본문 바로가기
KERD
논문KCI 등재

팀 다양성과 팀 효과성과의 관계에서 공유리더십과 팀 동적역량의 매개효과

Managing Team Diversity: Effects of Shared Leadership and Dynamic Capability

김용주|홍아정|나명익|Marie Volpe
영재교육연구소 (Research Institute for Gifted & Talented Education, Soongsil University)|2019.12|교육과 학습: Global Creative Leader (Education & Learning: Global Creative Leader)|제9권 제6호|pp. 49-71|DOI 10.34226/gcl.2019.9.6.49

0

조회

0

다운로드

0

인용

0

참고문헌

키워드

공유리더십팀 효과성team effectivenessshared leadershipTeam diversitydynamic capability팀 다양성팀 동적역량
주제분류교육학

초록

본 연구는 팀 구성원들의 다양성, 공유리더십, 팀 동적역량, 팀 효과성과의 영향관계를 파악하고, 공유리더십과 팀 동적역량의 매개효과를 검증하는데 목적을 두었다. 국내 기업 사무직에 종사하는 292명 64개팀을 대상으로 설문 조사하였고, 회귀분석과 연속다중매개분석을 SPSS 23.0 통계분석 프로그램을 활용하여 분석하였다. 연구분석결과 첫째, 팀 다양성, 공유리더십, 팀 동적역량, 팀 효과성에 대해 상관관계를 분석한 결과 모두가 유의한 상관관계를 보였으며 이중 팀 다양성은 나머지 변인 모두와 음의 상관관계를 갖는 것으로 나타났다. 둘째, 팀 다양성은 공유리더십과 팀 효과성에 부정적인 영향을 미치는 것으로 나타났고, 팀 동적역량에는 유효한 영향을 미치지 못하는 것으로 확인되었다. 또한 공유리더십과 팀 동적역량은 모두 팀 효과성에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 공유리더십은 팀 다양성과 팀 효과성을 부분매개하고, 팀 다양성과 팀 동적역량을 완전매개 하는 것으로 나타났다. 특히 공유리더십과 팀 동적역량은 팀 다양성과 팀 효과성과의 관계를 이중매개하는 것이 확인되었다. 이러한 연구결과는 기업의 성과단위인 팀이 목표와 책임의 공유, 수평적인 의사소통, 권한이양을 통한 구성원간 리더십 영향력의 활성화를 이루고, 자원을 탐색, 조정, 통합, 재배치하는 역량을 강화하게 된다면 더 높은 팀 효과성을 기대할 수 있으며, 팀 다양성의 부정적 효과를 줄이는 중요한 역할을 할 수 있음을 시사한다.

Abstract

The purpose of this study is to consider the implications of diversity management by investigating the influence of team diversity on team effectiveness and the mediating effects of shared leadership and team dynamic capability. Sixty four teams were selected from Korean companies and 292 team members participated in the questionnaire survey. Collected data was analyzed using SPSS 23. The results of the study shows that there were significant correlations among team diversity, shared leadership, team dynamic capability and team effectiveness, and that team diversity had a negative correlation with the rest of the variables. Second, team diversity had a negative influence both on shared leadership and team effectiveness, and did not have a valid influence on team dynamic capability. Shared leadership and team dynamic capability both had a positive influence on team effectiveness. Third, shared leadership partially mediated between team diversity and team effectiveness, and fully mediated team diversity and team dynamic capability. Lastly, shared leadership and team dynamic capability had double mediated effect between team diversity and team effectiveness. The findings of the study implies that in order to minimize the negative influence of team diversity, sharing visions, objectives, task method or norms with team members is crucial and providing diversity management systems and educational programs could be a starting point for developing organizational culture for managing team diversity. Facilitating shared leadership among team members will enhance team dynamic capability that could bring out the positive influence of team diversity and ultimately lead to company’s success.

