자기효능감 및 집단효능감과 팀 퍼포먼스

김성옥 한국스포츠심리학회 2002 한국스포츠심리학회지 Vol.13 No.1

본 연구는 농구경기에서 자기효능감과 팀효능감의 개인 수행 및 팀 수행에 대한 설명력을 검증해 보려는 시도이다. Bandura(1997)의 자기효능감 이론에 근거하여 (1) 자기효능감과 팀효능감이 높은 선수가 개인적 수행이 높고, (2) 성원의 자기효능감과 팀효능감이 높으면 팀 수행 또한 높을 것이며, (3) 팀효능감이 자기효능감보다 팀수행을 더 잘 설명할 것이라고 가정하였다. 본 가설을 검증하기 위하여 2000년 가을 전국체육대회 남자 고등부 농구경기에 참가한 14개 팀, 주전 선수 84명이 예선경기에 참가하기 전에 자기효능감과 팀효능감 측정척에 응답하였다. 얻어진 자료를 개인 성적과 팀성적에 따라 상관관계, ANOVA, 그리고 희귀분석하였다. 그 결과, 첫째, 자기효능감은 개인득점과 유의한 정적 상관관계였다. 둘째, 예선 통과 팀의 자기효능감과 집단효능감 점수는 예선 탈락 팀보다 높았고, 준경승 진출 팀은 탈락 팀보다 팀 효능감 점수에서만 높았다. 셋째, 자기효능감과 집단효능감은 팀의 최종 성적보다는 예선 성적에 대한 설명력이 높았고, 자기효능감은 독립적으로 팀성적을 설명하지 못하였다. This study was designed to test the predictability of self-efficacy and team-efficacy on individual and team performance. It was hypothesized that the players, and teams with high self-efficacy and team-efficacy would perform better than the players and teams with low self-efficcy and team-efficacy. It was also hypothesized that team-efficacy would predict team's performance better than self-efficacy would do. 84 male baketball players from 14 high school teams which participated in 2000 National Athletic Competition were aministered Self-Efficacy Scale and Team-Efficacy Scale right before preliminary tournament The data were analyzed with corelation, ANOVA, and regression. Findings indicated that the player with high self-efficacy perform better than the players with low self-efficacy, and the teams passed in qualifying round have higher socre in both self-efficacy and team-efficacy than the teams rejected. The power of self-efficacy and team-efficacy is stronger in predicting performance of qualifying round than final result. The team-efficacy explained independently team performance, but the self-efficacy did not.

