• 지식경영연구
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• 제14권3호
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.338-344
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• 2009

Organizational learning of construction team has been long addressed in the literatures, but the mechanism of learning and the influence of leader in the team still remain vague. This paper presents a computational model (OLT) depicting the mechanism and the influence of leader in a systemic way. The OLT model is a multi-agent system based on some eloquent propositions proposed in previous researches. The proposed model is preliminarily validated by some toy-problem simulations. In the OLT model, the leader is assigned as a project manager. The results show that a proper leader can effectively improve the learning process and the result-in performance, in which the team learning is mainly affected by both the leader and the majority in a team. Based on our findings, two propositions are concluded accordingly: (1) Learning of a team would be enhanced if a proper leader is assigned; (2) The effectiveness of learning would increase in a team, in which the members retain explorative attitudes.

• 기술혁신연구
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• 제13권1호
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• 한국콘텐츠학회논문지
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• 제15권4호
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• pp.420-430
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• 2015

본 연구는 지각된 팀효능감의 선행변인으로서 LMX의 역할과 결과변인인 조직시민행동과의 관계를 규명함과 동시에 지각된 팀효능감의 매개효과와 리더 도덕성의 조절효과를 검증하였다. 연구결과, 첫째, 높은 수준의 LMX는 구성원들이 지각하는 팀효능감에 통계적으로 유의미한 긍정적인 영향을 주었다. 둘째, 구성원들이 팀효능감을 높게 지각할수록 개인지향(OCBI) 및 조직지향(OCBO) 조직시민행동에 긍정적인 영향을 주었다. 셋째, 지각된 팀효능감은 LMX와 OCBI의 관계에서는 완전매개역할을, LMX와 OCBO의 관계에서는 부분매개역할을 수행하였다. 마지막으로 리더 도덕성은 LMX와 조직시민행동(OCBI, OCBO) 모두에서 리더도덕성이 높은 집단이 그렇지 않은 집단에 비해 더욱 높게 나타났다. 마지막으로 토의 및 결론을 통해, 본 연구의 시사점과 한계점 및 향후 연구방향을 제시하였다.

• The Journal of Asian Finance, Economics and Business
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• 제5권4호
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• pp.149-160
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• 2018

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team's demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader's teamwork behaviors and each team's climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.

• 공학교육연구
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• 제24권1호
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• pp.3-14
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• 2021

The purpose of this study is to analyze the characteristics of efficient problem-solving teams and inefficient problem-solving teams using SYMLOG. In this study, 35 college students majoring in engineering education at C university were organized into 7 teams and carried out technological problem solving projects over one semester. Based on the results of the team project, the top 2 teams were defined as efficient problem solving teams and the bottom 2 teams were defined as inefficient problem solving team, and analyzed the characteristics of the team using SYMLOG. The main results are as follows: First, an analysis of SYMLOG from efficient problem solving teams and inefficient problem solving teams showed that there was a difference between self-awareness and others' perception in terms of U(Upward)-D(Downward) dimension. Second, in the inefficient problem solving teams, there was a significant difference between self-awareness and others' in the F(Forward)-B(Backward) dimension. Third, there was no difference between self-awareness and others' in both efficient and inefficient teams at the P (Positive)-N(Negative) dimension. Fourth, an efficient problem-solving team had a clear leader, and there was a team member who supported the leader. On the other hand, the inefficient problem-solving team did not have a clear leader, or one person played the role of leader and there were no team members supporting the leader.

• 경영과정보연구
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• 제31권2호
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• pp.199-230
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• 2012

조직구조의 수평화 경향으로 기업들이 팀제 운영을 확대하고 있다. 팀에서의 상호작용 측면에서 볼 때 구성원들의 팀장에 대한 감성경험은 중요하며 부하의 태도 및 행동에 영향을 미치게 된다. 그동안 신뢰형성에 합리적인 측면이 미치는 영향에 관련된 연구는 많이 진행된 반면, 감성적 관점에 대한 연구는 미흡하다. 이에 본 연구에서는 팀장의 감성지능이 부하의 정서적 몰입 및 조직시민행동에 미치는 프로세스에서 상사신뢰를 매개변수로 선정하여 분석하였다. 실증분석결과 첫째, 팀장의 감성지능은 부하의 정서적 몰입 및 조직시민행동에 유의한 정의 영향을 미치는 것으로 나타났다. 둘째, 신뢰의 매개효과 분석결과 팀장의 감성지능과 정서적 몰입의 관계에서 인지기반신뢰와 정서기반신뢰 모두 완전매개역할을 하는 것으로 나타났다. 반면, 팀장의 감성지능과 조직시민행동의 관계에서 인지기반신뢰와 정서기반신뢰는 부분매개역할을 하는 것으로 나타났다. 이러한 분석결과는 조직에 대한 부하의 심리적 몰입을 유도하기 위해서는 리더에 대한 신뢰가 반드시 필요한 반면, 부하의 조직시민행동은 신뢰라는 메커니즘을 반드시 거치지 않아도 유발될 수 있다고 해석할 수 있다. 또한 팀장에 대한 정서적 신뢰 뿐 아니라 인지적 신뢰에 리더의 감성관리능력이 영향을 미치는 것으로 나타났다. 본 연구의 시사점으로는 첫째, 선행연구에서 그동안 미흡했던 신뢰형성의 감성적 측면에 대한 이해를 높이고, 팀장 감성지능과 부하의 정서적 몰입 및 조직시민행동간의 관계에서 신뢰(인지기반신뢰, 정서기반신뢰)의 메커니즘 검증에 의의가 있다. 둘째, 방법론적인 의의로 팀장자신의 감성지능을 직접 측정한 점과 부하의 조직시민행동을 팀장이 평가하는 설문응답방식을 시도하여 동일응답자 편의의 문제에서 벗어나기 위한 연구노력을 하였다는 점이다.

