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상사 유머와 발언 행동 간의 관계에서 권력거리의 조절 효과에 관한 연구

The Moderating Role of Power Distance in the Relationship between Leader Humor and Voice Behavior

김학수|이경애
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2023.06|인적자원관리연구 (Journal of Human Resource Management Research)|제30권 제2호|pp. 43-72

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참고문헌

키워드

권력거리voice behaviorpower distance발언 행동interference effect대립효과상사 유머관점수용이론leader humorperspective taking theory
주제분류경영학

초록

지난 20년간에 걸쳐 유머 경영은 효과적인 경영전략 기법으로 간주되고 있으며, 유머 경영의 실천적 방안 중 하나인 상사 유머는 부하직원의 태도, 행동에 바람직한 효과를 발휘한다는 결과가 제시되고 있다. 하지만 상사 유머를 설명하는 이론들, 상사 유머의 효과 연구 등에서 상사 유머의 혼재된 결과가 나타나고 있다. 이러한 논쟁을 해소하기 위하여 상사 유머에 부하직원이 반응하는 데 있어 제한적 조건(boundary condition)을 고려할 필요가 있다. 본 연구는 수평적인 조직문화가 확산되고 있다는 측면과 더불어 상사 유머를 하향식 의사소통 방식으로, 부하직원의 발언 행동을 상향식 의사소통 방식으로 보고 상사의 관점을 수용하기 위해서는 개인이 인식하고 있는 권력거리가 중요한 제한적 조건이라고 판단하였다. 이에 권력거리를 낮게 인식할수록 상사의 유머 관점을 쉽게 수용하게 되면서 부하직원은 발언 행동을 증가시킬 수 있지만 권력거리를 높게 인식할수록 상사의 유머 관점을 수용하기 어려워지면서 부하직원은 발언 행동을 감소시킬 수 있다고 보았다. 국내 기업에 종사하는 220명 중간 관리자급을 대상으로 한 연구 결과를 보면 다음과 같다. 상사 유머와 발언 행동 간의 관계에서 권력거리는 조절 효과가 있는 것으로 나타났다. 구체적으로 권력거리를 낮게 인식할수록 상사 유머는 발언 행동에 정적인 영향을 주는 것으로 나타났지만, 권력거리를 높게 인식할수록 상사 유머는 발언 행동에 부적인 영향을 주는 것으로 나타났다. 이상의 결과를 바탕으로 본 연구는 관점수용이론을 토대로 상사 유머의 효과에 대한 제한적 조건 연구 분야를 확장하는 데 기여하고 실무적으로 리더에 의하여 발현되는 하향식 의사소통인 상사 유머와 부하직원에 의하여 발현되는 상향식 의사소통인 발언 행동 간의 관계에서 권력거리의 인식이 중요한 성향적 조절 효과가 있다는 결과를 제시함으로써 조직 내 의사소통에 유용한 시사점을 제시하고자 하였다.

Abstract

Over the past two decades, fun management has been regarded as an effective management strategy. Leader humor has been utilized as an execution strategy for fun management. Scholarly literature suggests that leader humor can be an effective tool for a leader by positively influencing subordinates' attitudes and behavior. However, there are arguments for the impact of leader humor in theories and effect studies of leader humor. In order to settle these disputes, the boundary condition must be considered in subordinates' reactions to their leader's humor. This study looked at leader humor as a top-down communication and subordinate voice behavior as a bottom-up communication, and it found that individual perceived power distance is a significant boundary condition for accepting the leader's point of view. The lower the perception of power distance, the easier it is to accept the leader's humor perspective, and the subordinate's voice behavior improves. On the other hand, the higher the perception of power distance, the more difficult it is to accept the leader's humor perspective, and the subordinate can reduce voice behavior. According to the research results analyzing 220 middle managers working in domestic firms, we find that power distance moderates the relationship between leader humor and voice behavior: specifically, the lower the perception of the power distance, the more positive the leader humor has on the voice behavior, while the higher the perception of the power distance, the more negative the leader humor has on the voice behavior. Underpinned by the above results, this study contributed to extending the existing literature on boundary condition research on the effect of leader humor based on perspective taking theory. Besides, this study also addresses useful and practical implications for communication within the organization by presenting the results that the perception of power distance in a relationship between leader humor—which might be top-down communication expressed by the leader—and voice behavior—which could be bottom-up communication expressed by subordinates, has an important propensity moderating effect.

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