유교적 가치와 리더에 대한 신뢰

• 영문명: Confucian Values and Trust in a Leader: Analyzing the Moderating Effects of Kunja Leadership and the Degree of Group Formalization using a Hierarchical Linear Model
• 발행기관: 한국인사조직학회
• 저자명: 류수영(S. Y. Ryu) 이경묵(K. M. Lee)
• 간행물 정보: 『인사조직연구』인사조직연구 제20권 제2호, 73~108쪽, 전체 36쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2012.06.30

국문 초록

본 연구는 상황변수인 구성원의 유교적 가치성향과 집단의 공식화정도가 군자적 리더십과 리더에 대한 신뢰간의 관계에 미치는 영향을 검증하는 것을 주요 연구 목적으로 하였다. 개인수준의 유교적 가치효과와 집단수준의 군자적 리더십 및 집단의 공식화정도의 효과를 동시에 고려하기 위해 위계적 선형모형(HLM)분석을 실행하였다. 국내 다양한 산업에 속해 있는 18개 조직으로부터 얻은 98개 팀, 464명의 자료를 분석한 결과, 구성원의 유교적 가치성향이 리더에 대한 신뢰에 정적인 영향을 미쳤고, 집단의 리더가 군자적 리더십을 발휘할 때 이 효과의 크기가 정적으로 강화되고 있음을 확인하였다. 그리고 집단의 공식화정도가 낮을수록 군자적 리더십의 효과가 커짐을 발견하였다. 이에 대한 해석을 결론 부분에서 자세히 논의하였고, 본 연구의 한계와 미래 연구방향을 제시하였다.

영문 초록

This article aims to examine the impact of Confucian values of team members and the degree of formalization with regard to the relationship between the kunja leadership of team leaders and team members’ trust in leaders. Kunja leadership refers to a team leader exhibiting the moral virtues of a kunja, an ideal person in Confucian society. We hypothesized that 1) the strength of Confucian values on the part of a team member would be positively associated with his/her trust in the team leader, 2) kunja leadership style on the part of a team leader would be positively associated with trust in the leader, 3) kunja leadership on the part of a team leader would positively moderate the relationship between the Confucian values of followers and their trust in the team leader, 4) the degree of group formalization would be positively associated with trust in a team leader, and 5) the degree of formalization would negatively moderate the relationship between the kunja leadership of a team leader and trust in that leader. To test these hypotheses, we analyzed data from 98 teams consisting of 464 individuals from 18 Korean corporations in various industries. We conducted hierarchical linear regression model analysis to identify the interaction effects between the individual and group level predicting variables. The results supported the research hypotheses. First, the results showed that the more a team leader manifested kunja leadership, the more the leader was trusted by his/her followers. This finding can be interpreted in terms of de‘(德), which refers to the nature of kunja leadership as having moral power with its main operative principle being that of inducing a feeling of indebtedness on the part of others by first expressing forms of kindness. Once team members experience feelings of indebtedness, they try to deal with this feeling by accepting and following the leader’s requests. This result has implications with regard to the effectiveness of leading by displays of virtue. Second, we found that the Confucian values of followers were positively associated with trust in a leader. This result is significant in suggesting an empirically explainable rationale as to why parental style leadership in previous studies were found to be more effective in Asian cultures than in other cultures. Despite much research examining the relationship between social value systems and desirable leadership styles and results suggesting that Confucian values could affect the relationship between leaders and followers and ways of exercising power and accepting authority, there has been a lack of empirical studies that have directly tested these relationships. Thus, we expect that this result may inspire and stimulate future research on the role of Confucianism in the workplace. Third, a positive interaction between kunja leadership style and the Confucian values of followers was found. From this result, it can be inferred that the kunja leadership style incorporates some of the core values of Confucianism, producing positive effects of accord, agreement, and compliance on the part of followers. This finding indicates that effective leadership mediates a society’s shared social value systems and that without this consideration, we cannot fully explain leadership as leadership is a socially enacted social concept. Fourth, we found that the degree of formalization was positively related to trust in a leader. This indicates that institutional trust, as described by Zucker (1986), can be transferred to human factors. Thus, this result may have practical implications for field managers building standardized organizational norms and procedures. Fifth, the degree of formalization and kunja leadership were negatively related. This result explains the notion, as noted by Kerr & Jamer (1978), that the degree of formalization can work as a substitute variable for kunja leadership.

목차

<초 록>

Ⅰ. 서 론

Ⅱ. 이론적 배경

Ⅲ. 연구방법

Ⅳ. 분석결과

Ⅴ. 결론 및 논의

참고문헌

ABSTRACT

키워드

유교적 가치 군자적 리더십 리더에 대한 신뢰 공식화정도 위계적 선형 모형 Confucian Values Kunja Leadership Trust in a Leader Degree of Group Formalization Hierarchical Linear Model