정서와 리더십에 대한 한 이론적 모형의 검증 - 카리스마적 및 감성적 리더십, 집단정서, 집단효과성

• 영문명: Test of a Model on Leadership and Affects: Charismatic, Affective Leadership, Group Affect and Group Effectiveness
• 발행기관: 한국인사조직학회
• 저자명: 이창준(Chang-Joon Lee) 윤정구(Jeongkoo Yoon)
• 간행물 정보: 『인사조직연구』인사·조직연구 제15권 제3호, 1~51쪽, 전체 51쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2007.09.30

국문 초록

  본 논문은 리더가 집단정서를 통해 어떻게 집단성과를 높일 수 있는지를 이론적 모형으로 구안하고, 시나리오 및 현장연구를 통해 검증하였다. 먼저 집단정서와 가창 큰 연관성을 가진 카리스마적 리더십과 감성적 리더심이 정서원형 모형에 기반하여 쾌활성화의 정서인 〈흥미/열정〉과 쾌의 정서인〈기쁨/만족〉의 두 정서자원을 어떻게 동원할 수 있는가에 대한 잠재력과 메커니즘을 이론화하였다. 둘째, 이 두 가지 집단정서가 집단유지에 공헌하는 팀몰입과 집단변화를 유발하는 혁신성향에 각기 어떤 차별적 영향을 미칠 수 있는지를 논의하였다. 마지막으로 집단정서의 중요성을 염두에 둘 때 집단정서가 두 리더십과 집단성과 간을 매개할 것이라는 기절을 설정하였다. 카리스마적 리더와 감성적 리더를 실험조건으로 한 시나리오연구 (n＝128)와 현장연구 (n＝34 팀) 결과 시나리오 연구에서는 가설 1의 예측과 달리 카리스마적 리더가〈흥미/열정>, 〈기쁨/만족〉에 모두 긍정적 영향을 미치는 반면 감성적 리더는 가설 2에서 예측한대로 〈흥미/열정〉보다는 〈기쁨/만족〉에 보다 긍정적 영향을 미치는 것으로 나타났다. 한편 현장연구에서는 가절1과 2에서 예측한 대로 카리스마적 리더가 이끄는 팀은 상대적으로 〈흥미/열정〉을, 감성적 리더가 이끄는 팀은 〈기쁨/만족〉의 정서를 보다 더 많이 느끼는 것으로 나타났다. 또한 시나리오 연구결과는 두 정서가 팀몰입과 혁신성향을 모두 증가시키고 있으나 이 중〈기쁨/만족〉의 정서는 상대적으로 팀몰입을, 〈흥미/열정〉의 정서는 혁신성향과 팀몰입 모두를 향상시키는 것으로 나타났다. 또한 리더십을 통한 집단 효과정은 두 정서를 매개로 하거나 직접적으로 발현되는 것으로 나타났다.

영문 초록

  This study aims for explaining types of leadership and how they affect group effectiveness through mobilizing groups" emotional capability. Two styles of leadership charismatic and affective will be investigated. Building upon House (1977) and Conger (1989), we define charismatic leaders as ones who excite their followers with a strong vision for their organization, demonstrate confidence in their followers" abilities, and show enthusiasm and passion for improving organizational performance (Choi & Yoon, 2005; Yoon, 2006). Drawing upon the mixed model of affective leadership (Goleman, 1995, 1998), affective leaders are defined as those who demonstrate excellent skills in reading their and others" emotional currents, controlling their emotions, and mobilizing emotional resources in developing good relationships. What these two styles of leadership have in common is that both rely on emotions as one of their key leadership resources. This study aims to address the following question: what emotions does each style of leadership mainly aim to arouse and mobilize? Guided by the circumplex model (Larsen & Diener, 1992), we hypothesize that charismatic leaders are more likely to arouse emotions of interest/excitement whereas affective leaders are more likely to elicit emotions of pleasure/happiness.
  Our study also investigates the causal effects emotions have on organizational effectiveness in two dimensions: innovativeness and affective commitment. Innovativeness is the tendency among employees to voluntarily cooperate with their colleagues to seize on new opportunities and better ways of completing tasks (Bateman & Michael, 1993; Scott &Bruce, 1994; Yoon, 2001). Affective commitment is measured by the degree to which employees identify themselves with their organizational units (Allen & Meyer, 1990; Meyer & Allen, 1991). This study hypothesizes that pleasure/happiness affects affective commitment more than innovativeness, whereas interest/excitement affects innovativeness more than affective commitment. The rationale behind our hypothesis is that interest/excitement is an emotion of looking forward, fostering anticipations for the future and pleasure/happiness is an emotion of looking backward, gratifying members with the past success(Lawler & Yoon 1993, 1996, 1998). As such, affective commitment is a dimension of group effectiveness in relation to efficiency and organizational stability; while innovativeness is group effectiveness in relation to organizational change and adaptiveness.
  On the basis of these theoretical discussions, we derive five key hypotheses: 1) that charismatic leaders tend to increase interest/excitement more than pleasure/happiness, 2) that affective leaders tend to enhance pleasure/happiness more than interest/excitement, 3) that, as the employees experience more interest/excitement, they are more likely to engage in innovative behavior, 4) that, as the employees experience more pleasure/happiness, they are more likely to show their affective commitment to their organizational unit. The 5th and final hypotheses examine the mediation effects. Hypothesis 5－1 predicts that the indirect effect of charismatic leadership on innovativeness through interest/excitement will be greater than its direct effect. Hypothesis 5－2 predicts that the indirect effect of affective leadership on affective commitment through pleasure/happiness will be greater than its direct effect.
  We designed a 2×2 vignette study (High vs. Low Charisma by High vs. Low Affective Leader) (n ＝128) and a field study to directly test the hypotheses (n ＝ 34 teams). The results from the vignette study indicate that, contrary to the prediction by Hypothesis 1, charismatic leaders increase both emotions, whereas, in support of Hypothesis 2, affective leaders increase more pleasure/happiness than interest/excitement. The results from the fie

목차

〈초록〉
Ⅰ. 서론
Ⅱ. 집단 정서
Ⅲ. 이론적 모형 및 가설
Ⅳ. 연구 1 : 시나리오 연구
Ⅴ. 연구 2 : 현장 보충연구
Ⅵ. 토의 및 시사점
참고문헌
부록
ABSTRACT

키워드

카리스마적 리더십 감정적 리더십 집단정서 집단성과 Affective Leadership Charismatic Leadership Affects Group Effectiveness