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영향력 전술과 리더역할이 리더십유효성에 미치는 영향

Effects of Influence Tactics and Leader Roles on Leadership Effectiveness

최세경|강정애
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2013.11|인적자원관리연구 (Journal of Human Resource Management Research)|제20권 제4호|pp. 227-256|DOI http://dx.doi.org/10.14396/jhrmr.2013.20.4.227

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참고문헌

키워드

경영성과business performance이직률리더역할turnovercompeting value framework경쟁가치모델영향력 전술influence tacticsleader roles
주제분류경영학

초록

본 연구는 리더가 사용하는 다양한 영향력 전술 유형에 따라 팀원이 인지하는 리더의 역할을 확인하고, 그에 따라 영향을 받는 리더십 유효성의 관계를 고찰하고 있다. 본 연구를 위하여 Yukl 등(2008)이 개발한 IBQ에 나타나 있는 영향력 전술 유형과, Hart & Quinn(1993)이 제시하고 있는 CVF 상의 리더역할 간의 관계를 확인하였고, 리더십 유효성으로는 구성원의 태도로 표현되는 이해관계자 유효성과, 시장에서의 실제 성과로 나타나는 경영성과를 분리하여 고찰하였다. 리더의 영향력 전술, 리더역할, 리더십 유효성에 대한 이론적 논의들을 기초로 하여 여덟 개의 연구가설을 설정하였으며, 총 156개 팀, 156명의 리더, 1,108명의 팀 구성원 데이터를 바탕으로 실증분석을 실시하였다. 연구의 설계는 팀 수준에서 진행되었으며, 영향력 전술은 리더가 구성원에게 영향력을 행사하기 위해 자신이 자주 보이는 행동을 직접 평가하게 하였고, 리더 역할에 대해서는 팀원들로 하여금 리더가 수행하는 역할에 대해 평가하도록 한 후 평균값을 내어 사용하였다. 리더십 유효성은 팀 내 이직률과 팀원 1인당 매출로 측정하였다. 연구결과를 살펴보면 합리적 설득, 영감에 호소, 비위맞추기 전술을 많이 사용할수록 동기부여자로 인지되었고, 비전제시자는 합리적 설득, 이해관계설명 전술과, 과업마스터는 합리적 설득, 보상교환, 영감에 호소 전술, 그리고 내부분석가는 합리적 설득, 합법화 전술과 관련이 높은 것으로 나타났다. 또한, 리더가 동기부여자 역할을 수행할 때 팀 내 이직률이 낮아졌으며, 과업마스터 역할에서 팀원 1인당 매출에 높아짐을 확인하였다. 마지막으로, 영향력 전술과 리더십 유효성간에 존재하는 리더역할의 매개효과를 분석한 결과, 동기부여자는 합리적 설득과 이직률의 관계를, 과업마스터는 보상교환과 팀원 1인당 매출의 관계를 매개하는 것으로 나타났다.

Abstract

Influence tactics utilized by managers of educational institutions were used to explore how team members perceive their leader's role. This study also examines the mediate effect of leader role between leader's influence tactics and leadership effectiveness. Data were obtained from 156 managers and 1,108 team members using two separate questionnaires. The research design and analyses employed in this study were all conducted at the team level. The results of the study were as follows;First, motivator was positively related to use of rational persuasion, inspirational appeal and ingratiation. Vision setter was positively affected by rational persuasion and apprising while task master was positively related to use of rational persuasion, exchanges and inspirational appeal. Manager's internal analysis role was related to use of rational persuasion and legitimating. Second, leadership effectiveness was measured in two different dimensions, turnover ratios and sales per person. It was found that different types of leader role were related to different dimensions of each effectiveness. Turnover rate was decreased as leader played motivating role, while sales were increased when leader was perceived as task master. Third, motivator mediated negative relationship between rational persuasion and turnover ratio fully; task master also showed full mediation effect between exchange and sales.

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