차상위 리더와의 관계가 팀 구성원의 성과에 미치는 영향

이기현(Kihyun Lee),신인용(Inyong Shin),오홍석(Hongseok Oh) 한국인사조직학회 2013 인사조직연구 Vol.21 No.2

Team members obtain valuable resources through social exchange relationships. They simultaneously engage in multiple social relationships both within and outside the team. The relationship with a senior leader as a social relationship outside the team can be a crucial conduit for resources. A social relationship with a senior leader (team leader’s leader) can influence team members’ performance because senior leaders have positional resources and power to control team leaders. In spite of this, however, little is known about the effect of the relationship with a senior leader on team members’ performance. To date, previous research has been mainly focused on the relationship with team leaders or coworkers. Given that team members engage in boundary-spanning behavior, increase influence through affiliation with high status actors, and are members of a senior leader, researchers need to consider the social relationships between a senior leader and team members in order to more fully understand the social antecedents of team members’ performance. In the current study, we seek to understand the social relationships between a senior leader and team members and to examine if it is related to team members’ performance. More specifically, we examine the level of the social relationships between a senior leader and team members predict team members’ task and contextual performance, controlling for the effects of the social relationships with a team leader and coworkers. Team members with strong social relationship with a senior leader receive resources and social support, which, in turn, enhance their task performance. Such members also engage in contextual performance to reciprocate the favor of the senior leader and to gauge their team leaders’ general receptiveness to social power. H1: The social relationship between senior leader and team member is positively related to team members’ task performance. H2: The social relationship between senior leader and team member is positively related to team members’ contextual performance. Furthermore, We explore how social relationships within team such as the social relationships with a team leader and coworkers influence the relationship between the social relationship with a senior leader and team members’ performance. Team member who have high quality social relationship with a senior leader may be high in task performance and contextual performance because they are more likely to enjoy internal resources and social supports from and to reciprocate favorable treatment by team leaders and coworkers. H3: The social relationship with a team leader will positively moderate the relationship between the social relationship with a senior leader and team members’ task performance. H4: The social relationship with a team leader will positively moderate the relationship between the social relationship with a senior leader and team members’ contextual performance. H5: The social relationship with coworkers will positively moderate the relationship between the social relationship with a senior leader and team members’ task performance. H6: The social relationship with coworkers will positively moderate the relationship between the social relationship with a senior leader and team members’ contextual performance. Data for testing the hypotheses were collected from 668 employees including 36 department leaders and 89 team leaders in four design companies in South Korea. We provided the list of all employees in the company and asked the strength of relationship to each employee. Results revealed that the social relationship with a senior leader is positively related both to task performance and contextual performance. The social relationship with a team leader moderated the relationship between the social relationship with a senior leader and both task performance and contextual performance. 조직 내에서 팀 구성원이 맺을 수 있는 사회적 관계는 팀 내부와 팀 외부에서 다양한 형태로 존재한다. 지금까지의 연구에서는 팀 내부의 사회적 관계에 중점을 두어 온 반면, 팀 외부의 사회적 관계가 팀 구성원의 성과에 미치는 영향에 관한 연구는 제한적이었다. 본 연구에서는 차상위 리더와의 사회적 관계가 팀 구성원의 성과에 미치는 영향을 업무성과와 맥락적 성과로 구분하여 살펴보았다. 그리고 팀 구성원이 팀 내에서도 다양한 사회적 관계를 맺고 있다는 점을 고려하여 팀 리더와 팀 동료들과의 사회적 관계가 팀 외부의 사회적 관계인 차상위 리더와의 관계와 어떠한 상호작용효과를 갖는지도 함께 검증하였다. 국내 4개 기업의 팀 구성원들을 대상으로 분석한 결과, 차상위 리더와의 사회적 관계는 팀 구성원의 업무성과와 맥락적 성과에 긍정적인 영향을 주는 것으로 나타났다. 차상위 리더와의 사회적 관계와 팀 내부 에서의 사회적 관계들 간의 상호작용효과를 분석한 결과, 팀 리더와의 사회적 관계는 차상위 리더와의 관계가 팀 구성원의 업무성과와 맥락적 성과에 미치는 긍정적인 영향을 강화시키는 것으로 나타났다. 그리고 팀 동료와의 사회적 관계는 차상위 리더와의 사회적 관계와 맥락적 성과 간의 관계에 대해 긍정적인 조절효과를 갖는 것으로 나타났으나, 차상위 리더와의 사회적 관계와 팀 구성원의 업무성과 간의 관계에는 영향을 주지 않는 것으로 나타났다. 이론적 모형과 연구결과를 바탕으로 본 연구의 함의와 한계, 그리고 향후 연구를 위한 제언을 제시하였다.