팀 목표 지향성과 팀 조직시민행동 간 관계에 대한 팀 효능감의 매개 효과

김민정,신유형 한국기업경영학회 2013 기업경영연구 Vol.20 No.5

Organizations use a team-based structure to respond quickly to environmental changes and customers’ needs. Each team member brings different skills, knowledge and experiences into a team, which contribute to the performance of the team. Team goal orientation has been a key variable that has received considerable interest from researchers as a predictor of team performance (Bunderson and Sutcliffe, 2003). Goal orientation is a disposition which refers to the personal goal preferences in achievement situations (Dweck and Leggett 1988). Goal orientation can be classified into learning orientation and performance orientation (Dweck, 1986; Dweck and Leggett, 1988). Team goal orientation refers to the shared perceptions of team members regarding their teams’ climate and achievement goals (Bunderson and Sutcliffe, 2003; Dragoni, 2005). Team goal orientation has been found to predict a number of team outcomes such as team adaptation, team performance, team efficacy, and team commitment (Bunderson and Sutcliffe, 2003; DeShon et al., 2004; LePine, 2005; Porter, 2005). The purpose of this study was to investigate the mediating role of team efficacy in the relationship between team goal orientation and team organizational citizenship behavior (OCB). OCB is defined as extra-role, discretionary behavior that can enhance organizational effectiveness (Organ, 1988). Due to the increase in job complexity and task interdependence, team members’ voluntary effort and cooperation have become progressively important to team functioning and effectiveness. In the present study, we propose team learning and performance goal orientation as antecedents of team OCB. More specifically, we predict that team learning goal orientation will be positively associated with team change-oriented OCB, whereas team performance goal orientation will be positively related to team interpersonally-directed OCB (OCBI). We also expect that the two types of goal orientation will have a significant relationship with team efficacy, which in turn will significantly predict team change OCB and OCBI. Furthermore, we propose that team efficacy will mediate the relationships between team learning goal orientation and change-oriented OCB and between team performance goal orientation and OCBI. To test these propositions, we collected survey-based data from 117 leaders and 641 members of 117 teams from July, 2011 through December, 2011. To reduce problems resulting from common method variance, we used team members’ responses as measures of team goal orientation and efficacy and team leaders’ ratings as measures of team-level change OCB and OCBI. The results of the regression analysis demonstrated no direct links between the two types of goal orientation and team-level change OCB and OCBI. However, as predicted, both team learning and performance goal orientation were positively related to team efficacy, and team efficacy had a significant, positive relationship with team-level change OCB and OCBI. Furthermore, the relationships between the two types of goal orientation and team-level change OCB and OCBI were mediated by team efficacy. These findings suggest that although team goal orientation did not directly affect team OCB, team goal orientation was linked to team OCB through the intervening mechanism of team efficacy. The findings of the present study provide important theoretical and practical implications for team research. 본 연구는 팀 목표 지향성(학습 지향, 성과 지향)과 팀 조직시민행동(변화지향, 대인지향) 간의 관계에 대한 팀 효능감의 매개효과를 회귀분석을 통하여 검증하고자 하였다. 자료수집기간은 2011년 7월부터 2011년 12월까지 6개월간이었으며, 18개 기업의 117개 팀에 속한 117명의 팀장과 641명의 팀원의 응답이 최종적인 통계분석에 사용되었다. 독립변수로는 팀의 학습 목표 지향성과 성과 목표 지향성을, 매개변수로는 팀의 효능감을, 종속변수로는 팀의 변화지향 및 대인지향 조직시민행동을 사용하였다. 회귀분석 결과, 팀의 목표 지향성(학습 지향, 성과 지향)은 두 유형의 팀 조직시민행동과 유의미한 관계를 갖지 않는 것으로 나타났다. 그러나, 팀의 학습 목표 및 성과 목표 지향성은 팀 효능감과 각각 유의미한 정(+)의 관계를 나타내었으며, 팀 효능감은 팀의 변화지향 및 대인지향 조직시민행동을 유의미하게 예측한다는 사실이 발견되었다. 더욱이, 팀 효능감은 팀의 학습 및 성과 목표 지향성과 변화지향 및 대인지향 조직시민행동 간의 관계에 유의미한 매개효과를 갖는 것으로 나타났다. 이러한 결과는 목표 지향성 및 조직시민행동 연구에 이론 및 실무적인 시사점을 제시한다

