정서적 리더십과 진성 리더십에 대한 이론적 비교

김문주,정예지,Moon-Joo Kim,Yejee Jeong 대한리더십학회 2013 리더십연구 Vol.4 No.2

본 연구는 많은 리더십 유형 중에서도 특히 긍정조직학 연구에 기반한 정서적 리더십 과 진성 리더십에 대해 이론적으로 고찰해 보고자 한다. 구성원들이 조직과 팀 속에서 경험하는 긍정적인 정서와 긍정적인 감정에 초점을 두면서 등장하게 된 긍정조직학의 연구자들은 지금처럼 실업률이 증가하고 경제 불황이 길어지며 구조조정이 일상화된 상황에서는 자신감, 낙관, 에너지, 열정 등의 긍정정서가 중요하다고 역설하면서 이를 통해 구성원들이 일에 대한 의미와 소명감을 찾는데 보다 큰 역할을 할 수 있다고 본다. 그리고 이 두 리더십은 구성원들에게 긍정성을 가져옴으로써 그들의 정신적 건강 뿐 아니라 실제적인 성과에도 정적인 영향을 주는 것으로 밝혀지고 있다. 이렇듯 정서적 리더십과 진성 리더십의 중요성에 대해서 인지하고 있지만 리더십을 구성하고 있는 하위 요소와 명확한 정의, 개념, 그 효과성에 대해서는 아직도 다양한 의견들이 공존하는 것이 사실이다. 이에 자유로운 경쟁을 표방하면서 단기적 성과와 재무적 이익만을 위해 비윤리적이고 부도덕한 모습에 눈을 감았던 기존의 리더십을 보완할 수 있으며 부하직원들의 긍정성에도 도움을 줄 수 있는 긍정의 리더십, 즉 정서적 리더십과 진성 리더십의 공통점과 차이점, 구성요소, 그리고 조직과 팀 에 미치는 상이한 영향력에 대해 고찰함으로써 각각의 역할과 앞으로 두 리더십 연구가 나 아가야할 방향을 제시해 보고자 한다. This research analyzes and compares the theories and constructs of emotional leadership and authentic leadership which emerged as one of the most interesting but unknown field in leadership studies. In recent years, many researchers point out the importance of positive organizational psychology in the workplace because positivity such as hope, optimism, and energy brings its positive effect on employees' higher performance. Unlike existing leadership approaches, emotional and authentic leaders make a role model for employees' psychological positivity than any other type of leaders. Even though these two leadership have been based on a very basic construct of positive leadership, they are different concepts and constructs. Emotional leaders emphasize leader's higher emotional authenticity and its emotional contagion but authentic leaders emphasize self authenticity and its cognitive contagion for employees' positivity. In conclusion, authors argue that they could be independent leadership forms, but complementary to each other.

연구논문 : 노인을 위한 대체 요법 교육 프로그램 개발 연구

김문주 ( Moon Joo Kim ) 한국미용학회 2004 한국미용학회지 Vol.10 No.1

피부관리사의 업무와 업무 만족간의 관계에 대한 연구

김문주(Kim Moon-Joo) 한국인체미용예술학회 2003 한국인체미용예술학회지 Vol.4 No.1

  The purpose of this thesis is as follows : to examine job characteristics of esthetician ; to analyze effective factors on perception of job characteristic; to grasp perceptivity level of job characteristic according to esthetician; mental states and individual qualities ; to relation ; to understand the relation between job characteristic and job satisfaction ; to suggest efficient use of esthetician and way of management to enlarge efficiency of system ; and to offer a basic model to ensure its own domain of esthetician-relation as professional job.<BR>  This paper investigates documents and does positive research about the job characteristic and job satisfaction of esthetician. The focus of this study is on esthetician in main offices of skin-care shops in Seoul, Taegu, Daejeon. We used questionnaires to evaluate their attitude.<BR>  We examined individual qualities-educational level, length of service.<BR>  According to the model used in this paper, namely the ones with positive attitudes experience more job satisfaction. The hypotheses are established and investigated on the assumption that individual qualities like growth need strength and locus of control can meditate between perception of job characteristics and job satisfaction.<BR>  As the esthetician begin to understand the meaning and responsibility of the job, they become more satisfied.<BR>  In conclusion, when the job characteristic is high, the more esthetician find more self worth and meaning in working. And as cognition of achievement increases, overall job satisfaction is loftier.