팀 자본인가, 팀 동적역량인가?

정예지(Ye Jee Jeong),윤정구(Jeong Koo Yoon) 한국경영학회 2013 經營學硏究 Vol.42 No.1

Team Performance is determined by two key factors: (1) the competitive team-based capital, and (2) the effective and efficient utilization of that capital. The resource-based view (RBV) is built upon the first factor and the dynamic capability one (DCV) is built upon the second factor. The resource-based view argues that companies gain competitive advantage when they can mobilize unique and non-substitutable resources compared with their competitors`. In contrast, the dynamic capability view stipulates that companies entertain higher performance when they develop distinctive routines, that is, dynamic capability that enable them to apply the capital to gain competitive advantage in ever-changing environments. Building upon the research of resource-based and dynamic capability views, we propose that teams can gain their competitive advantage when they have both unique resources and ability to mobilize them successfully. As a way of integrating the two perspectives, we theorizes the mediating model of team dynamic capability. We argue that team dynamic capability mediate the given combination of team resource or capital to the team performance. To test the integrative model, we developed the typology of team capital into team cultural capital, structural capital, social capital, and human capital. We also elaborate the concept of team dynamic capability on the team level. Specifically, we define team dynamic capabilities as the ability for a team not only to exploit the configuration of various capital but also explore or innovate it to the team`s performance. The integrative model was tested with 121 teams and 693 team members sampled from the 5 large companies in Korea in a given time period. To correct the common method variance, we collected data from team leaders and members separately. The unit of analysis is team. We used Lisrel analyses to examine the causal model with the measurement model corrected. Our findings can be summarized as follow. First, team capital as unique and distinctive team resources increases team dynamic capability significantly. Looking at the relative effect size of each component of team capital, effects of social capital and human capital on the dynamic capability are larger than those of structural and cultural capital. This result would imply that social and human capital at the team level play a key instrumental role in bridging the ``outside`` resources into the inside capital of the team. The social and human capital also levels up the team learning ability by exploring new ideas in environments. Second, team dynamic capability promoting both exploitation and exploration is the key parameter that mediates the relationship between team capital and team performance. Especially, team dynamic capability fully mediates the effects of structural capital and social capital on team performance. By leveraging, modifying, and recreating the configuration of team capital, teams excel higher performance. These findings of the research support our ``synthetic model`` of the resource-based and dynamic capability perspectives evidencing that teams simply equipped with sufficient capital are not good enough to attain high performance. Teams should have dynamic capability as well as unique resources. Retaining valuable team capital and building capital-utilizing-ability are two distinct, but interrelated mechanisms to excel team performance. The rationale is that team capital as team resources affects team performance ``prior to`` the resource exploration and exploitation, that is, team dynamic capability. The key to excellent team performance is that the team has routines known as dynamic capability. We conclude that resource keeping and utilizing are complementary to each other and the synthesis of the resource based and dynamic capability view provides a comprehensive perspective for analyzing how firms or teams are creating higher performance.