분산 리더십과 활력관계가 조직시민행동, 팀 몰입 및 팀 성과에 미치는 영향에 대한 연구: 팀 회복탄력성과 팀 효능감의 매개효과를 중심으로

김용근 한국기업경영학회 2016 기업경영연구 Vol.23 No.5

Today, the team is the basic organizational structure of the collaboration that this increase in importance and to create organizational performance. Therefore, it is necessary to study in depth on the Positive Organizational Behavior at the team level such as team resilience and team efficacy. If the team that distributed leadership among members in terms of antecedents of resilience quantitative relationships associated with the business, energetic relationship can be viewed as a qualitative relationship between the level of emotional exchange members. These antecedents and team resilience, the relationship between efficacy and the team want to investigate each. Team resilience and team-efficacy are necessary to look for effects on organizational citizenship behavior and team commitment, team performance. In this study, distributed leadership and energizing relationships are independent variables and the dependent variable is addressed by the organizational/individual-oriented organizational citizenship behavior and team commitment and team performance. We investigate team resilience and team efficacy are mediators of relationship with distributed leadership, energizing relationships and organizational citizenship behavior, team commitment, team performance. It was divided into two survey for an accurate diagnosis about the causality. The primary survey has included distributed leadership and energizing relationships as independent variables and team resilience and team efficacy as mediators. The second survey has included OCBO, OCBI, team commitment and team performance as dependant variables. The survey was distributed in the target administrative staff are engaged in constructing, training, consulting and research company. As a result, distributed leadership was defined the positive influence on the team resilience. And team resilience can be seen that there is a direct impact on the individual-oriented organizational citizenship behavior and team commitment. Second, energizing relationships was defined the positive influence on the team efficacy. And team efficacy can be seen that there is a direct impact on the organizational/individual-oriented organizational citizenship behavior, team commitment and team performance. Third, distributed leadership was found on a defined impact on the individual-oriented organizational citizenship behavior and team commitment is mediated by a team resilience. Fourth, energizing relationships were found on a defined impact on the organizational/individual-oriented organizational citizenship behavior, team commitment and team performance is mediated by a team efficacy. 오늘날 팀은 조직성과를 창출하는 가장 기본적인 단위이다. 최근 경기불황이 지속되고 있는 상황에서 팀 스트레스가 증가하고, 효능감은 감소하여 조직성과 감소로 이어질 가능성이 높아지고 있다. 이에 조직 성과 제고를 위해 팀 수준의 긍정심리자본에 대한 관심이 높아지고 있다. 이에 본 연구에서는 긍정심리자본의 주요 변수인 팀 회복탄력성과 팀 효능감을 중심으로 분산 리더십 및 활력관계와 조직시민행동, 팀 몰입 그리고 팀 성과인식간의 관계를 규명하고, 또한 매개효과로서 팀 회복탄력성과 팀 효능감의 효과를 검토하였다. 이를 위해 각 변수들은 설문을 통해 측정하였으며, 보다 정확한 인과관계 진단을 위해 1차(독립, 매개변수), 2차(종속변수) 설문으로 나누어 구성하였다. 독립변수인 분산리더십과 활력관계 측정 시 Social Network 방식을활용하였으며, 가설검증을 위해 구조방정식을 활용하였다. 분석결과 분산 리더십은 팀 회복탄력성, 활력관계는 팀 효능감을 통해 조직효과성 변수들에 대부분 긍정적영향을 끼친다는 것을 확인하였다. 따라서 저성장기 팀 구성원 모두가 적극적으로 리더십을 발휘하고, 상호 활력관계를 유지할 때 팀 내 긍정심리자본의 증가로 팀 및 조직의 성과 향상을 기대할 수 있을 것이다.

