job engagement. Also, improvement of work environment brought the sales effectiveness by gaining the confidence of company. Fourth, devotion and consideration of CEO improved employees’ job satisfaction, in turn, growing the organizational performance. Finally, we find that the servant leadership is an important factor to have an effect on organizational construct. The servant leadership improved the organizational performance ultimately by inducing the change of organizational construct from vertical to horizontal that, in turn, developed the employees’ prompt response, creativity, and cooperation.