연구개발팀 성과에 대한 팀장의 거래적 리더십, 연구개발 리더 역할의 효과와 팀장의 재직기간의 조절효과

최종인(Choi, Jong-in),김학수(Kim, Hacksoo) 한국인사관리학회 2016 조직과 인사관리연구 Vol.40 No.4

지속적인 경쟁우위 확보를 위한 연구개발 활동의 중요성은 강조되어 왔고, 연구개발팀에서 리더는 성과 창출에 핵심적인 역할을 수행한다. 기존 연구들은 수단적･전통적 리더십과 이데올로기 적･현대적 리더십을 비교하면서, 이데올로기적･현대적 리더십을 강조하기 위하여 마치 수단적･전 통적 리더십을 비효과적인 리더십 유형으로 간주하였고, 팀장의 연구개발 리더 역할은 긍정적인 효과를 발휘한다는 주장을 하였다. 하지만 본 연구는 성과주의가 심화되고 있는 우리나라 연구개 발팀에서 조건적 보상을 제시하는 거래적 리더십이 오히려 연구개발 분야의 성과를 향상시킬 수있다고 보았다. 또한 급격한 기술변화에 따라 빠른 기술 진부화가 이루어지는 연구개발 분야에서 팀장의 연구개발 리더의 역할은 연구개발 분야의 성과 향상에 한계가 있을 수 있다고 보았다. 이러한 팀장의 행동 및 역할은 시간적 경과에 따라 서로 다른 상황적 효과를 발휘할 수 있다. 즉본 연구는 팀장의 재직기간이 길수록 팀장의 거래적 리더십의 효과는 강화되는 반면, 팀장의 연구개발 리더 역할의 역 U형태의 비선형적 효과는 약화될 수 있음을 보여주고 있다. 본 연구는 48개 연구개발팀의 상급자인 임원들과 200명의 연구개발 인력들로부터 수집된 자료를 토대로, 팀장의 거래적 리더십, 팀장의 연구개발 리더 역할이 팀 성과에 미치는 효과와 팀장의 재직기간의 조절효과를 실증 분석하였다. 분석결과, 팀장의 거래적 리더십은 팀 성과에 정적인 영향을 주는 반면, 팀장의 연구개발 리더 역할은 팀 성과에 역 U형태의 비선형적인 영향을 주는 것으로 나타났다. 또한 팀장의 재직기간이 길수록 팀장의 거래적 리더십이 팀 성과에 미치는 정적인 영향이 강화되는 것으로 나타난 반면, 팀장의 연구개발 리더 역할과 팀 성과 간의 비선형적 관계에서 팀장의 재직기간의 조절효과는 유의하지 않는 것으로 나타났다. 이 연구 결과를 토대로 연구의 시사점 및 향후 연구방향 등을 논의하였다. Under emphasizing of important in R&D activity in order to achieve a sustainable competitive advantage, R&D leaders play a key role for creation of performance. Previous researches claims negative effects of instrumental traditional leadership on performance and positive effects of ideological contemporary leadership on performance in order to emphasize comparative superior of ideological contemporary leadership, and also positive effects of R&D team leader’s function on performance. But while growing performance based HRM in Korea R&D organization, transactional leadership based on contingent reward will enhance R&D team performance. As the problem of technological obsolescence among R&D team leaders, there will be a limitation to the increasing team performance. Also, the effectiveness of team leader’s transactional leadership and R&D team leader’s function depends on team leader’s tenure, in case of team leaders with longer team tenure, team leader’s transactional leadership will be more effective, but inverted U-shape effect of R&D team leader’s function will be less effective. This study investigates the effect of team leader’s transactional leadership and R&D team leader’s function on team performance, and moderating effect of team leader’s tenure is examined. This study collected data from 48 executives of R&D teams and 200 team members. The results show that team leader’s transactional leadership has positive effects on team performance, and R&D team leader’s function has inverted U-shape effect on team performance. In addition, team leader’s tenure shows the positively moderating effect on the relationship between team leader’s transactional leadership and team performance, but not for the relationship between R&D team leader’s function and team performance. We discussed research implications and suggested future research directions.