프로젝트 팀 내 공유리더십(Shared Leadership)이 팀 효능감과 팀 몰입에 미치는 영향 -과업조정 및 업무분담의 매개효과 검증 -

양동민,노현재,심덕섭 한국기업경영학회 2012 기업경영연구 Vol.19 No.2

The purpose of this study is to examine the effects of shared leadership on team efficacy and team commitment. In addition, we attempt to verify the mediating effects of task coordinations and workload sharing on the relationships between shared leadership and team efficacy and team commitment. To test the proposed hypotheses in our study, we collected data via a survey with a sample of 77 university student teams, comprising 339 respondents (on average 4.4 per team). Shared leadership was measured on the team member survey with 3 items used by Kent and Moss (1990). Response were provided on a 7-point Likert scale. Team efficacy was measured by scale from Riggs and Knight (1994) on a 7-point 3-item Likert scale. Team commitment were measured by scale from Van der Vegt, Emans, and Van De Viliert (2000) on a 7-point 4-item Likert scale. The level of analysis in this study is the team. To justify the aggregation of the responses of multiple respondents for obtaining measures at the team level, we used inter-rater agreement indices, rwg (James, Demaree, and Wolfe, 1984). In all cases, the rwg score provided support for combining team members’ perceptions to produce aggregated scores for the measures. The major findings are as follows: First, shared leadership were positively associated with team efficacy and team commitment. The findings suggest that organizations should help develop strong shared leadership patterns within their teams to bolster effectiveness. Organizations can promote shared leadership by setting expectations and encouraging members when teams initially form to view themselves and their fellow team members as leaders and to engage in shred, mutual leadership. Second, task coordinations and workload sharing have turned out to have a partial mediation effect on the relationship between shared leadership and team efficacy. as well as the relationship between shared leadership and team commitment. That is, this result indicated that shared leadership indirectly effects on team efficacy and team commitment through task coordinations and workload sharing. Mangers should therefore ensure that each team has a clear and shared sense of direction, prepares working plans, prioritize and allocate team tasks and promote and establish norms of participations and workload sharing. Our study makes key contribution to the literature on shared leadership. The findings extend previous research suggesting positive effects of shared leadership on team efficacy and team commitment using a network-based measure of shared leadership that better captures the patterns of mutual influence inherent in the construct. The findings of the mediation analyses are the primary contribution of this study since little research examined a mediation model. Specifically, the mediation analyses showed that even though the mediating effect of task coordinations and workload sharing on the relationship between shared leadership and team efficacy and team commitment. shared leadership still had some direct effects on outcome variables, suggesting the influence process of shared leadership on team outcomes could be more complicated than we originally proposed. This issue needs to be further clarified or even reconsidered. Given the small number of samples from the student teams, this study constitutes an exploratory attempt in nature. Caution must be exercised in attempting to interpret findings and to generalize the recommendations. The results proposed in this study must be validated by further research in diverse research settings. Causality could not be claimed due to the cross-sectional nature of the data. Longitudinal and experimental designs are needed to settle the dynamic relationships between shared leadership and team efficacy and team commitment. Several studies have called for more research on potential conditions such as task type that influenced link between shared leadership and team efficacy and team commitment. Such contextual varia... 지금까지의 팀 리더십에 대한 연구는 한 개인의 리더십에 초점을 맞춰 개인의 특성 및 행동을 강조해 왔다(Bass, 1990). 리더 중심적인 관점은 리더십과 팀 성과 사이의 관계에 있어 많은 시사점을 제공하였지만(Guzzo and Dickson, 1996), 팀 환경에서 한 사람의 리더가 존재하는 것과 둘 이상의 리더가 공존하는 것 중에서 더 바람직한 것이 무엇인가에 대한 답을 얻기 위해 최근 연구자들은 공유리더십(shared leadership) 연구에 노력을 기울여 왔다(O’Toole et al., 2002). 본 연구는 지금까지 연구가 미흡했던 공유리더십이 팀 유효성에 미치는 영향과 함께 이들 사이의 관계에 있어 과업조정 및 업무분담 팀 프로세스의 매개효과에 대한 검증을 시도하였다. 본 연구는 선행 연구를 토대로 공유 리더십과 팀 유효성과의 관계를 77개 프로젝트 팀에 참여하고 있는 339명의 대학생을 대상으로한 설문조사를 통해 실증적으로 검증하고자 하였다. 가설 검증 결과 얻어진 몇 가지 사실에 대해 논의하면,첫째, 공유리더십은 팀 효능감 및 팀 몰입에 유의한 영향을 주는 것으로 나타났다. 둘째, 직무와 관련된 팀 프로세스, 즉 업무분담 및 과업조정은 공유리더십과 팀 효능감, 팀 몰입 간의 관계를 부분매개하고 있는 것으로 나타났다. 이는 팀 내 공유리더십이 팀 효능감과 팀 몰입에 직접적인 영향을 주는 한편, 업무분담 및 과업조정이라는 팀 프로세스를 통해 팀 성과변수에 간접적으로 영향을 주고 있음을 시사해주고 있다. 연구결과를 토대로 연구의 시사점과 향후 연구방향을 제시하였다