참고문헌 (76)

  1. Adner, R., "Corporate effects and dynamic managerial capabilities", Strategic Management Journal, 24(10), pp.1011~1025 (2003)
  2. Allred, C. R., "A dynamic collaboration capability as a source of competitive advantage", Decision Sciences, 42(1), pp.129~161 (2011)
  3. Ambrosini, V., "What are dynamic capabilities and are they a useful construct in strategic management?", International Journal of Management Reviews, 11(1), pp.29~49 (2009)
  4. Ancona, D. G., "Demography and design: Predictors of new product team performance", Organization Science, 3(3), pp.321~341 (1992)
  5. Argyris, C., "Good communication that blocks learning", Harvard Business Review, 72(4), pp.77~85 (1994)
  6. Avolio, B. J., "Advances in interdisciplinary studies of work teams: Team leadership", pp.173~209 (1996), JAI Press
  7. Bedeian, A. G., "Academic amnesia and vestigial assumptions of our forefathers", The Leadership Quarterly, 17(2), pp.190~205 (2006)
  8. Benner, M. J., "Exploitation, exploration, and process management: The productivity dilemma revisited", Academy of Management Review, 28(2), pp.238~256 (2003)
  9. Bishop, J. W., "An examination of organizational and team commitment in a self-directed team environment", Journal of Applied Psychology, 85(3), pp.439~ (2000)
  10. Bishop, J. W., "Support, commitment, and employee outcomes in a team environment", Journal of Management, 26(6), pp.1113~1132 (2000)
  11. Braun, S., "Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust", The Leadership Quarterly, 24(1), pp.270~283 (2013)
  12. Campion, M. A., "Relations between work group characteristics and effectiveness: Implications for designing effective work groups", Personnel Psychology, 46(4), pp.823~850 (1993)
  13. Carson, J. B., "Shared leadership in teams: An investigation of antecedent conditions and performance", Academy of Management Journal, 50(5), pp.1217~1234 (2007)
  14. Cheney, P. H., "Effects of individual characteristics, organizational factors and task characteristics on computer programmer productivity and job satisfaction", Information & Management, 7(4), pp.209~214 (1984)
  15. Clark, M. A., "Perceived relational demography: A fit conceptualisation", doctor, pp.2001
  16. Cohen, S. G., "What makes teams work: Group effectiveness research from the top floor to the executive suite", Journal of Management, 23(3), pp.239~290 (1997)
  17. Cohen, W. M., "Absorptive capacity: A new perspective on learning and innovation", Administrative Science Quarterly, 35(1), pp.128~152 (1990)
  18. Cordery, J. L., "Attitudinal and behavioral effects of autonomous group working: A longitudinal field study", Academy of Management Journal, 34(2), pp.464~476 (1991)
  19. De Dreu, C. K., "Minority dissent and team innovation: The importance of participation in decision making", Journal of Applied Psychology, 86(6), pp.1191~ (2001)
  20. Edmondson, A., "Psychological safety and learning behavior in work teams", Administrative Science Quarterly, 44(2), pp.350~383 (1999)
  21. Eisenhardt, K., "Dynamic capabilities: What are they?", Strategic Management Journal, 21(10), pp.1105~1122 (2000)
  22. Ensley, M. D., "Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda", Human Resource Management Review, 13(2), pp.329~346 (2003)
  23. Fiol, C. M., "Organizational learning", Academy of Management Review, 10(4), pp.803~813 (1985)
  24. Fry, L. W., "Technology, structure, and workgroup effectiveness: A test of a contingency model", Academy of Management Journal, 27(2), pp.221~246 (1984)
  25. Gibson, C. B., "The antecedents, consequences, and mediating role of organizational ambidexterity", Academy of Management Journal, 47(2), pp.209~226 (2004)
  26. Gladstein, D. L., "Groups in context: A model of task group effectiveness", Administrative Science Quarterly, 29(4), pp.499~517 (1984)
  27. Gundersen, G., "Leading international project teams: The effectiveness of transformational leadership in dynamic work environments", Journal of Leadership & Organizational Studies, 19(1), pp.46~57 (2012)
  28. Guzzo, R. A., "Teams in organizations: Recent research on performance and effectiveness", Annual Review of Psychology, 47(1), pp.307~338 (1996)
  29. Hackman, J. R., "Handbook of organizational behavior", pp.315~342 (1987), Academic Press
  30. Harrison, D. A., "What's the difference? Diversity constructs as separation, variety, or disparity in organizations", Academy of Management Review, 32(4), pp.1199~1228 (2007)
  31. Harrison, D. A., "Beyond relational demography: Time and the effects of surface-and deep-level diversity on work group cohesion", Academy of Management Journal, 41(1), pp.96~107 (1998)
  32. Harrison, D. A., "Time, teams, and task performance: Changing effects of surface- and deep-level diversity on group functioning", Academy of Management Journal, 45(5), pp.1029~ (2002)[DOI]
  33. He, Z. L., "Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis", Organization Science, 15(4), pp.481~494 (2004)
  34. Heimeriks, K. H., "Alliance capability as a mediator between experience and alliance performance: An empirical investigation into the alliance capability development process", Journal of Management Studies, 44(1), pp.25~49 (2007)
  35. Henderson, J. C., "Managing I", S design teams: A control theories perspective, 1992, pp.38(6), 757~777
  36. Heller, M. F., "Who's in charge here? Sources of leadership for change in eight schools", The Elementary School Journal, 96(1), pp.65~86 (1995)
  37. Hiller, N. J., "Collective enactment of leadership roles and team effectiveness: A field study", The Leadership Quarterly, 17(4), pp.387~397 (2006)