팀의 지식공유가 팀 혁신성과에 미치는 영향: 팀 심리적 지식 소유감과 팀 리더의 지식전파능력의 3차항 조절효과

최석봉 대한경영학회 2019 大韓經營學會誌 Vol.2019 No.특집호

Many prior studies on organizational innovation have focused on discovering determinantsof innovation performance at individual and organizational levels. However, studies on team levelfactors affecting innovation performance or team level innovation performance have been relativelylimited. In light of this, this study has investigated the impact of team-level knowledge sharing onteam innovation performance, and explored the relevant conditions that maximize the aboverelationship. Specifically, this study first analyzed the direct impact of team-level knowledge sharingon team innovation performance. In addition, the process of team-level knowledge sharing to teaminnovation is assumed to be significantly influenced by the team members' collective psychologicalownership and the team leader's ability to disseminate knowledge. Therefore, we examined moderatingeffects of both team’s psychological ownership and the team leader's disseminate capability ofknowledge on the relationships between team-level knowledge sharing and team innovationperformance. Finally, the three-way interaction between team knowledge sharing, the team'spsychological knowledge ownership and the team leader's knowledge transmission capabilities wasanalyzed for the appropriate conditions to maximize the positive effect of team knowledge sharingon team innovative performance. The survey was conducted on the members of 63 teams working at 21 small andmedium-sized enterprises in Korea and used for the empirical analysis. Empirical analysis shows thatfirst, knowledge sharing of the team has a positive effect on the team's innovation performance. Second,if the team's psychological knowledge ownership is high, the result has been that the team's knowledgesharing weakens its impact on the team's innovation performance. Third, the knowledge disseminatecapability of the team leader in these relationships has shown no significant effect. Finally, the analysis of the three-way interaction effects of team knowledge sharing, team's psychological knowledgeownership and team leader's knowledge disseminate capability showed that the team's psychologicalknowledge ownership is low, and team leader's knowledge transfer ability is high, the team's knowledgesharing effect is most strengthened. On the other hand, if a team has a high knowledge ownershipand the team leader has a low knowledge disseminate capability, the team's knowledge sharing hasthe least effect on the team's innovation performance. These empirical findings provided that psychological knowledge ownership of team, whichhas not been addressed well in previous studies, plays an important role between knowledge-sharingand innovation at team. In addition, this research suggested that there could be various conditionalfactors affecting the relationship between team knowledge sharing and team innovation performanceand their dynamic interaction effects should be explored. In addition, this study provides some practicalimplications in the following respects: First, it was found that the knowledge sharing of the teamwas important to improve the team's innovation performance. Therefore, it is suggested that the interestsand efforts of managers are needed to establish job training program for enhancing knowledge sharingamong team members, proper team climate and organizational support system well so that knowledgesharing within the team can be actively promoted. Second, managers need to encourage sharing ofpersonal knowledge in team and set up appropriate performance assessments and rewards for knowledgesharing team members. Third, it is necessary to support and educate team leaders to properly cultivateknowledge disseminate capability at the organizational level. 조직분야의 혁신에 관한 많은 선행연구들은 혁신성과를 높이기 위한 다양한 개인 및 조직수준의 선행 요인들을 발굴하는데 관심이 집중되었으나, 팀 수준의 영향 요소나 팀 혁신성과에 관한 연구는 상대적으로 제한적이었다. 본 연구는 이러한 점에 착안하여 팀 수준의 지식공유가 팀 혁신성과에 미치는 영향과 이를 극대화시키는다양한 조건과 맥락에 대해 연구하고자 하였다. 구체적으로 본 연구에서는 먼저 팀 수준의 지식공유가 팀혁신성과에 미치는 직접적인 영향을 실증분석 하였다. 또한 팀 수준의 지식공유가 팀 혁신성과에 이르는 과정은팀 구성원들의 집단적 심리적 기저와 팀 리더의 역량에 상당한 영향을 받을 것으로 가정하고 팀의 심리적지식 소유감과 팀 리더의 지식전파능력이 .이들 관계를 어떻게 조절하는지 확인하였다. 마지막으로 팀 지식공유, 팀의 심리적 지식소유감과 팀 리더의 지식전파능력 간 3차항 상호작용효과(3-way interaction)가 팀의혁신성과를 극대화하는 적합조건에 대해 분석해 보고자 한다. 실증분석을 위하여 국내 21개 중소기업에 근무하는 62개 팀 단위 구성원들을 대상으로 설문조사를 실시하고 수집한 데이터를 활용하여 분석에 사용하였다.실증분석 결과, 첫째, 팀의 지식공유는 팀의 혁신성과에 긍정적 영향을 미치는 것으로 나타났다. 둘째, 팀의심리적 지식소유감이 높을 경우 팀의 지식공유가 팀의 혁신성과에 미치는 영향을 약화시키는 결과가 나타났다.셋째,, 이들 관계에서 팀 리더의 지식전파능력은 유의미한 조절효과를 보이지 않는 것으로 나타났다. 마지막으로 팀의 지식공유, 팀의 심리적 지식소유감 및 팀 리더의 지식전파능력의 3차항 상호작용효과를 분석한 결과팀의 심리적 지식소유감이 낮고, 팀 리더의 지식전파능력이 높을 경우에 팀 지식공유 효과를 가장 강화하는것으로 나타났다. 반면 팀의 지식소유감이 높고, 팀 리더의 지식전파능력이 낮을 경우에는 팀의 지식공유가팀의 혁신성과에 미치는 영향을 가장 약화시키는 결과를 보여 주었다. 이러한 연구결과는 그간 지식공유 연구에서 잘 다루어지지 않은 심리적 지식 소유감이 지식공유와 혁신성과 간에 중요한 역할을 한다는 실증적 증거를제공하였으며, 혁신성과를 다룬 기존연구에는 팀 수준의 결정요인들을 확인하였다는데 의의가 있다. 또한,팀내 지식공유와 팀 혁신성과 간의 관계에는 다양한 상황요인이 존재할 수 있음을 확인하였고, 팀 내 지식공유,심리적 지식소유감 및 팀 리더의 지식전파능력이 팀의 혁신성과에 미치는 영향 뿐 아니라, 이들 간 상호작용효과가 존재하며 적합한 조건을 제시하였다. 이러한 결과는 혁신성과를 연구하는 향후연구에 중요한 이론적함의가 있다고 할 수 있다.

