공유리더십, 변화자기효능감, 집단주의와 변화지향 조직시민행동과의 관계

The Relationship between Shared Leadership, Change Self-efficacy, Collectivistic Value Orientation and Change-oriented Organizational Citizenship Behavior: Team Level Analysis

본 연구는 팀수준에서 공유리더십이 변화지향 조직시민행동(이하 변화지향 OCB)과의관계에서 변화자기효능감의 매개효과와 집단주의의 조절효과를 살펴보았다. 또한 조절된매개효과도 살펴보았다. 제조업과 서비스업 기업의 조직구성원들 416명, 98개 팀에 대한분석을 통해 연구가설을 검증하였으며, 동일방법편의 문제의 해결을 위해 응답의 원천을팀장과 팀원으로 구분하였다. 또한 개인들의 합을 팀 단위로 분석이 가능한지 여부도 검증하였다. 본 연구의 연구결과를 요약하면 다음과 같다. 첫째, 공유리더십은 조직구성원들의 변화지향 OCB를 높이는 것으로 나타났다. 둘째, 공유리더십은 변화자기효능감을 높이고 있었다. 셋째, 변화자기효능감은 변화지향 OCB를 높이고 있으며, 공유리더십과 변화지향 OCB와의 관계를 매개하고 있었다. 넷째, 집단주의는 공유리더십과 변화자기효능감과의 관계를 조절하고 있었다. 집단주의가 높은 경우 공유리더십이 변화자기효능감에 미치는 긍정적 영향력이 더욱 확대되고 있었다. 마지막으로 공유리더십과 변화지향 OCB와의관계에서 조절된 매개효과가 나타나고 있었는데 집단주의가 높은 경우 변화자기효능감의매개효과는 더욱 높게 나타나고 있었다. 연구결과를 통해 조직구성원들로 하여금 변화를위한 역할외 행동을 강화하기 위해서는 공유리더십이 필요하며 변화자기효능감을 매개로하여 영향력이 나타난다는 것을 알 수 있었다. 집단주의가 높은 조직구성원들에게 공유리더십 발휘는 변화를 잘 대응할 수 있다는 믿음을 더욱 강화시킬 수 있다는 것도 확인할수 있었다. 결국 본 연구는 팀 수준에서 공유리더십 발휘가 변화지향 OCB를 촉진할 수 있으며 이때 변화자기효능감과 집단주의의 역할을 규명하였다는 점에서 의의를 갖는다.

Recently, environment change is more complex, dynamic and ambiguity, the increased use of teams in organizations more and more important for competitive advantage. However, the question naturally arises regarding what forms of leadership are best suited for these structures and will promote the attainment of performance?. At this point, early leadership researchers argued that the importance of leadership being shared among team members. Shared leadership as results from the distribution of leadership influence across all of team members and mutual influence embedded in the interactions among team members that can significantly improve team and organizational performance. That is shared leadership occurs when all members of a team are fully engaged in the leadership of the team and are not hesitant to influence and guide their fellow team members in an effort to maximize the potential of the team as a whole. This study purpose to investigate relationship between shared leadership, change self-efficacy, collectivistic orientation and change-oriented organizational citizenship behavior (OCB) at team level analysis that show clear the process and context of shared leadership influences. More detalied, examined the effect of shared leadership foster employees’ change-oriented OCB and reflected mediating effect of change self-efficacy, the moderating effect of collectivistic value orientation was regarded as a contextual factor. After literature review, we set the direct hypothesis, mediate hypothesis, moderate hypothesis and moderated mediation hypothesis. For test of hypothesis, we conducted survey method and to removed the common method bias problem, questionnaires are collected by multi-source(team leader, team member) and check the aggregation of individual responds to using team level(rwg, ICC(1), ICC(2)). Total 416 team members and 98 teams used for final analysis. The results show that shared leadership have positive impacts on change-oriented OCB and change self-efficacy. Change self-efficacy has a positive impact on change-oriented OCB. Also, change self-efficacy mediate between shared leadership and change-oriented OCB. Collectivistic value orientation moderate between shared leadership and change self-efficacy. If high on collectivistic value orientation, the those of relationship are more increased. Finally, moderated mediations are significant that change self-efficacy mediation of effect are more strong under high on collectivistic value orientation, reflected of conditional indirect effect. Based on the results, organizations can enhance shared leadership by encouraging team members when teams foster interact team member and all of team members as leaders and to involve in shared, mutual leadership for extra-role behavior such as change-oriented OCB. Also managers should ensure that all of team members has shared direction and purpose, promote and establish norms of participation and input into the team’s activities and strategies, and seek to foster a positive environment where team members encourage one another and actively recognize each others’ contributions.