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’1인자리더’와 ‘2인자리더’ 특성에 관한 질적 내용분석 연구 : 팀제를 중심으로

The Contents Analysis on the Characteristics of 'Leader' and 'Second Leader,' Focusing on Team Organization

김윤석|박병기|박진환
한국창업학회|2019.01|한국창업학회지 (Journal of the Korean Entrepreneurship Socieity)|제14권 제1호|pp. 83-128|DOI 10.24878/tkes.2019.14.1.83

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참고문헌

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내용분석Qualitative content analysis2인자리더1인자리더공식리더비공식리더리더간 상호관계의 질Second leaderNumber twoQuality of inter-leader relationship

초록

본 연구는 경영서비스 업종에 종사하는 기업 내 16개 팀을 대상으로 리더십 차원을 구분하여 ‘1인자리더’와 ‘2인자리더’의 특성, 관련성 그리고 조직효과성을 연구하였다. 특히, 팀제에서의 리더십을 공식적 권한과 비공식적 영향력으로 구분한 후 ‘1인자리더’와 ‘2인자리더’에 대한 질적 내용분석(contents analysis)을 실시하여 의미적 용어 현상을 분석하였다. 반구조화된 설문과 대면조사를 통해 ‘1인자리더’와 ‘2인자리더’를 팀원이 평가․기술한 내용을 근거로 의미단어로서의 ‘연상단어’와 이러한 연상단어를 다시 범주화시켜 ‘분류단어’로 정리한 후 최종적으로 개념 및 체계도를 통해 두 리더 평가의 표면적 의미와 함축적 진의를 분석하였다. 그 결과 ‘1인자리더’와 ‘2인자리더’ 구분의 필요성, 리더간 관계의 질(Leader Leader eXchange)에 따른 조직효과성의 차이, 상대적 영향력 크기의 차이를 살펴보았다. 또한, 본 연구는 리더십이 2명의 리더간 ‘상호관계(inter-relationship)’를 바탕으로 이루어지는 ‘역학(mechanics)’이라는 점을 보여줌으로써 기존 리더십 연구가 ‘리더(leader)’와 ‘하급자(followers)’로 한정하는 한계를 극복하고자 하였다. 그 결과 리더를 1인자리더와 2인자리더로 차원을 구분함에 있어 그 핵심은 ‘2인자 리더’의실체성(substantiality)이며 이에 대한 개념적 접근, 실존형태 및 실효성을 확인할 수 있었다. 즉 공식리더(formal leader)와 비공식리더(informal leader)의 형성과 특징을 확인할 수 있었던 기존연구에서 더 나아가 학문적 접근이 이루어지지 않았던 1인자리더와 2인자리더의 구분된 특성을 비롯해 두 리더간 관계의 질(quality of relationship)의 근간인 상호의존성과 단위조직으로의 영향력을 확인하였다. 내용분석을 통해 드러난 ‘역할보완’, ‘상호약점보완’, ‘시너지’, ‘1∼2인자 업무분담’, ‘부족부분채우기’ ‘업무효율성’, ‘팀안정’, ‘커뮤니케이션’, ‘동기부여’ 등은 두 리더간 상호보완효과가 있는 경우 두 리더간은 물론 팀(단위조직)으로까지 긍정적 파급효과를 나타남을 알 수 있었다. 이러한 결과는 기존 리더십 연구가 보여준 1인자리더와 다수하급자 관계라는 패러다임에 대한 변화필요성을 보여주고 조직구성원에 대한 세분화되고 차별화된 접근이 필요함을 보여준다. 그리고 현대기업의 보편적 조직구조형태인 팀제를 대상으로 한 점, 구분·인식 되고 있는 두 리더의 존재, 두 리더의 관계성과 상호의존성의 존재는 기업경영활동에 시사하는 바가 크다. 특히 창업 시 발생할 수 있는 1인자리더 의사결정의 불확실성을 줄이고 두 리더의 협업을 통해 시너지가 높아질 수 있다는 점, 중소기업을 대상으로 한 정성적 분석(내용분석)이라는 점이 창업 및 중소기업경영과의 관련성이 높은 부분이다.

Abstract

This study examined the different substantiality of 'leader' and 'second leader,' their characteristics and the relation with organizational effectiveness, based on the responses of 16 teams in the business sector. We conducted the qualitative analysis on leader and second leader with meaningful term analysis, making the team members divide leadership into formal authority and informal influence. Specifically, using the semi-structured questionnaires and face-to-face surveys, leader and second-leader were evaluated and described, which were later sorted out by the 'association words' and ‘classification words.’ Finally, through conceptual and systematic diagrams, we analyzed the surface meaning and implication of the assessment of leaders. As the major results, we first confirmed the substantiality of the second leader along with the conceptual approach, existence form, and effectiveness of the leader. Further, we identified the need to divide leader and second-leader through the distinguishing characteristics of the leaders, the differences in organizational effectiveness and relative influence, depending on the quality of the relationship between two types of leaders. In addition, we also confirmed the interdependence which was the basis of the quality of relationship between leaders and its influence on the unit organization. Specifically, 'strengthening roles,’ ‘complementing mutual weaknesses,' 'synergy,' 'sharing leader-second leader tasks,' 'filling in the gap,' 'work efficiency,' 'team stability,' 'communication,' and ‘motivation’ showed positive the ripple effects from team leader to unit (team) as well as between leaders. These results first imply the need to change the paradigm of the leader and multiple subordinate relationships as seen in existing leadership research. As the second implication, the presence of two leaders and the interdependence of two leaders in a team organization would reduce the uncertainty of the single leader decision that can occur during the start-up process, which warrants further qualitative analysis of SMEs with a significant theoretical and practical implication. We also discuss the additional future research directions along with a few limitations.

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