축구에서 팀경기력 개념 도입의 타당성 검토

윤영길,김정수 국민체육진흥공단 한국스포츠정책과학원 2017 체육과학연구 Vol.28 No.4

[Purpose] The following study was conducted to suggest and verify the validity of the concept of team performance, which has previously been considered as the total sum of individual performances. [Method] The concept of team performance was extracted by a conductive content analysis and an exploratory factor analysis of the data gathered from middle school football players. To verify the validity of the extracted concept, football experts' opinions were collected. [Results] The idea of team performance, categorized by Footballship, Team Capability, Personal Capability, Communication among Members, has been taken differently from the total sum of individual performances. Footballship is the virtue that should be materialized, and simultaneously earned during the game. Team Capability is a available resource for team's performance, Personal Capability is a available resource for a player's performance, and Communication among Members is the intimacy of communication between coaches and players. The conglomeration of experts' opinions on the concept of team performance and its components shows that team performance is evidently different from the total sum of individual performances. [Conclusion] The following study has been conducted to suggest and verify the validity of the concept of team performance. Team performance exists, standing distinct from the sum of individual performance, and understanding the concept of team performance will contribute not only to understanding performance, but also to improve the effectiveness of training and managing the team. Interest of the sport society is looked forward to. [목적] 본 연구는 축구에서 팀경기력 개념을 도입하고 도입한 팀경기력 개념의 타당성을 검증할 목적으로 진행하였다. [방법] 중학교 축구선수를 대상으로 자료를 수집하였고 수집한 자료의 귀납적범주화와 탐색적요인분석을 진행해 팀경기력 개념을 추출하였다. 추출한 팀경기력 개념의 타당성 검증을 위해 축구전문가를 대상으로 추출된 팀경기력 개념의 타당성을 검증하였다. [결과] 축구 팀에서 개인경기력의 합과는 다른 개념으로 팀경기력 논의를 진행하고 있다. 팀경기력은 팀이 경기에서 발현하는 경기력으로 축구정신, 팀전력, 개인전력, 팀구성원소통으로 구성된다. 축구정신은 축구를 하면서 체득되는 동시에 구현해야 하는 가치, 팀전력은 경기에서 발현되는 팀의 플레이 특징, 개인전력은 경기에서 나타나는 선수 개인의 플레이 특징, 팀구성원소통은 팀에서 선수와 지도자의 상호작용 친밀도를 의미한다. 팀경기력 개념과 구성요소에 대한 축구전문가의 의견을 종합한 결과 팀경기력 개념과 구성요소는 개인경기력의 합과는 다른 팀경기력을 적절히 반영하고 있다. [결론] 본 연구는 축구의 팀경기력 개념을 도입하고 도입한 팀경기력 개념의 타당성 검증을 목적으로 진행하였다. 축구에서 개인경기력의 합과는 구분되는 팀경기력이 존재하고 이러한 팀경기력에 대한 이해는 경기력 자체의 이해는 물론 훈련이나 팀 운영 효율성 향상에 기여할 것이다. 팀경기력에 대한 체육학계의 관심이 확대되기를 기대해본다.