팀 수준 개인-조직 및 개인-직무 적합성이 팀 수준 조직시민행동과 팀 효능감에 미치는 영향

신유형(Yuhyung Shin) 한국인사ㆍ조직학회 2008 인사조직연구 Vol.16 No.1

본 연구는 팀 수준 개인-조직 적합성과 팀 수준 개인-직무 적합성이 팀 수준 조직시민행동과 팀 효능감에 미치는 영향을 고찰하였다. 본 연구의 목적은 팀 수준 개인-조직 및 개인-직무 적합성에 대한 개인-준거 측정치, 팀-준거 측정치, 및 팀장 평가의 예측 타당도를 비교하고, 팀 수준 개인-조직 및 개인-직무 적합성의 팀 수준 조직시민행동과 팀 효능감에 대한 상대적 중요도를 비교하는 데 있었다. 국내 3개 기업의 56개 팀으로부터 자료가 수집되었다. 예측한대로, 팀 수준 개인-조직 적합성의 팀-준거 측정치가 다른 두 측정치에 비해 팀 수준 조직시민행동과 팀 수준 효능감을 보다 잘 예측하였다. 또한, 본 연구의 결과는 팀 수준 개인-조직 및 개인-직무 적합성이 팀 수준 조직시민행동을 유의미하게 예측하는 데 비해, 팀 수준 개인-직무 적합성만이 팀 효능감의 유의미한 예측 변수임을 나타내었다. Over the last few decades, organizations have increasingly adopted team-based structures in dealing with changes in the business environment. Such proliferation of teams in organizations has resulted in vast amount of research on teams as well. Many researchers have examined team characteristics or processes that contribute to team effectiveness. Yet, little attention has been paid to the role of person-organization (PO) and person-job (PJ) fit as antecedents to team effectiveness. Past research on PO or PJ fit has focused on the effect of individual-level PO or PJ fit on individual work outcomes. This study aimed at examining the effects of team-level PO and PJ fit on team organizational citizenship behaviors (OCBs) and team efficacy. Team-level PO fit refers to the extent to which the members of a team as a whole fit the organization. Team-level PJ fit is defined as the extent to which the members of a team fit their jobs. Because team-level PO and PJ fit are novel constructs, it was necessary to validate them using different measures. Accordingly, this study compared the predictive validity of three measures of team-level PO and PJ fit: individual-referent measure (e.g., “I fit this company well.”), team-referent measure (e.g., “People in my team fit this company well.”), and team leader’s rating. The second purpose of this study was to examine the relative importance of team-level PO and PJ fit in predicting team OCBs and team efficacy. Hypothesis 1a predicted that the team-referent measure of team-level PO fit would predict team OCBs better than the individual-referent measure and the team-leader rating of team-level PO fit. Hypothesis 1b proposed that the team-referent measure of team-level PO fit would predict team efficacy better than the individual-referent measure and the team-leader rating of team-level PO fit. Hypothesis 2a predicted that the team-referent measure of team-level PJ fit would predict team OCBs better than the individual-referent measure and the team-leader rating of team-level PJ fit. Hypothesis 2b proposed that the team-referent measure of team-level PJ fit would predict team efficacy better than the individual-referent measure and the team-leader rating of team-level PJ fit. Hypothesis 3 predicted that team-level PO fit would have a greater effect on team OCBs than team-level PJ fit. Hypothesis 4 proposed that team-level PJ fit would have a greater effect on team efficacy than team-level PO fit. Three hundred and thirty one employees from 56 teams in 3 Korean firms participated in the study. Data were collected at two different points in time to reduce common method bias. At Time 1, the team-referent and individual-referent measures of team-level PO and PJ fit were collected from team members. At the same time, team leaders provided their ratings of team-level PO and PJ fit. Two weeks later, team members responded to Time 2 questionnaire which measured team OCBs and team efficacy. In order to test the hypotheses, hierarchical regression analyses were conducted. As expected, the results showed that the team-referent measure of team-level PO fit was a better predictor of team OCBs and team efficacy than the other two types of measures. Similarly, the team-referent measure of team-level PJ fit predicted team OCBs and team efficacy better than the other two types of measures. Thus, Hypotheses 1a, 1b, 2a, and 2b were supported. Contrary to Hypothesis 3, both team-level PO and PJ fit were significant predictors of team OCBs. The findings also indicated that team-level PJ fit was a better predictor of team efficacy than team-level PO fit, lending support to Hypothesis 4. Results of the study suggest that using a team-referent measure is an appropriate way to measure team-level PO and PJ fit. Also, one way to heighten the level of OCBs in a team would be increasing the PO or P