  38. Homan, A. C., "Bridging fault lines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups", Journal of Applied Psychology, 92(5), pp.1189~1199 (2008)
  39. Janz, B. D., "Knowledge worker team effectiveness: The role of autonomy, interdependence, team development, and contextual support variables", Personnel Psychology, 50(4), pp.877~904 (1997)
  40. Jehn, K. A., "A multi-method examination of the benefits and detriments of intragroup conflict", Administrative Science Quarterly, 40(2), pp.256~282 (1995)
  41. Jehn, K. A., "The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance", Academy of Management Journal, 44(2), pp.238~251 (2001)
  42. Jehn, K. A., "Why differences make a difference: A field study of diversity, conflict and performance in workgroups", Administrative Science Quarterly, 44(4), pp.741~763 (1999)
  43. Joshi, A., "The role of context in work team diversity research: A meta-analytic review", Academy of Management Journal, 52(3), pp.599~627 (2009)
  44. Kirkman, B. L., "Advances in international management", pp.33~67 (2005), Elsevier
  45. Kozlowski, S. W. J., "Improving training effectiveness in work organizations", pp.247~287 (1997), Erlbaum
  46. Levi, D., "Group dynamics for teams" (2010), Boogle Books
  47. Lockett, A., "The resource based view and economics", Journal of Management, 27(6), pp.723~754 (2001)
  48. Loden, M., "Workforce America!: Managing employee diversity as a vital resource" (1991), Business One Irwin
  49. Luo, Y., "Capability exploitation and building in a foreign market: Implications for multinational enterprises", Organizational Science, 14(1), pp.48~63 (2002)
  50. Matieu, J. E., "The influence of shared mental models on team process and performance", Journal of Applied Psychology, 85(2), pp.273~283 (2000)
  51. Mayo, M., "Work team diversity: An examination of a process model using artificial intelligence and social network methods", Doctor, pp.1998
  52. McMahan, G. C., "Strategic human resource management: Employee involvement, diversity, and international issues", Human Resource Management Review, 8(3), pp.193~214 (1998)
  53. Muethel, M., "Socio‐demographic factors and shared leadership behaviors in dispersed teams: Implications for human resource management", Human Resource Management, 51(4), pp.525~548 (2012)
  54. Nicolaides, V. C., "The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships", The Leadership Quarterly, 25(5), pp.923~942 (2014)
  55. O'Reilly, C. A., "Workgroup demography, social integration, and turnover", Administrative Science Quarterly, 34(1), pp.21~37 (1989)
  56. O'Reilly, C. A., "People and organizational culture: A profile comparison approach to assessing person-organization fit", Academy of Management Journal, 34(3), pp.487~516 (1991)
  57. O'Reilly, C. A., "The ambidextrous organization", Harvard Business Review, 82(4), pp.74~83 (2004)
  58. Pavlou, P. A., "Understanding the elusive black box of dynamic capabilities", Decision Sciences, 42(1), pp.239~273 (2011)
  59. Pearce, C. L., "Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size", The Journal of Social Psychology, 144(3), pp.293~310 (2004)
  60. Pearce, C. L., "The new silver bullets of leadership: The importance of self-and shared leadership in knowledge work", Organization Dynamics, 34(2), pp.130~140 (2005)
  61. Pearce, C. L., "The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice", Leadership Quarterly, 19(3), pp.353~359 (2008)
  62. Pfeffer, J., "Explaining organizational-behavior-MOHR, LB", Administrative Science Quarterly, 28(2), pp.321~325 (1983)
  63. Scott, S. G., "Determinants of innovative behavior: A path model of individual innovation in the workplace", Academy of Management Journal, 37(3), pp.580~607 (1994)
  64. Silver, W. S., "The impact of group efficacy and group goals on group task performance", Small Group Research, 27(3), pp.347~354 (1996)
  65. Sivasubramanium, N., "A longitudinal model of the effects of team leadership and group potency on group performance", Group & Organization Management, 27(1), pp.66~96 (2002)
  66. Stewart, R., "Executive behavior", pp.120~136 (1991), Studia Oeconomiae Negotiorum
  67. Sundstorm E., "Work teams: Applications and effectiveness", American Psychologist, 45(2), pp.120~133 (1990)
  68. Teece, D. J., "Dynamic capabilities and strategic management", Strategic Management Journal, 18(7), pp.509~556 (1997)
  69. Tsui, A. S., "Diversity in organizations: New perspectives for a changing workplace", pp.191~219 (1995), Sage Publications
  70. van de Ven, A. H., "Central problems in the management of innovation", Management Science, 32(5), pp.590~607 (1986)
  71. van Knippenberg, D., "Work group diversity and group performance: An integrative model and research agenda", Journal of Applied Psychology, 89(6), pp.1008~1022 (2004)
  72. van Knippenberg, D., "Work group diversity", Annual Review of Psychology, 58, pp.515~541 (2007)
  73. Wang, D., "A meta-analysis of shared leadership and team effectiveness", Journal of Applied Psychology, 99(2), pp.181~198 (2014)
  74. Williams, K. Y., "Demography and diversity in organizations: A review of 40 years of research", Research in Organizational Behavior, 20, pp.77~140 (1998)
  75. Zhan, W., "Performance implications of capability exploitation and upgrading in international joint ventures", Management International Review, 48(2), pp.227~253 (2008)
  76. Zollo, M., "Deliberate learning and the evolution of dynamic capabilities", Organization Science, 13(3), pp.339~351 (2002)