개인 및 팀 적응성과의 고찰

한태영(Tae Young Han),차윤석(YunSuk Cha) 한국인사조직학회 2011 인사조직연구 Vol.19 No.1

본 연구는 변화하는 조직환경에 효과적으로 대응하는 구성원의 적응성과를 제고하는 과정을 고찰하였다. 성과관리 측면에서 최근 주목받는 리더의 성과코칭이 보이는 영향력을 적응행동에 대한 몰입효과로서 살펴보았다. 또한 리더의 성과코칭에 대한 과거 성과(인사평가 점수)의 영향을 밝혀서, 개인수준에서는 과거성과가 코칭에 영향을 주고 코칭이 다시 적응성과에 정적 관련성을 보이는 매개과정을 검증하였다. 피드백 과정에서 환경요인의 중요성을 고려하여 조직의 최소 단위 조직인 팀 수준에서는 팀 피드백 환경이 팀 적응성과에 미치는 영향을 밝히고자 하였다. 이를 통해 개인 및 팀 수준의 적응성과에 대한 이론적 관계성을 밝히기 위하여 피드백의 속성을 지닌 선행변수의 효과에 대한 상동모형(homologous model)을 제시하였다. 또한 기존의 적응성과에 대한 연구에서 도출한 구조적 관련성을 활용하여 팀 적응성과가 개인 구성원의 적응성과에 미치는 교차수준(cross-level) 관계를 검증함으로써, 적응성과에 관하여 다수준 접근법에 입각한 기능적 분석을 시도하였다. 상위 수준에서는 피드백 환경이 조직 적응성과에 영향을 주고 이 성과가 개인 적응성과와 관련되는 교차수준 매개효과가 있는지 동시에 검증하여, 중위매개 모형(meso-mediational model)으로 상동관계를 검증하였다. 국내 IT제조업의 현장 근로자 대상으로 139개 팀에서 687명의 자료를 수집하여 다수준 방법론(즉, 위계선형모형)을 사용하여 분석한 결과, 개인 수준에서 코칭의 완전매개 관계를 보여주었고, 상위 수준에서 적응성과가 개인수준 적응성과에 의미 있는 관계가 나타났다. 그러나 상위 수준 적응성과가 피드백 환경의 영향을 매개하는 역할은 나타나지 않았다. 이러한 결과를 바탕으로 팀제 조직이 비일상적 상황에서 성과를 도출하는 현상을 이론적으로 논의하고 미래연구에 대한 시사점을 제시하였다. Adaptability within dynamic business environments is drawing more attention on the survival of today’s organizations. This is largely due to the instability of the environment under which non-routine work tasks and unexpected events have increased. The needs on the adaptability are increasing not only for organizations but also for individuals and teams within organizations. As a result, recent organizations have been giving more attention to the behaviors of employees regarding how effectively they adapt to their non-routine job requirements as one of the performance domains beyond traditional notion of job performance. Organizations also respond to the instability in the environment by organizing work teams as the essential unit for work tasks, thereby changing their organizational structures to flatter hierarchies. Consequently, adaptive performance at the team level should also be considered as an important factor under the current environments to complement the focus on adaptability at the individual level. The purpose of the current research is two-fold. One purpose was to investigate a series of antecedents of individual and team adaptive performance and to test a functional process model that has a goal of enhancing the adaptive performance at the two levels. Combined with the structural analysis of the homologous model, the current study tested the functional influences of feedback-related factors on adaptive performance at the two levels. Given previous findings that effectively given feedback is the source of critical information for proactive behaviors of individuals in organizations, we examined the environmental and personal sources of feedback at the team and individual level respectively. As a team-climate influence, team enriched-feedback environment was primarily examined as the feedback source that affected team members’ aggregated team adaptive performance. At the individual level, the degree to which one is exposed to the coaching experience provided by his or her team leaders was considered as an important source of feedback for their performance when dealing with non-routine tasks. The second purpose of this study was to examine the homology-conceptualization of adaptive performance at both individual and team levels in terms of the structure of the constructs. Although individual-level adaptive performance has been conceptualized independently from team-level adaptive performance in the organizational research literature, both levels are similar in concepts and may help to meet the changing nature of today’s work. However, they also have a significant difference in the sense that individual team members’ adaptabilities may be enhanced by the aggregated support from the team members’ dynamic interaction among their individual adaptive behaviors. We developed a homologous model in order to explore the theoretical relationships on the two levels of adaptive performances. To test the model, we examined a cross-level relationship in which team adaptive performance has a top-down influence on the individual adaptive performance. As for the specific processes, we suggested that the individual adaptive performance is influenced by the coaching from team leaders in which is affected by individual job performance in advance, thereby coaching was hypothesized to have a mediation role between previous performance and the current adaptive performance. Furthermore, for processes at the team level, team adaptive performance was hypothesized to have a positive relationship with team feedback environment so that the team adaptive performance was proposed as a cross-level mediator between team feedback environment and individual adaptive performance.

