Browse > Article
http://dx.doi.org/10.14400/JDC.2018.16.4.069

A Study on the effect of Shared Leadership to Innovation Behavior - The moderate effect of Trust -  

Lee, Sun-kyu (Business School, Kumoh National Institute of Technology)
Noh, Yeon-sook (Business School, Kumoh National Institute of Technology)
Kang, Eun-gu (Business School, Kumoh National Institute of Technology)
Publication Information
Journal of Digital Convergence / v.16, no.4, 2018 , pp. 69-77 More about this Journal
Abstract
In this study, we examine the relationship between shared leadership and innovation behaviors of the members, and try to understand what moderate effect trust in these relationships. To do this, we set up research models and hypotheses that shared leadership will influence innovative behavior through literature review. We also added the moderating effect of Trust on the relationship between these variables. For the empirical analysis, a questionnaire survey was conducted for corporate member in Daegu and Kyungbuk area. Multiple regression analysis and hierarchical regression analysis were conducted to test hypotheses. As a result, Shared leadership has a significant effect on innovation behavior. In particular, trust among members has been shown to regulate the relationship between shared leadership and innovation behavior. The results of this study will be applied to the strategic human resources management of major organizations.
Keywords
Shared leadership; Innovation behavior; Trust in supervisor; Trust between members; Team effectiveness;
Citations & Related Records
Times Cited By KSCI : 1  (Citation Analysis)
연도 인용수 순위
1 Ivey, M., &Sanders, E. (2006). Designing a physical environment for co-experience and assessing participant use. In Wonderground, Design Research Society International Conference (pp. 1-35).
2 Jackson, S. E., DeNisi, A. & Hitt, M. A. (Eds.). (2003). Managing knowledge for sustained competitive advantage: Designing strategies for effective human resource management (Vol. 21). John Wiley & Sons.
3 Janssen, I., Heymsfield, S. B., Wang, Z. & Ross, R. (2000). Skeletal muscle mass and distribution in 468 men and women aged 18-88 yr. Journal of applied physiology, 89(1), 81-88.   DOI
4 Jones, G. R. & George, J. M. (1998). The experience and evolution of trust: Implications for cooperation and teamwork. Academy of management review, 23(3), 531-546.   DOI
5 Kayes, A. B., Kayes, D. C. & Kolb, D. A. (2005). Experiential learning in teams. Simulation & Gaming, 36(3), 330-354.   DOI
6 M. Y. Kim & Y. S. Lee. (2000). The foundation of trust and distrust that the subordinates have in the Korean corporate organization. Korean Journal of Psychology: Cultural and Social Issues, 6(3), 99-120.
7 Mayer, R. C., Davis, J. H. & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of management review, 20(3), 709-734.   DOI
8 McAllister, D. J. (1995). Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of management journal, 38(1), 24-59.
9 Mehra, A., Smith, B. R., Dixon, A. L. & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17(3), 232-245.   DOI
10 Neck, C. P., & Houghton, J. D. (2006). Two decades of self-leadership theory and research: Past developments, present trends, and future possibilities. Journal of managerial psychology, 21(4), 270-295.   DOI
11 D. M. Yang, H. J. No & D. S. Sim. (2012). The Effects of Shared Leadership on Team Efficacy and Team Commitment in Project Team - Verification of Mediating Effects of Task Adjustment and Task Sharing. Business Management Research (formerly Dongrim Management), 42(single issue), 127-147.
12 S. K. Lee, K. H. Son, E. G. Kang, Y. H. Kim. (2014). A Study on the Influence of Empowering-Leadership to Creativity and Job attitude. The Journal of Digital Policy & Management, 12(8), 85-99.
13 Van de Ven, A. H. (1986). Central problems in the management of innovation. Management science, 32(5), 590-607.   DOI
14 Waddock, S. A., &Graves, S. B. (1997). The corporate social performance-financial performance link. Strategic management journal, 303-319.
15 Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The leadership quarterly, 10(2), 285-305.   DOI
16 Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81.   DOI
17 Amabile, T. M. (1998). How to kill creativity (Vol. 87). Boston, MA: Harvard Business School Publishing.
18 Ciancutti, A., & Steding, T. L. (2001). Built on trust: Gaining competitive advantage in any organization.
19 Cohen, D., & Prusak, L. (2000). In good company: The role of social capital in organizations. Harvard Business School Press, Boston, MA.