학습조직의 세 가지 메커니즘

김문주(Moon-Joo Kim),윤정구(Jeongkoo Yoon) 한국인사관리학회 2012 조직과 인사관리연구 Vol.36 No.1

본 연구는 학습조직에서 언급하는 세 가지 메커니즘인 일원학습(single-loop learning), 이원학습(double-loop learning), 그리고 삼원학습(triple-loop learning)이 팀 효과성에 미치는 영향력간의 관계를 다루고 있다. 많은 연구자들이 불확실한 경영환경에서 지속적인 비교우위를 가져올 수 있는 핵심적인 요소로서 지식을 공유하는 일원학습의 메커니즘을 통해 진정한 학습조직(learning organization)이 될 수 있다고 주장하고 있지만 이러한 일원학습과 다른 보다 고차원적 학습에 대한 연구는 활발히 진행되지 못하였다. 이에 본 연구에서는 기업의 구성원들을 대상으로 일원학습을 넘어서 이원학습과 삼원학습의 학습 메커니즘이 의사결정의 질에 대한 매개효과를 통해 팀 성과와 팀 혁신에 미치는 영향력을 알아보았다. 또한 조직의 지원(perceived organizational support)이 이와 같은 학습 메커니즘을 어떻게 강화시켜 줄 수 있는지의 조절효과를 검증해보았다. 그 결과, 일원학습을 가능하게 하는 지식의 공유(knowledge sharing) 뿐만 아니라 이원학습을 가능하게 하는 생산적인 담론(dialogue)과 삼원학습을 가능하게 하는 정체성 공유(identity sharing) 모두 의사결정의 질을 향상시키고 이는 다시 팀 효과성에 긍정적인 영향을 주는 것으로 밝혀졌다. 또한 이원학습을 가능하게 하는 생산적인 담론이 조직지원과의 상호작용을 통해 긍정적인 영향력을 강화시키는 것으로 나타남으로써 조직지원의 조절효과가 규명되었다. 자신들의 약점을 적극적으로 평가하고 과업에 대해 허심탄회하게 이야기하며 실수에 대해 공개적으로 언급하는 생산적인 담론의 영향력이 조직지원을 높게 인지하는 팀에서 더 긍정적으로 작용한다는 것이다. 결국, 팀 제가 정착되고 있는 우리나라 조직에서는 팀 원들 사이에서 지식의 공유를 지지하는 차원을 한 단계 넘어서 생산적인 담론을 적극적으로 권장하고 정체성을 공유하는 것 또한 매우 장려되어야 할 조직학습이 될 수 있음을 보여준다. This study investigates how organizational learning affects decision making quality which in turn affects team effectiveness. Many researchers for organizational learning have emphasized on the single loop learning which focuses on sharing task knowledge as a key to survive in competitive environment. On the top of this mechanism, this study draws research attention to the roles of higher mechanisms for organizational learning: double loop learning and triple loop learning. Specifically, we theorize how the three mechanisms of organizational learning promote team effectiveness through decision making quality. This study also predicts that perceived organizational support will moderate the positive effects of organizational learning on decision making quality. Perceived organizational support works as a supporting mechanism when teams need to challenge the established team norms or standards to attain team’s higher goals. Finally, we predicts that decision making quality mediate the effects of organizational learning on team innovativeness and performance. The results indicate that all three levels of organizational learning increase decision making quality. There also found the significant moderation effects of perceived organizational support by double loop learning only on decision making quality. Dialogue as a double loop learning could be reinforced under the perception of organizational support for the teams. The effects of three learning mechanisms on team performance and innovativeness as well as the moderation effect of organizational support by dialogue were mediated by decision making quality. We discussed implications of findings in details.