팀장의 변혁적 리더십이 개인 적응성과에 미치는 영향

정동섭(Dong Seop Chung),배범수(Bum Soo Bae),김학수(Hack Soo Kim) 한국인사조직학회 2014 인사조직연구 Vol.22 No.2

In an era of fierce competition, adapting to a changing environment has become an essential condition for survival. In this time of change and innovation, organizations demand that its members adapt effectively to such changes in order to secure a competitive edge. As a rapidly changing environment generates a greater volume of non-regular, non-repetitive work, a greater emphasis has been placed on adaptive performance in modern organizations. Cognitive abilities, personality, self-efficacy, goal-orientation, past job performance, and job expertise have been identified as elements that boost adaptive performance. Given that adaptation can be explained as the difference in knowledge before and after change occurs, knowledge needs to be considered as a predisposing factor affecting adaptive performance. However, relatively little research has been performed on this relationship. This study intends to examine team knowledge sharing and individual knowledge acquisition as predisposing factors affecting individual adaptive performance. Since adaptation takes place based on knowledge enhancement under new, challenging circumstances, knowledge activities that affect individual adaptive performance need to be explored. Knowledge activities are processes that require several steps ranging from knowledge acquisition to knowledge exploitation. This research focuses on knowledge acquisition and knowledge sharing because they are critical factors in the process of securing core competencies and play a pivotal role in creating and boosting competitive advantage. This research is also based on the assumption that knowledge acquisition takes place mainly at the individual level, while knowledge sharing primarily occurs at the team level, because individuals acquire knowledge, team members share it, and the organization institutionalizes it. This research seeks to examine the transformational leadership of team leaders as a predisposing factor affecting team knowledge sharing and individual knowledge acquisition. While transformational leadership, due to factors such as a shared vision, intellectual stimulation and individualized consideration, increases the number of knowledge activities, existing studies have focused on emotion, motivation and attitudes as factors influenced by transformational leadership. Though previous conceptual research has proposed that transformational leadership enhances team knowledge sharing and individual knowledge acquisition, empirical analysis has yet to confirm this. This research assumes that transformational leadership aims to effect change and innovation, two factors derived from knowledge; this leads to the prediction that the transformational leadership of team leaders will have an impact on team knowledge sharing and individual knowledge acquisition. This research also assumes that transformational leadership improves individual adaptive performance based on the fact that this leadership boosts not only job satisfaction, organizational immersion, psychological well-being, organizational citizenship behavior, and job performance, but also individual adaptive performance via a shared vision with other team members and the expectations of a strong performance. Existing