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구성원 성격 다양성이 팀 성과와 만족에 미치는 영향과 변혁적 리더십의 조절효과

Personality Diversity and Team Effectiveness- Their Relationships and the Moderating Effects of Transformational Leadership -

권석균|최보인
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2014.12|인적자원관리연구 (Journal of Human Resource Management Research)|제21권 제5호|pp. 47-71|DOI http://dx.doi.org/10.14396/jhrmr.2014.21.5.47

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참고문헌

키워드

변혁적 리더십transformational leadership팀 성과팀 만족team performanceteam satisfaction팀 구성team composition성격 다양성personality diversity심층 다양성deep-level diversity
주제분류경영학

초록

팀 구성은 팀 유효성에 영향을 미치는 요인 중 주요한 한 가지이다. 본 연구는 팀 구성의 관점에서 구성원들의 심층 다양성(deep-level diversity), 그 중에서도 오랜시간 개인의 특성으로 자리잡혀있어 팀 활동 전반에 걸쳐 그 영향력이 가장 크게 나타날 것이라고 기대되는 성격 다양성(personality diversity)의 효과를 살펴보았다. Big5 성격요인별 팀 구성원간 차이를 성격 다양성으로 정의하고, 팀 성과 및 팀 만족에 미치는 영향을 규명하였다. 다양성 관련 선행 실증 연구들의 결과 및 서로 다른 구성원간에는 긴장과 갈등이 높아진다는 유사성·매력 관점에 따라서 Big5 성격 다양성은 팀 유효성 변수에 부(-)의 영향을 미칠 것이라는 가설을 설정하였다. 또한 리더의 변혁적 리더십은 팀 성과 및 팀 만족에 직접적으로 정(+)의 영향을 미칠 것이며, 성격 다양성과 팀 유효성간 부정적 관계를 완화시킬 것이라는 가설을 설정하였다. 가설을 검증하기 위해 IT벤처기업, 종합에너지기업, 생활용품 제조기업 등 3개 기업에서 소규모로 운영되는 팀들을 선정하여 설문조사를 실시하였으며, 총 53개 팀, 333명의 데이터를 분석에 포함하였다. 분석 결과 big5 성격 다양성 중에서 성실성 다양성과 개방성 다양성이 팀 성과에 부(-)의 영향을, 친화성 다양성이 팀 만족에 부(-)의 영향을 미치는 것으로 나타났다. 변혁적 리더십은 성격 다양성의 부정적 효과를 완화시킬 수 있는 가장 중요한 관리적 요소일 것이라고 예측하였다. 실증결과 변혁적 리더십의 요인 중 카리스마는 성격 다양성과 팀 성과간 관계의 부정적 효과를 완화시키는 것으로 나타났으며, 팀 만족에 대해서는 성격 다양성과의 상호작용 효과보다 직접효과를 더 강하게 미치는 것으로 확인되었다. 본 연구는 국내에서 실증연구가 부족한 심층 다양성의 효과를 한국 기업의 실질 팀에서 확인했다는 데에 의의가 있다. 향후 연구에서는 팀 유효성을 예측할 수 있는 보다 많은 팀 구성 변수들, 그리고 다양성 관리를 가능하게 해 줄 더 많은 조절 및 매개 변수의 도입을 고려할 수 있을 것이다.

Abstract

Team composition is one of the principal factors that affect team effectiveness. This study examines, from an angle of team composition, the effect of team members' deep-level diversity. Especially personality diversity which represent personal trait differences in a team is expected to have the significant influence on the whole team operations. We defined the differences among team members according to the Big5 personal factors such as personality diversity, and carried out a thorough investigation of the influences that the differences have on team performance and satisfaction. On the basis of preceding studies and ‘similarity· attraction’ views, we built hypotheses that the Big5 personal diversity will have negative effects on the team effectiveness variables. Transformational leadership will have a positive effect on team performance and team satisfaction, and mitigate the relationship between them. We posed a question to teams operating on a small scale at 3 companies(IT venture corporation, integrated energy company, & daily supplies manufacturing firm). And analyzed 53 teams with data from 333 members to test the hypotheses. As a result of the empirical analyses, among the Big5 personal diversities, conscientiousness diversity and openness-to-experience diversity were proved to have negative effects on the team performance. And agreeableness diversity has negative effects on team satisfaction. Therefore, we could see personality diversity has negative effects on the team in general. In the same way that hypothetical transformational leadership showed a positive effect on team performance and team satisfaction. We expected the transformational leadership to be the staple constituent in mitigating the negative effects of personality diversity, as a result of the analysis, charisma has weakened the negative relationship between personality diversity and team performance. This study is significant in that it verified the effect of deep-level diversity, which has lain untouched internally, in real-life teams of Korean corporations. In further studies, we can consider introduction of more diverse team constituent variables that could help estimate team validity, and introduction of more moderating variables and parameters which would enable management of diversity.

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