변혁적 리더 대 진성 리더: 변혁적 리더십의 재조명 (Transformational Leader vs. Authentic Leader: Transformational Leadership Revisited)

서지정보

· 발행기관 : 한국경영학회
· 수록지 정보 : 경영학연구 / 41권 / 3호 / 539 ~ 573페이지
· 저자명 : 정예지, 이수정, 김문주

초록

본 연구는 최근 리더십 연구의 가장 큰 화두로 떠오르고 있는 진성 리더십이 팀 효과성에 미치는 영향력을 분석하고 있다. 진성 리더십 관련 연구에서는 업무와 부하직원에 대해 권한을 행사함으로써 성과에 영향을 미치는 기존 리더십의 한계점을 비판하면서 타인이 아닌 리더 자신에게 솔직한 리더가 팀의 장, 단기 성과에 더 큰 공헌을 할 수 있다고 본다.
즉, 자아의 장단점을 파악함으로써 자신이 누구인지 스스로에 대한 이해를 바탕으로 자기를 인식하고 자기 규제를 통해이상적 자아와 현재 자아 간의 극간(gap)을 줄이기 위해 노력하는 리더를 진성 리더라 칭하고 다른 리더십과는 분명히구별되는 독립적인 개념임을 주장한다. 이에 본 연구에서는 기존 리더십을 대표할 수 있는 변혁적 리더십과 진성 리더십의 영향력을 동시에 분석해 봄으로써 과업과 관련된 효과성(팀 성과와 팀 창의성)과 조직 내 질서 유지에 관련된 효과성(조직몰입과 조직정치지각)에 미치는 상이한 영향력을 검증하고 비교하였다. 그 결과, 변혁적 리더십은 팀 성과와 팀 창의성에 긍정적인 영향을 미치지만 조직몰입과 조직정치지각에는 유의한 영향력이 없는 것으로 분석되었다. 반면, 진성 리더십은 팀 성과와 팀 창의성과 같은 성과 관련 효과성 뿐 아니라 질서 유지 관련 효과성에도 통계적으로 유의한 영향력을미치는 것으로 나타났다. 이러한 연구결과를 바탕으로 변혁적 리더십과 진성 리더십이 조직 및 팀에게 주는 함의점과 관리자에게 주는 시사점에 대해 심도있게 논의하였다.

영어초록

In recent years, we are facing with a serious problem of the market-capitalist system caused by immorality and unethical practice of leaders who have led capitalism. This research analyzes the effectiveness of authentic leadership which has emerged recently as one of the most interesting fields in leadership studies. It selects South Korea as the empirical case study.
Researchers on authentic leadership have pointed out the limitation of traditional leadership theories which only concentrating on the skill and style of leaders. They also insist that authentic leaders can make a greater contribution to both long-term and short-term performance than any other types of leaders.
In this research, we define authentic leadership as 'a very basic, genuine element and a root construct of positive leadership.' Authentic leaders are sincere to themselves and exhibit behavior positively and transform or develop associates into leaders themselves. An authentic leader mainly shows two kinds of character which are self-awareness and self-regulation. Selfawareness is the starting point of authentic leadership and it means that leaders know mission,visions, identity, emotions, motives, and values of leader themselves and their organizations.
And authentic leaders also need to be fully aware of themselves. Self-regulation is a kind of self-control mechanism where authentic leaders try to reduce discrepancies between the actual-self and ideal-self. Self-regulation of authentic leadership helps the leader to endure the external influence and pressure.
To verify the effect of authentic leadership, authors compare the effects of transformational leadership on team effectiveness. Although the primary purpose of this study is to test persuasiveness of the authentic leadership theory, we also try to analyze the effect of transformational leadership at the same time as it is well known for its universality in leadership studies. The results show that both leaderships have a positive effect on change-related performance(team performance and teaminnovativeness) and order-related performance (organizational commitment)and have a negative effect on perceived organizational politics. However, if the authentic leadership is controlled, the effect of transformational leadership on order-related performance(organizational commitment and perceived organizational politics) disappears. The effects of authentic leadership on team performance, whereas, team innovativeness, organizational commitment, and perceived organizational politics are all still significant.
In conclusion, authors found the possibilities of authentic leadership in Korean firms and argue that various type of leaderships without authenticity could be just skills, gesture, and style of leaders. Even though transformational leadership has a strong effect on changerelated performance, we suggest that it is necessary to distinguish ‘pseudo’ transformational leadership from ‘authentic’ transformational leadership and their effect on team effectiveness.
We also discussed the managerial implications of our claims.

참고자료

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