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팀 기반 프로젝트 학습에서 협력적 자기효능감, 팀 효능감, 학습 성과간의 관계 -팀 효능감의 매개효과를 중심으로-
좌현숙(Hyun-Suk Jwa) 한국엔터테인먼트산업학회 2024 한국엔터테인먼트산업학회논문지 Vol.18 No.6
In team-based project learning, self-efficacy for group work among team members is important for successful task performance. This is because it not only influences individual learning outcomes but also team performance. In addition to self-efficacy for group work, the team efficacy plays a significant role in learning outcomes. Therefore, this study aims to investigate the relationships among self-efficacy for group work, team efficacy, and learning outcomes in team-based project learning. To achieve the purpose of the study, a survey was conducted among students enrolled in a major course offered as a team-based project class in the Department of Social Welfare at H University. Regression analysis was conducted to examine the effect of self-efficacy for group work on learning outcomes in team-based project learning. To examine the mediating effect of team efficacy on the relationship between self-efficacy for group work and learning outcomes, hierarchical regression was used to analyze the mediating effect. The main findings of this study are as follows First, self-efficacy for group work had a significant effect on learning outcomes. Second, self-efficacy for group work had a significant effect on team efficacy. Third, team efficacy significantly influenced learning outcomes, with complete mediation effects of team efficacy being statistically significant. Based on these results, implications for enhancing learning outcomes in team-based project learning were discussed.
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 경영학연구 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.
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.
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.
대학생들의 팀 학습목표 지향성과 팀 창의성의 관계: 팀 성찰, 팀효능감, 그리고 긍정적 집단 정서 분위기의 역할
김미희(Mihee Kim) 한국산학기술학회 2019 한국산학기술학회논문지 Vol.20 No.10
급격한 환경변화에 속에서 창의성이 조직 생존을 위한 경쟁우위 요인으로 강조된 이 후, 많은 학자들은 어떻게 하면 창의성을 향상시킬 수 있는지에 대해 관심을 가져왔다. 수많은 조직들이 효율적인 업무처리를 위해 팀 제를 도입하고 있는 현 상황에서 팀 창의성에 대한 관심 역시 증가하는 추세이다. 본 논문에서는 팀 창의성에 대한 이해를 목표로 팀 학습목표 지향성을 선행요인으로 고려한다. 특히, 팀 학습목표 지향성과 팀 창의성 사이의 관계를 설명하는 서로 다른 팀 프로세스(예, 팀 성찰, 팀 효능감, 긍정적 집단 정서 분위기(PGAT: Positive Group Affective Tone, 이하 PGAT))를 밝히는데 목적을 둔다. 본 연구의 분석 자료를 수집하기 위해 서울소재의 한 경영대학에서 개설하는 세 개의 경영학 전공 강좌의 수강생 187명(57개 팀)을 대상으로 설문조사를 실시하였으며, 위계적 회귀분석을 방법을 사용하여 자료를 분석하였다. 분석 결과, 팀 학습목표 지향성은 팀 창의성과 정(+)적으로 관련하는 것으로 나타났으며, 팀 성찰과 팀 효능감을 정(+)적으로 예측하였다. 또한, 팀 성찰과 팀 효능감은 팀 창의적 성과를 유의미하게 예측하였으며, 동시에 팀 학습목표 목표 지향성과 팀 창의성 사이를 매개하는 사실을 확인할 수 있었다. 하지만, 예측과 달리 PGAT는 팀 학습목표지향성과 팀 창의성과는 통계적으로 관련성이 없는 것으로 나타났다. 이와 같은 본 연구 결과는 다양한 이론적, 실무적 시사점을 가진다. This study draws on goal orientation theory and proposes the team learning goal orientation as an antecedent of team creativity. In addition, an Input-Process-Output (IPO) model was adopted, in which the team reflexivity, team efficacy, and positive group affective tone (PGAT) are linking mechanisms in the relationship between team learning goal orientation and team creativity. Using 57 teams from three lectures of the college, hierarchical regression analysis was conducted at the team level. The results showed that the team learning goal orientation had positive associations with team creativity, team reflexivity, and team efficacy. In addition, team reflexivity and team efficacy positively predicted the team creativity. Furthermore, the relationship between team learning goal orientation and team creativity was mediated by the team reflexivity and team efficacy. In contrast to predictions, PGAT did not show significant relations with both team learning goal orientation and team creativity. In conclusion, this study integrated the team-learning goal orientation and team creativity literature and contributes to the understanding of team reflexivity as a cognitive process and team efficacy as a motivational process between the team property and team creativity. These results have practical implications for managing teams.
팀장의 카리스마적 리더십, 팀 효능감, 팀 적응성과 간의 관계: 팀장 근속기간의 조절된 매개역할
김학수(Kim HarkSoo),배범수(Bae BumSoo) 한국산업경영학회 2016 경영연구 Vol.31 No.2
본 연구의 목적은 특수 임무팀에서 팀장의 카리스마적 리더십이 팀 적응성과에 영향을 미치는 과정에서 팀 효능감의 매개역할 및 팀장 근속기간의 조절된 매개역할을 검증하는 것이다. 본 연구 를 위하여 군 조직의 89개 특수 임무팀들을 대상으로 설문조사를 실시하였고, 불성실한 응답을 제외하고 67명의 특수 임무팀장들과 525명의 팀원들의 자료를 사용하여 통계 분석하였다. 매개효과 를 검증해 본 결과, 특수 임무팀에서 팀장의 카리스마적 리더십과 팀 적응성과 간의 관계에서 팀 효능감은 부분 매개효과가 있는 것으로 나타났다. 조절효과를 검증해 본 결과, 팀장의 카리스마적 리더십과 팀 효능감 간의 관계에서 팀장 근속기간은 조절효과가 있는 것으로 나타났는데, 팀장 근속기간이 길수록 팀장의 카리스마적 리더십이 팀 효능감에 미치는 긍정적 영향을 강화시키는 것으로 나타났다. 매개효과와 조절효과를 통합하여 조절된 매개효과를 검증해 본 결과, 팀장 근속기간 이 길수록, 팀 효능감을 통한 팀장의 카리스마적 리더십의 팀 적응성과에 대한 긍정적 간접효과가 강화되는 것으로 나타났다. 연구결과를 토대로 본 연구의 학문적 의의 및 실무적 시사점, 그리고 제한점과 추후 연구과제에 대하여 논의하였다. The purpose of this study is to verify the mediating effects of team efficacy that becomes pronounced as the team leaders' charismatic leadership influences on team adaptive performance as well as the moderated mediated effects of team leaders' tenure. To this end, we conducted a survey of 89 team leaders and 862 team members working in action and negotiation teams in military services, and analyzed data collected from 67 team leaders and 525 team members, except unreliable responses. As a result of a hierarchical regression analysis to confirm mediating effects, it was found that team efficacy had a partially mediating effect on the relationship between the team leaders' charismatic leadership and team adaptive performance. Also it was found the moderating effect of team leaders' tenure on the relationship between team leaders' charismatic leadership and team efficacy. As team leaders' tenure was longer, so team leader's charismatic leadership would positively enhanced on team efficacy. Additionally, the indirect effect of team efficacy in the relationship between team leaders' charismatic leadership and team adaptive performance through was stronger when team leaders' tenure was high. Based on the research findings, this study discussed its academic significance, practical implications, limitations and future research tasks.