관련 논문AI추천

공유 리더십의 선행요인과 그 효과성에 관한 연구김문주, 정예지한국기업경영학회 · 기업경영연구2016 · 제23권 제6호공유리더십과 조직시민행동이 팀 효과성에 미치는 영향김진혁, 정기수, 허윤정한국평생교육ㆍHRD연구소 · 평생교육 · HRD연구2019 · 제15권 제2호공유리더십과 갈등이 팀효과성에 미치는 영향: 관계갈등과 과업갈등을 중심으로김은자, 우형록한국창업학회 · 한국창업학회지2024 · 제19권 제6호팀의 다양성 및 교환관계가 팀 창의성과 팀 성과에 미치는 영향이희옥, 정동섭한국인적자원관리학회 · 인적자원관리연구2017 · 제24권 제3호프로젝트 팀 내 공유리더십(Shared Leadership)이 팀 효능감과 팀 몰입에 미치는 영향 -과업조정 및 업무분담의 매개효과 검증 -노현재, 심덕섭, 양동민한국기업경영학회 · 기업경영연구2012 · 제19권 제2호공유리더십이 지각된 팀 창의성에 미치는 영향: 신뢰, 가치일치의 직렬다중매개효과박은지, 박지환, 오원규경영경제연구소 · 경영경제연구2023 · 제45권 제2호

이 간행물의 다른 논문 (7건)

Turkish Adaptation of Integrated Creativity Test-Preschooler- ICT-P: A Validity and Reliability Studyİsmihan Artan, Binhan Koyuncuoğlupp. 1-17The Relationship between Early Childhood Teachers’ Leisure Satisfaction and Resilience신경주, 김민지, 이경화pp. 19-32Some Observations on the Construct Validity of Psycholinguistic Measures in Foreign Language Learning Research최문홍pp. 33-47Lifelong Learning Policies in Korea: Central Administration in 2018김은비, 조대연, 정홍인pp. 73-91How Online Task Value and Collaboration Preference Affect Learning Engagement in Flipped Learning: Mediating Effects of Self-Regulated Learning AbilityJung Won Hur, 송해덕, 김연경, Xueying Cuipp. 93-117
원문 보기