팀웍, 조직냉소주의 및 조직시민행동에 대한 변혁적 리더십과 거래적 리더십의 효과 :고용지원센터 팀을 대상으로

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저자정보: 김진희 (대구가톨릭대학교)

저널정보: 한국인사조직학회 인사조직연구 인사조직연구 제16권 제4호

발행연도: 2008.1

수록면: 1 - 40 (40page)

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본 연구는 팀장의 변혁적 리더십과 거래적 리더십이 집단차원의 맥락적 요인인 팀웍, 조직냉소주의에 미치는 효과와 조직시민행동에 대한 영향을 분석하였다. 지금까지 조직시민행동에 대한 대부분의 연구는 개인을 분석단위로 하여 이루어져 왔지만, 최근에는 집단차원에서의 조직시민행동과 관련한 연구의 관심도 높아지고 있다. 연구 모형은 변혁적 리더십과 거래적 리더십이 팀웍을 높이고, 조직냉소주의를 감소시키는 것으로 가정하였다. 그리고 변혁적 리더십과 거래적 리더십의 효과 중에서 변혁적 리더십이 거래적 리더십보다 팀웍을 높이고 조직냉소주의를 줄이는 부가적 효과가 더 클 것으로 가정하였다. 마지막으로 팀웍은 조직시민행동에 긍정적이며, 조직냉소주의는 조직시민행동에 부정적인 영향을 미칠 것으로 설정하였다. 분석을 위한 자료는 노동부의 전국 71개 고용지원센터에 근무하는 2,500명에 대한 설문조사를 통하여 수집하였으며, 최종 응답자 1,488명 중 팀장이상 관리자 136명을 제외한 1,352명의 자료를 팀 수준으로 집합하여 총 169개 팀을 최종 분석에 활용하였다. 그리고 분석과정에는 변수 간 관계에 영향을 미치는 잠재방법요인을 가정하여 동일방법편의에 의한 변수 간 공분산의 문제를 해결하고자 하였다. 분석결과에 따르면 변혁적 리더십은 팀웍을 높이며 조직냉소주의를 줄이는 효과가 있는 것으로 나타났다. 반면 거래적 리더십은 팀웍에는 유의한 영향을 미치지 않으며, 조직냉소주의를 높이는 부정적 효과가 있었다. 또한 변혁적 리더십이 거래적 리더십보다 팀웍을 높이고 조직냉소주의를 줄이는 효과가 더 큰 것으로 나타났다. 마지막으로 팀웍은 조직시민행동에 긍정적 영향을 미치며, 조직냉소주의는 조직시민행동에 부정적인 영향을 미치는 것으로 나타났다.

