수퍼리더십이 부하의 셀프리더십 및 성과에 미치는 영향

The Effects of Superleadership on Followers’ Self-Leadership and Performance: A Test of Mediating and Moderating Effects

본 논문은 수퍼리더십이 부하의 셀프리더십과 성과에 미치는 효과와 셀프리더십이 수퍼리더십과 부하성과 간의 관계를 매개하는 효과, 그리고 직무와 조직의 특성이 수퍼리더십과 셀프리더십 간의 관계를 조절하는 효과에 대해 연구하였다. 10개 기업 235명의 종업원을 대상으로 수집한 설문분석결과는 수퍼리더십이 부하의 셀프리더십과 성과와 정(+)의 관계를 가지는 것으로 나타났으며, 부하의 셀프리더십이 수퍼리더십과 부하의 성과 간의 관계를 매개하는 것으로 나타났다. 또한 본 연구결과는 과업(과업 자율성)과 조직특성(배우면서 실행하기)이 수퍼리더십과 부하의 셀프리더십 간의 관계를 조절하는 것으로 나타났다. 이러한 연구결과는 수퍼리더십이 부하의 셀프리더십과 성과에 영향을 미치는 주요한 요인이라는 것을 의미하며, 특히 리더의 수퍼리더십이 부하의 성과에 영향을 주는 과정은 부하의 셀프리더십 메커니즘을 거치고 있음을 시사해 주고 있다. 또한 본 연구결과는 특정한 상황에서 리더의 수퍼리더십이 부하의 셀프리더십을 촉진시킨다는 것을 시사해주고 있다. 이러한 연구결과를 토대로 향후 연구방향을 제시하였으며 본 연구가 가지는 한계점에 대해서도 논의하였다.

Today’s business environment is faced with rapid changes and increasing competition. This situation demands new leadership paradigms beyond the traditional management perspectives and practices. The superleadership and self-leadership theories are suggested as alternatives to old approaches. This study investigates the effects of superleadership on followers’ self-leadership and performance, a mediating effect of self-leadership on the relationship between superleadership and follower performance, and moderating effects of job and organizational characteristics on the relationship between superleadership and self-leadership. Based on theoretical background, this study drives following hypotheses. H1 : Leader’s superleadership will positively relate to employees’ self-leadership. H2 : Leader’s superleadership will positively relate to employees’ job satisfaction. H3 : Leader’s superleadership will positively relate to employees’ organizational commitment. H4 : Employees’ self-leadership will mediate the relationship between leader’s superleadership and employees’ job satisfaction. H5 : Employees’ self-leadership will mediate the relationship between leader’s superleadership and employees’ organizational commitment. H6 : Job characteristics(task autonomy) will moderate the relationship between leader’s superleadership and employees’ self-leadership. H7 : Organizational characteristics(execution-as-learning) will moderate the relationship between leader’s superleadership and employees’ self-leadership. To test these relationships, we have conducted a survey of Korean firms. Questionnaires were sent to 300 employees in ten firms. After excluding unanswered and untrustful questionnaires items, the final sample size for the study is 235 employees in ten firms. Frequency analysis, reliability analysis, exploratory factor analysis, three-step mediated regression analysis, and hierarchical regression analysis were used to analyze the data. Findings show that superleadership positively relates to followers’ self-leadership and performance and that followers’ self-leadership moderates the relationship between superleadership and follower performance. The results also show that job characteristics(task autonomy) and organizational characteristics(execution-as-learning) moderate the relationship between superleadership and self-leadership. These results indicate that (1) superleadership is a major factor for enhancing followers’ self-leadership and performance and (2) superleadership increases follower performance through a mechanism that superleadership facilitates followers’ self- leadership. The results also indicate that superleadership facilitates followers’ self-leadership in certain conditions such as high level of task autonomy and execution-as learning. Based on the these findings, implications of the research findings are discussed, and recommendation for future research are provided.