팀장의 진정성 리더십과 팀 신뢰가 심리적 계약에 미치는 영향
The Effect of Team Leader’s Authentic Leadership& Team Trust on Psychological Contract
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초록
본 연구는 구성원의 심리적 계약의 기대와 이행에 대한 지각의 분석을 통해 팀수준의 진정성 리더십과 팀 신뢰를 검증한 것이다. 전통적 관점에서의 인사제도 뿐 아니라 구성원과의 상호작용이 심리적 계약에 어떤 영향을 미치는지를 조사하였다. 구성원들이 지각하는 조직의 대변인(팀장)의 리더십과, 함께 일하는 동료와의 팀 수준의 신뢰 검증으로 고용관계의 프레임을 고찰할 수 있었다. 그 결과 팀장의 리더십과 팀차원의 신뢰는 기존 연구와는 달리 심리적 계약이행에 직접적 영향을 미치지 않고 성과를 통해 영향을 미치고 있다. 구성원들이 팀장의 리더십과 신뢰를 통한 심리적 계약보다는 성과를 통해서 심리적 계약을 이행한다고 지각하고 있다. 이는 이미 성과위주의 조직문화가 자리 잡았다는 점에서 심리적 계약에 대한 새로운 해석이 필요함을 시사한다. 조직 구성원이 지각하고 있는 조직에 대한 심리적 계약이행은 과거의 무조건적 믿음을 기반으로 하는 정서적 관계 패러다임이 아니라 성과를 기반으로 한 합리적·이성적 측면으로 이행되는 형태로 옮겨가고 있는 것으로 나타났다. 이는 성과를 높일 수 있는 변수와 성과를 통한 심리적 계약이행의 메커니즘이 있다고 보여지는 것으로 향후 추가 연구의 필요성이 나타나고 있다.
Abstract
Although human resources have been positioned as a key enabler for gaining and maintaining competitive advantage for organization, the processes through which such advantage is achieved are poorly understood. As the psychological contract is considered a central construct in studying the employee-organization relationship, this proposes that it is likely to be an important mechanism explaining the relationship between human agent (team leader & coworker) and employee outcomes. This study conducted a team level validation of parameters leading up to it through an analysis of the expectation of a team member's psychological contract and perception of fulfillment. A frame of employment may be considered with the authentic leadership of the organization's spokesperson (team-leader) perceived by the team members, and with the verification of team-level trust with colleagues working together. However, the results showed that the authentic leadership of the team leaders and the trust of team members did not directly affect the performance of psychological contracts. Thus, a modification analysis based on the data was conducted. Because it is not only the personnel management system from a traditional point of view, it is also an attempt to explore what interaction with members has to have. In this regard, I think it is significant that members are perceived to fulfill psychological contracts through employee outcome rather than psychological contracts through leadership and trust of team leaders. This implies a need for a new interpretation of psychological contracts in view of the already performance-oriented organizational culture. Together, we can see the need for further study on the variables that affect performance and the mechanism of performance to fulfill psychological contracts. This paper is meaningful in the analysis of the present and the presentation of future direction.
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