research has investigated emotive, motivational and attitudinal factors in the relationship between transformational leadership and individual effectiveness. Considering, however, that transformational leadership plays a key role in team knowledge sharing and individual knowledge acquisition, and that individual adaptive performance is indicated by the evolution of ability in a dynamic environment, the role of knowledge activities as sophisticated mechanisms in the relationship between team leaders' transformational leadership and individual adaptive performance needs to be explored. This study collected data from 67 team leaders and 469 action team members. It was found that team knowledge sharing had positive cross-level effect 환경의 불확실성과 복잡성이 증가하면서, 조직은 구성원에게 유연한 환경 적응을 강조하고 있다. 개인 적응성과는 급변하는 환경에서 변화된 직무에 대한 성과이며, 지식활동에 의하여 발현되는 성과이다. 팀원의 적응성과를 향상시키기 위하여 비전을 제시하고 지적 자극을 하며 개별적 배려로 지식활동을 향상시키는 팀장의 변혁적 리더십의 중요성은 지속적으로 부각되고 있는 반면, 팀장의 변혁적 리더십이 어떤 과정을 거쳐 팀원의 적응성과를 향상시키는 지에 대한 논의는 상대적으로 미흡한 상태이다. 본 연구는 팀장의 변혁적 리더십이 팀 지식공유, 개인 지식획득을 향상시키고, 팀원의 적응성과는 이러한 지식활동의 산물이라는 점에 착안하여, 팀 지식공유 및 개인 지식획득을 팀장의 변혁적 리더십과 개인 적응성과간의 관계에서 중요한 프로세스 요인으로 보고, 이를 실증 분석하였다. 본 연구는 67개 액션팀의 팀장 및 469명의 팀원들을 통해 수집한 자료를 토대로 팀장의 변혁적 리더십과 개인 적응성과간의 교차수준 관계 및 팀 지식공유, 개인 지식획득의 교차수준 매개역할을 실증 분석하였다. 분석결과에 의하면, 개인 적응성과에 대해 팀 지식공유는 정적인 교차수준 영향, 개인 지식획득은 정적인 영향을 주고, 팀장의 변혁적 리더십은 팀 지식공유에 정적인 영향, 개인 지식획득에 정적인 교차수준 영향을 주며, 팀장의 변혁적 리더십과 개인 적응성과간의 관계에서 팀 지식공유, 개인 지식획득의 정적인 교차수준 매개효과가 있는 것으로 나타났다. 이러한 연구결과를 토대로 팀장의 변혁적 리더십, 팀 지식공유 및 개인 지식획득이 팀원의 적응성과에 갖는 함의와 액션팀의 리더에게 주는 시사점을 제시하였다.

팀 내 과업갈등과 관계갈등의 비대칭이 성과에 미치는 영향

이찬규(Changyu Lee),최규상(Kyoosang Choi) 대한경영학회 2018 大韓經營學會誌 Vol.31 No.7

A Study on the Interactions of Between Team Task-exception and Diversity Performance Measures, Team-based compensation on the Team Performance : 팀 과업예외성과 각 관점별 성과측정치, 팀기준보상간의 상호작용이 팀 성과에 미치는 영향

Bae Byung-Han(배병한),Park Gi-Seok(박기석),김동훈, 이갑두 한국산업경영학회 2003 한국산업경영학회 발표논문집 Vol.- No.-

Many researchers have argued that success in today"s complex environments will be predicated on organizations becoming fast, flexible, and knowledge-based, and that one method of developing these characteristics is by employing teams. Teams can help that improving the organization"s speed and flexibility of response and the quality of the response. Because of these benefits of team-based organization, many organizations had adopted and have tried to adopt teams. But we had a question that whether teams are archived improving the team performance. If not, we have detected this reasons in performance measurement and compensation systems. Because, performance measurement and compensation systems can play an important role in teams success. Therefore, the purpose of this study is to confirm whether the interaction between team task exception and diversity performance measures, the weight given team performance in an individual"s compensation makes a significant influence on the team performance. We tested these questions using multiple regression analysis. According to the results, the interaction between task exception and three perspectives measures(exception for learning and growth perspectives) was significant. And the interaction between team task exception and the weight given team performance in an individual"s compensation was not significant.

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