카리스마적 리더십과 팀 혁신행동 및 주관적 팀 성과 간의 관계들에 대한 팀 효능감과 팀 긍정정서의 매개효과

홍계훈(Gye Hoon Hong),이수정(Soo Jung Lee) 한국경영학회 2013 經營學硏究 Vol.42 No.1

In this study, we aim to investigate the relationship between charismatic leadership and team effectiveness(team innovative behavior and subjective team performance). Most previous studies have revolved around the cognitive side of this relationship and have suggested variables such as trust or efficacy as possible mediating variables of this relationship. We, however, believe that both cognitive and affective sides should be incorporated in order to understand the relationship between charismatic leadership and team effectiveness fully. Therefore, we propose that team efficacy and team positive affect are the two mediators between charismatic leadership and team effectiveness. Specifically, we predict that charismatic leadership positively relates both team efficacy and team positive affect. We also expect that both team efficacy and team positive affect, in turn, positively relate team innovative behavior and subjective team performance. In addition, we predict that team efficacy positively relates team positive affect. To investigate these hypotheses, we used data from survey questionnaires, which were completed from 109 teams including 1378 employees in two Korean firms. 44% of respondents were male, the average age of participants was 31.54 years( SD=12.5), and the average tenure in their current team was 54.27 months( SD=64.90). Level of analysis was a team level. We used structural equation modeling to analysis the data. The results showed that charismatic leadership positively related with team efficacy and teampositive affect. While teamefficacy significantly and positively related to the teaminnovative behavior, it did not relate with subjective team performance. Conversely, team positive affect significantly related with subjective team performance while it did not relate to the team innovative behavior. That is, team efficacy played the role of full mediator in the relationship between charismatic leadership and team innovative behavior while team positive affect fully mediated the relationship between charismatic leadership and subjective team performance. We also found that team efficacy positively and significantly related team positive affect. The followings are the implications. First, we contributed to better understanding of the relationship between charismatic leadership and team effectiveness considering both cognitive and affective mediators. Second, we explored the internal mechanism how charismatic leadership can influence team effectiveness using team-level analysis. Lastly, we showed that team positive affect can be triggered by not only charismatic leadership but also team`s efficacy.

공유리더십, 변화자기효능감, 집단주의와 변화지향 조직시민행동과의 관계 : 팀수준 분석

이병필,조윤형 리더십학회 2022 리더십연구 Vol.13 No.1

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. 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.

부산지역 유학생의 학습공동체 활동에서 협력적 자기조절, 협력적 자기효능감과 자기주도학습능력이 팀 효능감에 미치는 영향: 의사소통능력의 매개효과를 중심으로

홍웨이(Wei HONG),주빈원(Bin-Yuan ZHU),후춘우(Chun-Yu HOU),장박(Pu ZHANG),조진호(Jin-Ho CHO) 한국수산해양교육학회 2024 水産海洋敎育硏究 Vol.36 No.2

