참여적 의사결정과 구성원 민첩성(agility)의 관계 : 역할확장 자기효능감과 성장 마인드셋의 역할 (Relationship between Participative Decision Making and Employee Agility : Role of Role Breadth Self-efficacy and Growth Mindset)

서지정보

· 발행기관 : 대한경영학회
· 수록지 정보 : 대한경영학회지 / 32권 / 10호 / 1727 ~ 1757페이지
· 저자명 : 탁제운, 정영재, 신제구

초록

본 연구는 리더의 참여적 의사결정(participative decision making)이 구성원 민첩성(employee agility)의선행요인으로서 유의한지를 확인하고, 그러한 관계에서 구성원의 역할확장 자기효능감(role breadth self-efficacy)을 경유하는 메커니즘을 규명하였다. 또한 역할확장 자기효능감과 구성원 민첩성의 관계에서구성원 성장 마인드셋(growth mindset)의 조절효과를 검증하였다. 동일방법편의(common method bias) 관련이슈를 해결하고자 종속변수는 시차를 두고 측정하였고, 직급, 팀 규모, 상사와 근무한 기간을 통제변수로적용하였으며, 직무 정서(긍정정서, 부정정서)를 편의의 원천으로 적용하여 방법분산의 효과를 확인하였다.
가설의 검증에는 다양한 업종의 기업에 종사하는 직장인들로부터 수집한 294부의 설문지를 분석하였다.
분석 결과 참여적 의사결정은 구성원 민첩성에 유의한 정(+)의 영향을 미쳤다. 참여적 의사결정은 역할확장자기효능감에, 역할확장 자기효능감은 구성원 민첩성에 유의한 정(+)의 영향이 확인되었고, 역할확장 자기효능감을 경유하는 간접효과 역시 유의한 것으로 확인되었다. 또한 역할확장 자기효능감과 구성원 민첩성의 관계에서 성장 마인드셋의 조절(강화)효과가 유의한 것으로 검증되었다. 연구 가설과 별개로 역할확장 자기효능감을경유하는 간접효과가 성장 마인드셋에 의존하는지를 확인하고자 조절된 매개효과를 검증하였다. 조절된 매개지수는 유의하지 않았지만, 조건부 간접효과는 성장 마인드셋의 수준을 5개 단계로 구분했을 때 가장 낮은경우 외에는 모두 유의한 것으로 확인되었다.
이상과 같은 연구 결과를 통해 구성원의 민첩성을 향상시키기 위한 조직적 관행으로서 참여적 의사결정과심리적 요인으로서 역할확장 자기효능감의 유효성 밝혔고, 이러한 메커니즘에 작용하는 개인차 요인으로 성장마인드셋의 역할을 규명하였다는 의의가 있다. 연구 결과에 관한 논의와 이론적·실무적 시사점을 제시하고향후 연구에 대한 발전 방안을 제안하였다.

영어초록

In an unpredictable, dynamic, and constantly changing environment, what are the ways for organizations to respond quickly and flexibly to market changes? Recently, Discussions and attempts on agility have been brisk in domestic business. This study is based on assumptions that organizations need agile staff to become agile organizations. From a leadership perspective, it sought to propose leadership practices and mechanisms to improve employee agility. The purpose of this paper was to investigate whether participative decision making by the leader is significant as an antecedent of employee agility, and to identify a mechanism through the role breadth self-efficacy of the subordinate in such relationships. It was also intended to verify the mediating effect of subordinates’ growth mindset in relation to role breadth self-efficacy and member agility. To resolve issues related to common method bias, the dependent variables were measured with time difference, applied rank, team size, and working period with leader as control variables, and the effect of method variance was verified by applying affectivity (positive and negative affect) as a source of bias. To verify the hypothesis, 294 questionnaires were analyzed, collected from office workers in various industries.
As a result of the analysis, participative decision making had a significant positive effect on employee agility. Participative decision making had a significant positive effect on role breadth self-efficacy. The role breadth self-efficacy had a significant positive effect on employee agility. In the relationship between participative decision making and employee agility, indirect effects via role breadth self-efficacy were also found to be significant. In addition, the moderating (enhancing) effect of growth mindset has been proven to be significant in the relationship between role breadth self-efficacy and employee agility. Apart from the research hypothesis, the moderated mediation effect was analyzed to ensure that indirect effects through role breadth self-efficacy depended on growth mindset. However, it was found that the index of moderated mediation was not significant. For a more in-depth analysis of these results, Conditional indirect effects analysis was performed. According to the results of the analysis, conditional indirect effects were found to be significant, except in the lowest case, when levels of growth mindset were divided into five stages (10th, 25th, 50th, 75th, and 90th percentiles).
The value of research findings can be summarized as follows: First, it was confirmed that participative decision making as an organizational practice is a factor that increases the agility of the employee. In a situation where domestic research on a employee agility is very limited, this research identified the predictors from a leadership perspective through empirical research on the employee agility. These findings suggest a practical solution to the demand for agile employee in the context of business organizations. Second, it revealed that the role breadth self-efficacy influenced by participative decision making is a predictor of the employee agility as a psychological factor.
In particular, it is more meaningful to see that the indirect effect via role breadth self-efficacy is greater than the direct effect between participative decision making and employee agility. Therefore, this study has become the cornerstone of full-fledged research on role breadth self-efficacy, which has been introduced to a very limited extent in domestic studies. Third, the moderating effect of growth mindset in relation to role breadth self-efficacy and employee agility was identified. It is also meaningful that the role of growth mindset has been identified as an individual difference factor acting on these mechanisms. Based on these findings, this study raises the need and possibility that more research on growth mindset should be conducted in the field of leadership.

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