The increased significance of teamwork in organizations today has garnered attention, and led to the emergence of theoretical analyses of team-based issues regarding the relationship between transformational/transactional leadership and OCB(organizational citizenship behavior). This paper examines the relationship between transformational/transactional leadership, organizational cynicism, teamwork and the OCB displayed by team members in job centers of the Ministry of Labor in Korea. This study focused on work teams in 71 job centers of the Ministry of Labor in Korea. These teams operated in a bureaucratic context, and dispensed special functions. Job centers must provide information pertaining to employment services to various customers. Specifically, job centers provide employment services, as well as help workers enhance their occupational skills, a job training network which prepares workers who are changing jobs or re-entering the job market. job center also supports stable supplies for loss of income subsidies, motherhood protection, and support programs for casual laborers through the employment insurance network. In the wake of the a recent trend of wide-ranging customer needs, accordingly, it is an important task for the improvement in the quality of employment services. However, Public goals(e.g., stability, formalities, hierarchy, and rule) of job centers should be performed as a public agency as well. Thus, team managers of job centers have a double-bind obligation for various customer needs and administrative affairs. In addition, this situation of job centers requires both a bureaucratic and an innovative culture to provide flexible services. On the bases of the context of job centers, it is assumed that team managers who have both transformational and transactional leadership style have a positive effect on teamwork, organizational cynicism, and OCB. The research model is also developed on the bases of a social exchange model, under the assumption that transformational leadership both has a more positive effect on teamwork, and a more diminishing effect on organizational cynicism compared to those of transactional leadership. Additionally, the research hypothesized that while teamwork promotes OCB, organizational cynicism negatively affects it. Teamwork, specifically refers to the degree of task-driven interaction among team members. Organizational cynicism can be defined as both a general and specific attitude, characterized by frustration, hopelessness, and disillusionment, and contempt toward and distrust of a group or an institution. OCB consists of OCB-I(altruism) and OCB-O(generalized compliance)(Williams & Anderson, 1991). On the basis of a literature review, hypotheses can be stated as follows. Hypothesis 1:Transformational leadership is positively related to team-work. Hypothesis 2:Transformational leadership is negatively related to organizational cynicism. Hypothesis 3:Transactional leadership is positively related to teamwork. Hypothesis 4:Transactional leadership is negatively related to organizational cynicism. Hypothesis 5:Transformational leadership has a greater effect on teamwork than does transactional leadership. Hypothesis 6:Transformational leadership has a more diminishing effect on organizational cynicism than does transactional leadership. Hypothesis 7:Teamwork is positively related to organizational citizenship behavior. Hypothesis 8:Organizational cynicism is negatively related to organizational citizenship behavior. Data were collected through questionnaire instruments from 1,352 employees of 71 job centers in the Ministry of Labor, who were divided into 169 teams. To test the hypotheses, structural equation modeling was employed. The size of the center, the longevity of team members, and the age of the members were controlled in the model. The research model was constructed through a single-method-factor approach in order to control for the effect of an unmeasured latent common method biases. The model is shown as adequately fitting to the data. The results of the research are summarized follows. First, transformational leadership has a positive and significant effect on teamwork and a diminishing effect on organizational cynicism. This confirms that transformational leaders are able both to unite followers and diminish frustration in the member’s attitude. Second, on the contrary to no significant effect of transactional leadership on teamwork, transactional leadership has a positive and significant effect on organizational cynicism in the job centers. Third, transformational leadership has a greater positive effect on teamwork and a more diminishing effect on organizational cynicism, as compared to transactional leadership. Many previous researchers have found additive effects of transformational leadership. Thus, this result could be supplemented with the additive effects of transformational leadership style. Finally, it was found that teamwork has a positive effect and organizational cynicism has a negative effect on organizational citizenship behavior. The research led to several points of the effects of transformational/transactional leadership on teamwork, organizational cynicism, and organizational citizenship behavior based on the culture of the job centers. The reasons for the contrasting effects of transactional leadership on teamwork and organizational cynicism are as follows. First, transactional leaders provide followers with something they want, in exchange of something that the leaders want. Such provision is based on an implied contract between the team manager and the members. From an institutional point of view in the Ministry of Labor, the team manager of a job center is not verified with the authority to evaluate and compensate subordinates. In contrast, a headquarter of the Ministry of Labor possesses the power for dispensing contingent rewards. However, in the job centers, contingent rewards by transactional leadership is dysfunctional, while that of management by exception is functional. At this point, implied contracts between leaders and followers are violated. Consequently, team managers who have transactional leadership style of job center promote higher cynicism and violate teamwork. The results offer several implications for team managers of job centers. First, the Ministry of Labor empowers manager in the job center to control evaluation and rewards for working transactional leadership mechanism. Second, in the machine bureaucracy form of structure, leadership is used as a means of ensuring flexible service, which requires a highly trained leader. Thus, leaders in the job center must take an innovative leadership training program. finally, the research led to the conclusion that transformational leadership is a critical job-resource, in addition, transactional leadership can be a factor for job-demand at the job centers. It is also found that teamwork and organizational cynicism are a critical predictor of organizational citizenship behaviors.

#Transformational Leadership #Transactional Leadership #Teamwork #Organizational Cynicism #Organizational Citizenship Behavior

참고문헌 (62)

참고문헌 신청

권석균 / 2004 / 공기업 조직구성원의 변혁적.거래적 리더십과 리더신뢰 / 인사관리연구 28(1):173~208

김경석 / 2006 / 조직시민행동의 개념적 본질에 대한 소고 / 인사·조직연구 14(2):141~175

김진희 / 2007 / 조직문화, 조직몰입 및 조직성과와의 관계: 고용지원센터를 중심으로 / 노동정책연구 7(2):103~134

Kim, J-H. / 2007 / The relationship between organizational culture, organizational commitment and performance: An examination of public employment service / Quarterly Journal of Labor Policy 7(2):103~134

김진희 / 2006 / 고용지원센터 개인평가지표개발 연구』. 한국고용정보원

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