변혁적 리더십과 진성 리더십이 팀 성과에 미치는 차별적 효과에 관한 연구 (The Differential Effects of Transformational Leadership and Authentic Leadership on Team Performance)

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초록

본 연구는 최근 리더십 분야에서 각광받고 있는 진성 리더십(authentic leadership)과 함께 리더십 선행 연구에서 대표적으로 조직성과에 긍정적 영향을 미치는 것으로 알려진 변혁적 리더십(transformational leadership)의 효과성을 한모형 내에서 함께 분석하고 두 리더십이 팀 성과에 미치는 영향력과 그 과정을 팀 수준에서 분석한다. 본 연구에서는 기존 연구에서 한 발 더 나아가 두 리더십이 성과에 영향을 미치는 과정에서 긍정 정서로서의 팀 에너지(team energy)와긍정 인지로서의 팀 효능감(team efficacy)이 리더십과 성과 간 매개 역할을 한다고 주장한다. 결과적으로 본 연구에서는 진성 리더십과 변혁적 리더십이 팀 수준 에너지와 효능감을 통해 팀 성과에 영향을 미치는 과정에서의 차별적 프로세스와 영향력을 비교해 보고자 한다. 변혁적 리더십과 진성 리더십의 영향력을 검증한 결과, 변혁적 리더십은 팀 에너지만을 매개로 하여 팀 성과에 긍정적 영향을 미치며 팀 성과에 대한 직접적인 영향력은 나타나지 않았다. 반면, 진성 리더십은 팀 에너지와 팀 효능감 모두를 매개로 하여 팀 성과에 긍정적 영향을 미치는 것은 물론 팀 성과에 직접적인 영향을 미치는 것으로 밝혀졌다. 본 연구에서는 이와 같은 연구 결과에 대한 실무적, 이론적 함의점에 대해 심도있게 논의한다.

영어초록

This research examines authentic leadership emerged recently as one of the most interestingleadership research topics. Authentic leadership has emerged as an umbrella concept over thelast several years bridging the leadership, spirituality, and positive organizational behaviorliteratures. In this study, I define authentic leadership as a leadership with greater self-awarenessand self-regulated behaviors on the part of leaders and associates, fostering positive selfdevelopment(Luthans and Avolio, 2003). Among others, two key constructs of authentic leadershipare self awareness and self regulation.
Self-awareness refers to the extent to which leaders understand their strength, motives, andmission. Self-regulation is the process through which leaders strive to maintain and pursuetheir mission and goals in light of their values. Researchers insist that authentic leaders cancontribute to hard performance as well as soft performance such as organizational commitment,job satisfaction, and OCB.
In this study, I hypothesize the effects of transformational and authentic leadership on teamperformance and examine team energy as positive emotion and team efficacy as positive cognitionas mediation mechanisms between leadership and team performance. These mediation mechanismsdovetail with the research of positive psychology shifting the focus in psychology from dysfunctionalmental illness or negativity to mental health or positivity. This hypothesis calls attention toorganizational members' happiness, strength, or wellbeing.
To advance the team-level analysis, I collected data from 693 employees from 121 teams, 4industries. The sample consisted of 583 males and 110 females. The mean of team tenure of participants was 3.8 years and the mean number of team size was 5.72. I designed a robustresearch model in order to assess model fit and avoid issues of common method variance. Usingthe verified model, standardized path coefficients were examined to test research hypotheses.
Supporting the most predictions, the results show that authentic leadership has a positiveimpact on team performance and this relationship was partially mediated through team energyand team efficacy. However, the effects of transformational leadership on performance andteam efficacy disappear after the effect of authentic leadership controlled for; the relationshipbetween transformational leadership and team performance is fully mediated by team energy.
This findings suggest that previously known effects of transformational leadership on teameffectiveness be overstated.
Even though transformational leadership still has an effect on team performance through teamenergy, this research suggests that various styles of leadership such as charismatic, transformational,or visionary leadership 'without authenticity' could be a liability, because they could be perceivedas mere skills and gestures by the followers. We discuss implications of findings in details.

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