보험영업 팀의 사회적 자본과 팀 유효성 -거래적 리더십의 조절효과- (Social Capital and Team Effectiveness among Insurance Sale Teams: The Moderating Role of Transactional Leadership)

서지정보

· 발행기관 : 한국기업경영학회
· 수록지 정보 : 기업경영연구 / 18권 / 1호 / 105 ~ 125페이지
· 저자명 : 이정민, 박동수, 김수희

초록

본 연구는 사회적 자본과 거래적 리더십에 대한 중요성을 보험영업팀에 대한 실증 조사를 통하여 파악하고자 하였다. 사회적 자본의 구성요소인 과업상호의존성과 상사신뢰 및 감성지능이 팀 유효성의 대리변수인 직무만족과 팀몰입에 미치는 영향을 파악하고 아울러 조절 변수로서 팀장의 거래적 리더십에 따라서 사회적 자본이 팀원의 팀 유효성에 미치는 영향에 어떠한 차이가 있는가를 검증하였다. 연구결과를 보면 상사신뢰가 높을수록 팀몰입과 직무만족이 높은 것으로 나타났으며 감성조절이 높을수록 팀몰입과 직무만족이 높은 것으로 나타났으며 감성이해와 감성 활용이 높을수록 직무만족이 높은 것으로 나타났다. 또한 상사신뢰와 감성이해, 감성조절이 높을 때 예외적 관리를 하면 팀몰입이 높은 것으로 나타났으며, 감성이해가 높을 때 예외적 관리가 직무만족을 높이는 것으로 나타났다.

영어초록

It has been a conventional wisdom that the more a team utilizes the social capital in a team, the better the performance of the team with some positive moderating effect of transactional leadership of the team leader. By presenting a frame work of the cognitive, social, and behavioral complexities of leadership, Hooijberg, Hunt, and Dodge (1997) indicated that good leaders need to have a good understanding of their own emotions as well as those of others, and are able to regulate their own emotions when interacting with others. Literature review gives us some definition of social capital within the team, and implies the moderating role of transactional leadership in the relationship between the social capital and the team leadership effectiveness. This study examines empirically the relationship of social capital configuration and organizational effectiveness among sales teams in insurance companies in Korea. Also, it attempts to identify any moderating effect of transactional leadership in the relationship.
Research data were collected through questionnaire survey and used for empirical analysis. Along with reliability and validity test, correlation and multiple regression analysis were done for the data to verify the hypotheses proposed in the study. Conclusions of this study are as follows.
First, trust in team leader and other’s emotional appraisal(OEA) were shown as affecting positive (+) influence to the organizational commitment. However, task interdependence, self-emotional appraisal(SEA), and use of emotions(UOE) appeared as not affecting to the organizational commitment from the result of verifying a hypothesis that social capital would affect positive (+) influence to the organizational commitment. Second, team member’s superior confidence in team leader and self-emotional appraisal, use of emotions, and regulation of emotions(ROE) were shown as affecting positive (+) influence to the job satisfaction from verifying a hypothesis that social capital would affect positive (+) influence on the job satisfaction. Third, for the moderating role of transactional leadership, conditional compensation appeared as not working as one of moderators in the relations of independent variables and dependent variables. Instead, conditional compensation was shown as affecting directly both the organizational commitment and job satisfaction as an independent variable. Exceptional management was indicated as having some moderating role in the relations between independent variables and dependent variables. That is, exceptional management was moderating in the relations between trust in team leader and organizational commitment, in the relations between self-emotional appraisal and organizational commitment, in the relations between use of emotions and organizational commitment, and in the relations between self-emotional appraisal and job satisfaction.
One of the theoretical contribution of the study could be an empirical application of the three component construct of the social capital. Though there were many theories on the construct of social capital, this study used three component version of social capital: structural aspects, relational aspects, and cognitive aspects. as proposed by Nahapiet and Ghoshal (1998). So far in other preceding researches “trust in superior” has been used mostly for its cognitive components. In this study, we attempt to apply emotional intelligence as a proxy for the cognitive component of human network relations in social capital. This implies that cognitive level of information can be converted into knowledge by personal cognitive ability in the social situations. Thus, by understanding the social situations and meaningful relationships among the members, an emotionally intelligent group can create some degree of value to the group with different cognitive characteristics within the organization by enhancing the group process for achieving the group goals. Consequently, this study used emotional intelligence as a proxy for a cognitive component of social capital.
Some practical implications of the study are as follows. First, the results of the study indicated that emotional intelligence affects positive (+) influence to organizational commitment and job satisfaction. Following on the lessons from literature that emotional intelligence can be improved through education and training, we may suggest that those who are high in regulation of emotions can show quick recovery from psychological stress, and get interests in the new problems when facing negative emotion.
We also can draw some lessons from the moderating role of transactional leadership in team management. Specifically, exceptional management, which means intervention of the leader when members do not reach the level of accomplishment the leader and member have agreed on, is a negative type of feedback to warn the member of failing to keep up the expectation of the team leader. However, this study show that we can raise up members’ organizational commitment and job satisfaction by signaling punishment actions based on the objective diagnosing the cause of members’ low performance due to member's lack of efforts or organization's lack of support for training and development of them.

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