20 Covey, S. R. (1990). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change Publisher.
21 Katz, D.,& Kahn, R. L. (1978). The social psychology of organizations (Vol. 2). New York: Wiley.
22 J. S. Song & P. S. Yang. (2009). Mediating effects of psychological empowerment on the relationship between supervisor trust and innovation behavior. Industrial Economics Research, 22(5), 2437-2455.
23 Kanter, R. M. (1988). Three tiers for innovation research. Communication Research, 15(5), 509-523.   DOI
24 Olivotto, I. A., Bajdik, C. D., Ravdin, P. M., Speers, C. H., Coldman, A. J., Norris, B. D., & Gelmon, K. A. (2005). Population-based validation of the prognostic model ADJUVANT! for early breast cancer. Journal of Clinical Oncology, 23(12), 2716-2725.   DOI
25 O'Toole, M. (2002). The relationship between employees' perceptions of safety and organizational culture. Journal of safety research, 33(2), 231-243.   DOI
26 Pearce, C. L. (2007). The future of leadership development: The importance of identity, multi-level approaches, self-leadership, physical fitness, shared leadership, networking, creativity, emotions, spirituality and on-boarding processes. Human Resource Management Review, 17(4), 355-359.   DOI
27 Pearce, C. L. & Sims Jr, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group dynamics: Theory, research, and practice, 6(2), 172.   DOI
28 J. G. Seo & A. J. Hong. (2015). The Effects of Shared Leadership on Innovative Behavior and Mediating Effects of Unsupervised Learning and Job Cohesiveness. Journal of Business Research, 28(3), 981-1008.
29 Sivasubramaniam, N., Murry, W. D., Avolio, B. J. & Jung, D. I. (2002). A longitudinal model of the effects of team leadership and group potency on group performance. Group & Organization Management, 27(1), 66-96.   DOI
30 S. K. Lee, E. G. Kang, S. D. Goo. (2017). A Study on the effect of Empowering Leadership to Organizational Citizenship Behavior - Mediating Effect of Self-Leadership. The Journal of Digital Policy & Management, 15(11), 209-220.
31 Ensley, M. D., Hmieleski, K. M., &Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. The leadership quarterly, 17(3), 217-231.   DOI
32 Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage.
33 Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative science quarterly, 574-599.
34 Avolio, B. J., Jung, D. I., Murry, W. & Sivasbramaniam, N. (1996). Building highly developed teams: Focusing on shared leadership process, efficacy, trust, and performance.
35 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.   DOI
36 Barney, J. B., &Hansen, M. H. (1994). Trustworthiness as a source of competitive advantage. Strategic management journal, 15(S1), 175-190.   DOI
37 Bouty, I. (2000). Interpersonal and interaction influences on informal resource exchanges between R&D researchers across organizational boundaries. Academy of Management Journal, 43(1), 50-65.   DOI
38 Carson, J. B., Tesluk, P. E. & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of management Journal, 50(5), 1217-1234.   DOI
39 Cooke, P., & Wills, D.(1999). Small firms, social capital and the enhancement of business performance through innovation programmes. Small business economics, 13(3), 219-234.   DOI
40 Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of management journal, 34(3), 555-590.
41 Ensley, M. D., Pearson, A., &Pearce, C. L. (2003). Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda. Human Resource Management Review, 13(2), 329-346.   DOI
42 E. G. Kang, S. K. Lee. (2017). A Study on the effect of Perceived Organizational Support to Organizational Citizenship Behavior in the convergence age. The Journal of Digital Policy & Management, 15(9), 99-110.
43 Georgianna, S. (2007). Self-leadership: a cross-cultural perspective. Journal of Managerial Psychology, 22(6), 569-589.   DOI
44 Hoch, J. E. (2013). Shared leadership and innovation: The role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), 159-174.   DOI
45 Hiller, C. E., Refshauge, K. M., Bundy, A. C., Herbert, R. D., &Kilbreath, S. L. (2006). The Cumberland ankle instability tool: a report of validity and reliability testing. Archives of physical medicine and rehabilitation, 87(9), 1235-1241.   DOI