The purpose of this study is to analyze the mediating role of communication ability on the relationship between collaborative self-regulation, self-efficacy, self-directed learning ability, and team efficacy perceived by foreign students in the process of participating in the learning community. The collected data were analyzed using SPSS 20.0 and AMOS 24.0 programs. The analysis results can be summarized as follows. First, looking at the results of the path analysis on research question 1, First, cooperative self-regulation of foreign students had a significant influence on team efficacy. The positive effect of cooperative self-efficacy on team efficacy indicates that an individuals confidence in team activities can contribute to team motivation and performance. The positive effect of self-directed learning ability on team efficacy indicates that setting learning goals and active efforts for them are important to team success. Second, looking at the mediating results of research question 2, What is the mediating effect of communication ability in the process of cooperative self-regulation, cooperative self-efficacy, and self-directed learning ability of international students affecting team efficacy? The direct effect of cooperative self-regulation on team efficacy was 0.410, and the indirect effect through communication ability was 0.194. This is statistically significant, suggesting that the ability to control learning directly affects team success, and that communication ability plays an important role in this process. In addition, in the relationship between cooperative self-efficacy and team efficacy, the mediating effect of communication ability was confirmed to be 0.311, and the indirect effect was 0.119, which was also statistically significant. Through this analysis, we intend to find effective support methods to improve the learning community program for international students and improve learning outcomes.

팀 스포츠 운동선수가 지각한 공감과 운동선수 탈진의 관계: 코치-선수관계와 팀 효능감의 매개역할

정구인,최헌혁 한국스포츠심리학회 2022 한국스포츠심리학회지 Vol.33 No.3

Purpose: The aim of this study was to examine how team sport athletes in sports perceived relations between empathy, coach-athlete relationship, team efficacy and athlete burnout. This study also investigate the mediating effects of coach-athlete relationship and team efficacy on th relations between empathy and athlete burnout. Methods: For this study, 345(male: 222 and female: 123) team sport athletes competed surveys to measure their perception of empathy, coach-athlete relationship, team efficacy and athlete burnout. SPSS 26.0 was used to calculate descriptive statistics, reliability, and correlations. Amos 24.0 was utilized for confirmatory factor analysis, convergent validity, and structural equation modeling. Additionally, specific indirect effect was estimated by creating a phantom variable, and 2000 bootstrap samples were requested for the mediation effect analysis. Results: First, empathy was positively predictive of coach-athlete relationship. Second, coach-athlete relationship positively influenced team efficacy. Third, empathy was positively predictive of team efficacy. Forth, coach-athlete relationship was negatively affected athlete burnout. Fifty, empathy was negatively affected athlete burnout. Sixth, team efficacy was negatively affected athlete burnout. Lastly, there were partial mediating effects of team efficacy on the relationship between empathy and athlete burnout. Conclusion: The study found that provide meaningful information in terms of team sport athletes’ growth and team success. Furthermore, it will provide fundamental information to strengthen the attitudes and beliefs of athletes and transform them into an effective team.

