다원적 리더십이 팀 효과성에 미치는 영향: 대기업 중소기업 차이 분석
The Impact of Multiple Leadership of Team Leader within Corporate Organization in Team Effectiveness: Analysis of Difference between Large Company and Small Businesses
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본 연구에서는 팀 효과성에 영향을 미칠 수 있는 기업 규모를 통제하고 기업 내 팀장의 다원적리더십이 팀 효과성에 미치는 영향을 실증적으로 탐구하였다. 이를 위해 K 기업교육 기관 교육 참가자 중편의표집법을 통해 선정된 400명을 대상으로 검증된 조사도구를 활용하여 설문조사하였다. 회수된 273부중 225부를 유효화 하였고, 다음과 같은 연구결과를 확보하였다. 첫째, 팀장의 다원적 리더십의 하위변인들인인적 자원적 리더십, 상징적 리더십, 정치적 리더십, 구조적 리더십이 높아질수록 팀 효과성이 높아지는것으로 나타났다. 둘째, 대기업의 팀 성과가 더 높은 것으로 나타났으며, 팀장의 구조적 리더십이 높을수록팀 성과가 높아지는 것으로 나타났다. 셋째, 중소기업의 팀 몰입이 더 낮은 것으로 나타났으며, 팀장의 인적자원적 리더십이 높을수록 팀 몰입이 높아지고, 다원적 리더십이 팀 몰입에 미치는 영향에서 대기업과과중소기업의 차이가 없는 것으로 나타났다. 넷째, 대기업과 중소기업의 팀 만족의 차이가 없는 것으로나타났다. 팀장의 인적 자원적 리더십, 상징적 리더십, 정치적 리더십이 팀 만족 영향을 미치는 것으로나타났으며, 다원적 리더십이 팀 만족에 미치는 영향에서 대기업과 중소기업의 차이가 없는 것으로 나타났다. 이상의 연구결과 시사점은 팀 성과 향상을 위해 구조적리더십을 강화시키는 노력이 필요할 것이며, 이는대기업보다 중소기업에서 더욱 요구된다. 팀 몰입을 위해서는 커뮤니케이션 스킬, 후배 육성 스킬, 동기부여기법 등에 대한 교육이 요구된다. 팀 만족을 향상시키기 위해서는 인적 자원적, 상징적, 정치적 리더십과관련된 교육을 제공해야 할 것이다
Abstract
In the rapidly changing management environment, businesses need necessary measures to copeup with it. For the purpose of creating successful results in the shifting business environment,organizations will be reorganized into teams, the capabilities and authorities of which are expectedto increase to determine the success of the organization that they belong to as well as that of theteams themselves. (Peter Drucker, 1993)To introduce the team system into an organization, each member is required to adapt to the system,especially team leaders in charge of final decision making. Focus is placed on the open and horizontal structure of the organization where the role of theteam leaders matters most. For this reason most businesses in Korea emphasize the importance ofthe leadership of team leaders. Studies on leadership evolved from classical theories of trait theory, action and function theory,which led to modern theories meant for contemporary business management environment includingcharismatic theory, transaction theory, social learning theory, attribution theory, leader-memberexchange(LMX) theory. The purpose of this study is to find the impact of multiple leadership of team leader in teameffectiveness under condition to control scale of corporate empirically. For this study, 400 peoplewere chosen among K institution as one of large domestic business educational institution throughthe convenience sampling method. And the data of 225 members were validated among those of273 members collected. To secure research results, the data were analyzed using validity andreliability verification of research tool, descriptive statistics, correlation analysis, regression analysis,and hierarchical regression analysis for the control variable. The results of this study are as follows: First, multiple leadership's sub variables, human resourcesleadership/symbolic leadership have a strong influence on team effectiveness, then, politicalleadership, structural leadership in order. Second, team performance of large company is higher thansmall businesses. Team leader's structural leadership significantly affected the positive(+) in teamperformance. Third, team commitment of small businesses is little lower than large company. Teamleader's human resources leadership significantly affected the positive(+) in team commitment. Fourth,team satisfaction is no difference between large company and small businesses. Human resources leadership, symbolic leadership, political leadership have influence on teamsatisfaction in order. Based on the results of this study, the following conclusions were drawn. First,it is necessary to develop program for enhancing knowledge, skill, attitude of multiple leadership. Second, for enhancing team performance, HRD departments should provide the education programsto strengthen structural leadership. In particular, small businesses than large company is requiredto strengthen structural leadership. Third, HRD departments should provide team leader with programabout communication, growing junior, motivation to enhance team commitment. Fourth, to enhanceteam satisfaction, it is necessary to provide program about human resources, symbolic. politicalleadership.
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