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팀장의 변혁적 리더십과 팀원의 개인효과성간의 관계에 관한 다수준 분석: 인지된 이질성, 집단효능감, 자기효능감의 역할을 중심으로

Multi-level Analysis between Team leader's Transformational Leadership and Team member's Effectiveness: Focus on the Role of Perceived Heterogeneity, Group Efficacy and Self Efficacy

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팀 조직의 도입 및 운영 과정에서 이질성(heterogeneity)의 문제가 발생하고 있으며, 이는 팀을 관리하기 위한 팀장의 리더십 개발 측면에 있어서도 매우 중요한 이슈가 된다. 이질성은 팀의 과업과 관련하여 구성원들의 능력, 기술, 배경, 경험 등의 다양한 정도에 대한 팀 구성원들의 지각으로 정의될 수 있다. 다수의 선행연구에 의하면 이질성은 팀의 전반적이고 복잡한 문제를 해결해 나가는 데 있어 긍정적인 요소가 될 수도 있지만, 대인관계상의 갈등이나 팀 내 학습과 같이 의도했던 상호작용이 일어나지 않아 결과적으로 집단성과를 저해하는 부작용을 낳을 수도 있다. 본 연구는 서울 및 경기도 소재 15개 호텔기업에 종사하는 총 346명을 대상으로 팀장의 변혁적 리더십이 구성원들에게 인지된 이질성에 미치는 영향과 인지된 이질성이 개인효과성에 미치는 영향을 집단효능감의 조절효과와 자기효능감의 매개효과를 중심으로 살펴보았다. 연구결과, 변혁적 리더십은 구성원들에게 인지된 이질성 정도에 정(+)의 영향을 미치는 것으로 나타났으며, 이러한 영향관계에서 집단효능감은 조절적 효과를 갖는 것으로 나타났다. 한편 인지된 이질성 및 개인효과성과의 정(+)의 관계에서 자기효능감의 매개효과는 기각되었다. 이와 같은 연구결과를 바탕으로 팀 수준에서 분석된 변혁적 리더십과 인지된 이질성에 대한 논의, 이질성 관리라는 팀장 리더십 이슈에서 집단효능감의 조절효과에 대한 재조명, 그리고 인지된 이질성 및 개인효과성과의 관계에서 자기효능감의 매개효과에 대한 논의를 하였다.

Abstract

The problem of heterogeneity is often encountered in the process of organizing and managing a team, and it is also a very important issue in the realm of leadership development for team leaders. Many previous studies have shown that heterogeneity could be a positive factor that helps work out complicated problems a team is facing, while it might cause interpersonal conflicts or hamper such intended interactions as team-internal learning, which in consequence results in unwanted side-effects that impede group performance. This study look into the influence of the team leader's transformational leadership on the members' perceived heterogeneity and the influence of perceived heterogeneity on personal effectiveness, with a special focus on the moderating effect of group efficacy and the mediated effect of self-efficacy. The research results showed that transformational leadership has a positive effect on the level of heterogeneity perceived by team members and group efficacy has a moderating effect in such influential relations, whereas the mediated effect of self-efficacy was found to be dismissed in the positive relations between perceived heterogeneity and self-efficacy. On the basis of such research results, this study provides not only a detailed discussion on the correlations between transformational leadership and perceived heterogeneity which were analyzed at a team level but also a reconsideration on the moderating effect of group efficacy which relates to the leadership issues. The mediated effect on the relations between perceived heterogeneity and self-efficacy is discussed as well.

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