경영자의 갈등관리 유형과 경영성과에 관한 연구
Top Executives` Conflict Handing Patterns and Managerial Performance
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이 논문은 한국 기업 경영자의 갈등관리유형과 경영성과의 관계에 관한 실증조사이다. 38개 기업에 속한 165명의 경영자를 대상으로 실증분석한 결과는 다음과 같다; 첫째, 군집분석결과 의미있는 갈등관리유형으로서 네가지 - 적극적 중용주의자, 협동적 경쟁주의자, 즉흥적 협동주의자, 소극적 타협주의자 - 가 도출되었다. 둘째, 이들 유형을 성과순으로 배치하면 적극적 중용주의자가 가장 크고, 그 다음으로 협동적 경쟁주의자, 즉흥적 협동주의자, 소극적 타협주의자 순이었다. 특히, 적극적 중용주의자 유형과 소극적 타협주의자 유형간에는 경영성과의 유의한 차이가 있었다. 셋째, 유의한 차이는 아니지만, 협동스타일이 강한 협동적 경쟁주의자 및 즉흥적 협동주의자 유형보다 협동스타일이 상대적으로 조금 약하지만 다른 스타일들과 적절한 수준으로 결합되어 있는 적극적 중용주의자 유형의 성과가 더 높았다. 넷째, 갈등관리스타일과 경영성과의 관계를 이해하는데 있어서 분석적 접근방법보다는 유형적 접근방법이 보다 의미있는 접근방법이었다. 끝으로 연구결과의 의미와 시사점, 그리고 연구의 한계와 향후 연구방향을 논의하였다.
Abstract
The aim of this study is to empirically test the relationships between the managerial performance and the interpersonal conflict handling patterns of top executives in Korean firms. The analysis based on the data collected from 165 executives in 38 Korean firms. The results are as followes. First, four significant conflict handling patterns - active harmonist, collaborative competitor, temporary collaborativist, reactive compromiser - are extracted as a result of cluster analysis. Second, managerial performance of the active harmonists is the highest, and collaborative competitor and temporary collaborativist are the next, lastly mangerial performance of the reactive compromisers is the worst. Especially, there is significant difference between the active harmonists' mangerial performance and reactive compromisers'. Third, although there is no significant results, managerial performance of the active harmonists whose styles are more ballanced in five conflict styles is higher than the managerial performance of those collaborative competitors or temporary collaborativists who are strong in collaborative style. Forth, the pattern approach is more useful than the analytical one in studying the relationships between the conflict handling styles and performance. Lastly, the implications of this analysis and the limitations of the study are then discussed.
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