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공유 리더십의 선행요인과 그 효과성에 관한 연구

Antecedents and Effects of Shared Leadership on Team Learning Behavior and Team Performance

정예지|김문주
한국기업경영학회 (Korean Corporation Management Association)|2016.12|기업경영연구 (Korean Corporation Management Review)|제23권 제6호|pp. 145-168

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참고문헌

키워드

변혁적 리더십Transformational LeadershipAffective Commitment팀 성과Team PerformanceShared Responsibility팀 학습행동Team Learning Behavior공유 리더십팀 몰입Shared Leadership공유 책임감
주제분류경영학

초록

본 연구는 현대 기업에 확산되고 있는 팀 제도의 활성화와 수평 조직으로의 변화를 바탕으로 최근 큰 화두로 떠오르고 있는 공유 리더십의 선행요인과 영향력을 규명하고자 한다. 지금까지의 리더십 연구는 주로 조직에서 공식적으로 임명된 단일 리더가 부하 직원들에게 영향력을 행사함으로써 팀과 조직의 목표를 달성해 나가는데 초점을 맞추어 온 것이 사실이다. 하지만 기업 내 팀 제도 도입에 따른 조직 변화는 리더십 프렉티스에 대한 새로운 접근을 요구하고 있을 뿐 아니라 구성원들의 잠재력과 역량을 모두 활용할 수 있는 집단적 리더십에 대한 중요성을 지속적으로 제기하고 있다. 특히 지금처럼 과업이 복잡해지고 해결해야할 문제가 역동적일 때에는 리더 개인이 발휘하는 리더십을 넘어 모든 구성원들이 리더십을 공유하여 집단 지성을 발휘하는 것이 중요하다. 이에 본 연구에서는 구성원들에 의해 발휘되는 공유 리더십을 팀과 조직의 효과성을 높일 수 있는 새로운 관점의 리더십 즉, 보완의 리더십으로 제시하였으며 다양한 산업과 기업을 대상으로 공유 리더십의 가능성과 그 영향력을 보다 포괄적으로 분석하였다. 국내 금융업과 제조업, 서비스업에 종사하는 종업원들을 대상으로 170개 팀을 분석한 결과, 본 연구에서 채택하였던 변혁적 리더십과 공유 책임감, 그리고 팀 몰입이 공유 리더십을 가져올 수 있는 중요한 선행요인이 될 수 있음을 규명하였다. 또한 공유 리더십은 팀 학습행동을 매개로 실제 팀 성과에도 긍정적인 영향을 미치고 있음이 밝혀졌다. 이러한 연구결과를 바탕으로 한 명의 공식적인 리더가 발휘하는 리더십을 뛰어넘어 팀원들이 모두 리더십 과정에 참여하는 공유 리더십의 실행 가능성과 조직의 실무자에게 주는 함의점에 대해 심도있게 논의하였다.

Abstract

This research looks into the effects and antecedent conditions of shared leadership, which is becoming a hot topic in recent leadership research. Leadership research has been focused on achieving the objectives of teams and organizations, as a single appointed leader exerts influence on his or her subordinates. However, the organizational changes within current corporations, given the lateral spread of team systems, not only require a new approach to leadership practice but also shed more light on collective leadership, which can utilize the potential of all employees who have outstanding capabilities. This study proposes shared leadership, where all the people within a group exert leadership. It examines a new perspective of leadership, supplementary leadership, which can enhance efficiency within teams and organizations, and analyzes its effectiveness and feasibility for various industries. The analysis conducted on 170 teams of employees in the fields of finance, manufacturing, and service industries showed that transformational leadership, a sense of shared responsibility, and affective commitment were all crucial antecedent conditions for shared leadership. In addition, shared leadership, as a means of team learning behavior, was found to have a positive impact on the actual team performance. Based on such research results, the paper discusses in depth the possibilities of shared leadership, wherein all team members participate in the process, moving beyond one formal leader exercising authority and its implications on a HR practitioner.

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