• 대한임상검사과학회지
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• 제50권1호
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• pp.54-62
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• 2018

2000년대 병원경영전략의 변화로 조직구조가 계층제에서 팀제로 전환되었다. 계층제는 직무 중심, 직책연계, 수직적 관리가 특징이며 팀제는 직능 중심, 직책분리, 수평적 관리가 특징이다. 임상병리사 관리자 명칭은 1997년, 2007년, 2017년 세 차례에 걸쳐서 조사되었다. 수도권에 소재한 500병상 이상의 24개 병원에서 근무하는 직원들을 통해 확인되었다. 그 결과는 14개 병원에서 "팀장; 파트장" (59%), 7개 병원에서 "기사장; 수석기사" (29%), 3개 병원에서 "실장" (12%) 명칭을 사용 중에 있다. 본 저자들은 임상병리사가 현재 사용하고 있는 세 가지 직위나 직책명칭을 개선하기 위해 팀제를 기반으로 대안을 제안한다. 첫째, 기사장은 기사부장 또는 기사과장인지 지위가 불분명한 명칭이다. 기사장은 "팀장"으로 변경할 것을 제안한다. 둘째, 수석기사 또는 계장이 수간호사와 같은 직위 수준이라고 가정한다면, 수석기사 또는 계장을 파트장(유닛장)으로 변경할 것을 제안한다. 셋째, 직제규정은 계층제의 경우 검사의학과로만 표기되지만 팀제에서는 검사의학팀으로 표기된다. 임상병리사들은 팀제를 통해 소속감, 연대감, 친밀감을 더욱 갖게 된다.

• 한국콘텐츠학회논문지
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• 제15권6호
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• pp.463-476
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• 2015

전통적인 리더십 이론들은 공식적 권한을 가진 직책자를 리더로 전제해 왔다. 그러나 최근의 경영환경은 비직책자인 팀원도 리더십을 발휘해야하는 상황에 있다. 이에 본 연구에서는 팀원의 리더십과 그 효과성을 검증하고자 했다. 또한 팀원의 이슈리더십 행동의 강도를 조절하는 요인으로서 상사지원의 조절효과를 검증하였다. 분석결과 비직책자인 팀원의 이슈리더십은 오디언스의 리더수용과 팀 성과에 정(+)의 영향을 미는 것으로 나타났다. 그러나 팀원의 이슈리더십과 리더수용 간의 상사지원의 조절효과는 통계적으로 유의하지 않았고 이슈리더십과 팀 성과 간의 상사지원 조절효과는 부(-)적인 관계임을 새로 발견 했다. 본 연구는 팀원의 리더십과 그 효과성을 실증하고, 일반적인 기대와는 달리 상사의 지원이 오히려 팀원의 리더십 발휘를 저해하는 요인임을 발견하였다는 것에 의의가 있다.

• 인터넷정보학회논문지
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• 제19권5호
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• pp.123-131
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• 2018

A virtual team consists of various members with a range of professional skills. An IT virtual team can confer such advantages as improving creativity and solving problems in e-business. However, virtual teams are less cohesive than off-line based teams, at least partly because they do not meet face-to-face to solve problems. If the cohesion of the members in a team is weak, overall performance can decrease. Therefore, this study seeks to understand the specific types of leadership needed to increase the cohesiveness of the members in a virtual team. Leadership is the most important factor for the successful operation of a virtual team. Leaders engage members with goals, and motivate them by creating positive relationships. This study describes the idealized influence of transformational leadership in which a leader directly engages members in a goal, and the role of participative goal setting in which members set their own goals. In addition, this research demonstrates the benefits of a positive attitude of a leader towards their team members and the influence of leader-member exchanges. If the cohesion of virtual teams is improved through specific leadership, the team members will be more committed to their teams and work, and the team's performance will improve. Furthermore, the successful operation of virtual teams will provide an opportunity for companies in e-business to gain a competitive advantage in the contemporary environment, where creativity is important.