학술논문
군자적 리더십이 집단 효능감과 집단 응집성에 미치는 영향
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- 영문명
- Effects of Kunja‟s leadership on group efficacy and group cohesion: The mediating effect of trust in the leader
- 발행기관
- 한국인사관리학회
- 저자명
- 류수영(Ryu, Su Young) 이경묵(Lee, Kyungmook)
- 간행물 정보
- 『한국인사관리학회 학술대회 발표논문집』2009 추계학술대회 발표 논문집, 1~23쪽, 전체 23쪽
- 주제분류
- 경제경영 > 경영학
- 파일형태
- 발행일자
- 2009.09.30
5,560원
구매일시로부터 72시간 이내에 다운로드 가능합니다.
이 학술논문 정보는 (주)교보문고와 각 발행기관 사이에 저작물 이용 계약이 체결된 것으로, 교보문고를 통해 제공되고 있습니다.
국문 초록
본 논문은 군자적 리더십이 집단 효능감과 집단 응집성에 미치는 영향을 밝히는 연구이다. 이를 위해 리더에 대한 신뢰가 군자적 리더십과 집단 효능감 및 집단 응집성의 관계를 매개하는 지를 검토하였다. 가설 검증을 위해 18개 국내 기업의 99개 팀으로부터 개인 데이터를 수집하여 집단 수준의 데이터로 변환하여 분석하였다. 동일방법오류 문제를 해결하기 위해 데이터를 십자설계(criss-cross design)하였고, 매개모형검증을 위해 Baron & Kenny(1986)가 제안한 방식에 따라 회귀분석을 하였다. 리더에 대한 신뢰의 매개효과를 검증한 결과, 군자적 리더십이 리더에 대한 신뢰를 매개하여 집단 효능감과 집단 응집성에 긍정적인 영향을 미친다는 것을 확인하였다. 본 연구결과는 군자적 리더십이 리더에 대한 신뢰를 바탕으로 리더십의 효과성을 얻는다는 것을 발견하였다는 점에서 주요한 의의가 있다. 이러한 연구결과를 바탕으로 본 연구의 이론적, 실천적 시사점과 연구의 한계 및 미래 연구방향에 대해 논의하였다.
영문 초록
This study aims to reveal the influncing mechanism of Kunja‟s leadership on group efficacy and group cohesion. We tested the traditional assumption on leadership that trust is the core of leadership and the effective leaders should be trusted by their subordinates, otherwise, they could not lead or affect on their people and make desirable performance. Therefore, we propose main hypothesis that Kunja‟s leadership would affect on group efficacy and group cohesion mediated by trust in leader. To identify the mediating effects of trust in the leader on the relationship between Kunja‟s leadership, and group efficacy and group cohesion, we collected 99 team data from 18 domestic organizations. We considered a basic team data set as the team consisted of 6 members and each team data were randomly divided into two sub-teams. Next, independent variables and dependent variables of each sub-team were crossed each other to avoid common method bias problem (Podsakoff et al., 2003).
We performed the regression analysis for testing the mediating roles of trust in the leader following the procedures of Baron & Kenny(1986). According to Baron & Kenny(1986), to identify mediating roles of trust in the leader between Kunja‟s leadership, and group efficacy and group cohesion in this study, Kunja‟s leadership must significantly affect on trust in the leader in step 1. Next, trust in the leader must significantly influence on group efficacy and group cohesion respectively in step 2. And the coefficient of Kunja‟s eadership in step 3 must be smaller than that of in step 1 after controlling trust in the leader and trust in the leader must significantly impact on group efficacy and group cohesion respectively. The results show that trust in the leader perfectly and strongly mediate the relationship between Kunja‟s leadership, and group efficacy and group cohesion respectively (see ). Table 2 shows the significance of regression coefficients difference of Kunja‟s leadership between in step 1 and in step 3. Sobel test also supports the mediating roles of trust in the leader. We can deduce three implications from our results. First, Kunja‟s leadership is the effective leadership concept to explain and predict group dynamics, group efficacy and group cohesion, contributing to group performance. In addition, this result supports nomological validity of Kunja‟s leadership. Second, Kunja‟s leadership would be much better concept to explain and predict trust in the leader than other leadership models (e.g. transformational leadership). It is possible that sincerity(信) and righteousness(義) included Kunja‟s leadership model would reinforce a leader to cultivate self in the individual level and to practice socialized power as an agent in the higher level. These properties of Kunja‟s leadership would contribute to overcome the inauthenticity of transformational leaders, for example, abusing or deceiving members‟ needs for leaders‟ self interests and limitations of authentic leadership arising from extremely emphasizing on the self separated from contexts. Third, strong supporting of mediating effects of trust in the leader implies that leaders must obtain trust from their people before directing them what to do. According to these results, if leaders follow the principle of Kunja‟s leadership, then they would necessarily obtain trust from their people. Otherwise, they cannot lead positive members‟ working attitude such as high group efficacy and group cohesion and these interrupt leaders to motivate their people toward goals they want to reach and to produce allocated group performance. Our research cannot show how Kunja‟s leadership facilitates and develops members‟ trust in the leader in detail. We attribute this to it that we treated and measured trust as one dimension. Therefore, we suggest for the future research that multi