공유멘탈모델, 정보교류체제, 팀 효능감과 팀 성과와의 관계

한정원,김문중 한국상업교육학회 2016 상업교육연구 Vol.30 No.5

팀 조직은 기업의 대규화가 시작된 1950년대에 제안된 이후 조직운영의 기본형태가 되어가고 있다. 급격하게 변화하는 기업환경에서 조직의 수행직무는 전문적이고 창조적 능력, 복합적인 기술력, 정확한 판단력과 질적 경험이 필요하다. 그리고 팀 구성원들의 상호작용성과 상호의존성이 팀의 성공여부를 좌우함으로, 이를 위해 조직운영의 새로운 그 무엇인가가 요구되어진다. 이와 같은 맥락에서 인지론적 관점에서 이슈가 되고 있는 공유멘탈모델, 정보교류체제 및 팀 효능감 등의 요인이 팀의 수행과 어떠한 관계가 있는지를 실증적으로 분석하고자 한다. 이러한 연구결과를 반영하여 효율적이고 성공적인 팀제운영에 일조할 것으로 예측되어진다. 본 연구목적을 달성하기 위하여 이론적 배경을 기초로 연구모형과 연구가설을 설정하고 검정한 결과는 다음과 같다. 첫째, 공유멘탈모델의 과업모델은 정보교류체제의 전문성, 신뢰성 및 과업조정에 유의한 영향요인이며, 팀 모델은 정보교류체제의 신뢰성과 과업조정요인에 유의한 영향을 미치는 것으로 분석되었다. 둘째, 공유멘탈모델의 과업모델과 팀 모델 모두는 팀 성과에 긍정적인 영향을 미치지 않으며, 정보교류체제의 신뢰성과 과업조정요인은 팀 성과에 영향을 미치는 것으로 분석되었다. 셋째, 정보교류체제의 전문성과 과업조정 요인이 팀 효능감에 긍정적인 영향을 미치며, 팀 효능감은 팀 성과에 유의한 영향을 미치고 있다. 넷째, 정보교류체제의 전문성과 과업조정 요인과 팀 성과사이에서 팀효능감이 매개역할을 수행하는 것으로 분석되었다. 이상과 같은 연구결과는 기업의 경쟁 환경이 치열해질수록 생존과 성장을 위하여 구성원간 상호작용성과 의존도가 커질 것이라는 점을 고려한다면 향후 조직운영의 효율성을 강화에 시사하는 바가 크다고 볼 수 있다. 또한, 향후 이를 보완하는 다양한 변수를 고려하여 연구를 진행한다면 조직운영에 큰 도움을 줄 수 있을 것이다. The purpose of this study empirically identify the relationship of shared mental model(SMM), transactive memory system(TMS), team efficacy, and team performance. In order to achieve the objectives of this paper, the study was conducted in parallel the theoretical studies through the preceding literature review as well as the empirical test through questionaries analysis. First, in the relationship between SMM and TMS, task model of SMM is significantly associated with all three dimensions of TMS(specialization, credibility, and task coordination). And, team model of SMM is significantly associated with two dimensions of TMS( credibility and task coordination). The fact that the team model of SMM do not affect the specialization factor of TMS means that the specialization factor already know who have any expertise among the team members. This is attributed to the homogeneity of team model of SMM and specialization of TMS. Second, in the relationship between SMM and team performance, both task model and team model showed that there is not a positive impact on team performance. The results are contrary to the results of previous studies. These results is because the study was mainly conducted with public organizations and organizations diverted from public organization in the past to private organizations. It is inferred that these organizations relatively weak the need for shared mental and are still adopting the introduction and operation of team system, such as the remaining of vertical hierarchy. Third, in the relationship between TMS and team efficacy, only two dimensions of TMS(specialization and task coordination) have an positive Fourth, the one aim of the present study was to investigate the relationships between the three dimensions of TMS(credibility, specialization, and task coordination) and team performance. The results showed the positive relationship between the two dimensions of TMS(credibility and task coordination) and team performance. The specialization factor of TMS is not significantly related with team performance, which is not the unimportance of this factor on team performance, but the importance of credible knowledge, and task coordination referred to the application of this knowledge on problem-solving in order to improve team performance. Fifth, there is a positive impact of team efficacy on team performance. This result indicate the need of team efficacy's enhancement to improve performances under the team system. Finally, the present study found that team efficacy mediates two dimensions of TMS and team performance. This result is the same as the relationship between credibility of TMS and team performance is not significant. Therefore, In the course of TMS it contribute to team performance, Since high team efficacy helps to solve the practical prolems of team such as that two factors of TMS(specialization and task coordination) have a positive effects on team performance, Team effort is need to enhance team efficacy. This study has several important implications for business managers. Firstly, it is important to develop SMM and TMS because it is facilitates the development of team efficacy. The findings suggest that SMM, TMS, and team efficacy alone are not enough to achieve better team performance. Also, Managers should endeavor to creates a climate of interpersonal trust to leverage a team's SMM and TMS. Finally, given the importance of team efficacy on improving a team's performance, team leaders should train team members to acquire teamwork skills that facilitate team efficacy development.