여성의 피부미용 교육이 건강생활습관 개선에 미치는 영향

김문주(Kim, Moon-Joo) 한국산학기술학회 2012 한국산학기술학회논문지 Vol.13 No.8

본 논문은 피부미용을 공부하고 있는 평생교육원 및 문화센터의 여성 수강자를 대상으로 피부 미용과 건 강 전반에 걸친 영향 정도를 교육시키고, 이들이 피부 미용 교육을 통해 그들의 건강 생활습관측면, 특히 생활습관, 운동, 영양을 중심으로 어떤 변화가 있는지 살펴 보고자 한다. 본 연구를 위해 2011년 현재 서울 및 경기도에 위치 한 대학 및 문화센터에서 피부미용 관련 과목을 수강하는 여성들을 모집단으로 설정하였으며, 경기도 소재 A,D 대 학, H 학원, 서울 소재 M 대학에서 피부 미용 과정 이수자 343명을 실제 분석에 이용하였다. 연구 결과 첫째, 피 부미용 수강 전후와 건강생활습관 특성의 관계에서 부분적으로 차이를 보였는데, 피부 미용 수강을 한 후 수강자들 은 수강하기 전에 비해 수면 습관 및 스트레스 관리가 잘 되고 있는 것으로 나타났다. 둘째, 피부 미용 수강 기간 과 건강생활 습관 특성과의 관계에서 긴 시간 동안 피부 미용 교육을 받은 군에서 수면 습관 및 스트레스 관리를 잘 하고 있는 것으로 나타났고, 운동에 있어서도 운동 여부, 강도 시간, 유산소 운동을 더욱 많이 하고 있으며, 영 양 면에서도 식사 분배, 칼로리 섭취 제한, 식이 섬유 등을 더욱 많이 섭취하는 것으로 나타났다. 셋째, 피부미용 수강정도와 건강생활 습관 특성의 관계에서 부분적으로 차이를 보였는데, 생활 습관 관리 면, 운동면에서 유의한 차이를 보였다. 넷째, 피부미용 수강 빈도와 건강생활 습관 특성의 관계에서는 피부미용 수강을 보다 자주 수강하 는 군에서 스트레스 관리를 더욱 잘 하고 있었고, 운동에서도 유의한 차이를 보였다. 이러한 결과를 통해 여성들의 피부미용 강좌는 수강자들에게 건강에 대한 관심을 높여 주었고, 전반적인 건강생활습관에 큰 영향을 주는 것으로 보여진다. 따라서 여성들이 평소 관심을 가지고 있는 피부미용과 건강을 접목한 프로그램 개발을 통해 여성들의 전 반적인 건강 관리 습관을 개선시킬 수 있고, 이를 통해 한 가정의 건강관리 습관에 주도적인 역할을 하는 여성들 의 올바른 건강 관리 행태 확립을 통해 국민 건강에 일조 할 수 있는 토대를 마련할 수 있을 것으로 생각된다. The purpose of this study was to analyze the relationships on participation on health education program toward skin care and the improvement of healthy life habit. The subject of the study was selected by multi-stage stratified cluster random sampling among the skin care education center to learn health education program toward skin care among women in the Seoul and Kyunggi area. The data were collected through a questionnaire adapted from Payne and Hahn's(1986) 'Understanding Your Health-A personal profile; Evaluating Your Health'. The pilot test was executed after the questionnaire was translated into Korean. The statistics employed the study were validity and reliability test, χ2 verification, frequency, ANOVA, multiple classification analysis, ANCOVA and Multiple Regression Analysis. The results that were derived from these processes were as follows: First, before and after on health education program toward skin care, the student's healthy life habit is partially changed. Second, the relationship the period of education program and the characteristic healthy life habit, long-term skin care education is positively affected sleeping habit, anti-stress treatment, exercise and nutrition. Third, the relationship on the frequency of education program and the characteristic healthy life habit, more frequently participation on skin care education is positively affected on healthy life habit and exercise.

리더와 구성원의 리더십 이중주: 팀에서 리더의 변혁적 리더십과 구성원의 변혁적 리더십의 상호작용

김문주 ( Moon Joo Kim ),이지예 ( Ji Ye Lee ),윤정구 ( Jeong Koo Yoon ) 한국지식경영학회 2013 지식경영연구 Vol.14 No.3

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.

시험불안도와 그에 영향을 미치는 사회심리적 요인에 관한 연구

김문주(Moon Joo Kim) 한국교육심리학회 1990 敎育心理硏究 Vol.4 No.1

변혁적 리더십과 공유 리더십이 개인의 다양성 태도와 맥락적 성과에 미치는 영향에 관한 연구: 팀의 비차별적 대우의 조절효과를 중심으로

김문주 ( Moon-joo Kim ),홍계훈 ( Gye-hoon Hong ) 아시아.유럽미래학회 2016 유라시아연구 Vol.13 No.3

In this empirical study of Korean firms, we examine the effect of transformational leadership and shared leadership on diversity attitude and employees` behaviors and also find out possible moderating effect of non-differential treatment in this relationship. A growing body on diversity research has focused the positive or negative effects of objective diversity using heterogeneity index on team performance and exam-ined how diversity itself affected result variables and focused in how such causality was changed and by which factors. However, in spite of this effort, previous studies have shown conflicting result for the effect of diversity. Because people tend to behave positively or negatively according to their perception and awareness towards difference not to diversity per se. Even in a team whose members objectively vary greatly in their attributes, the effect of diversity can vary depending on how the team members respond to the presence of diversity. In this vein, we test and compare the effect of transformational leadership and shared leadership as an important antecedent of diversity attitude. And we also test the moderating effect of non-differential treatment which is formed by a collective attitude of a team where non-discriminating treatment for the characteristics of a colleague`s different background rather than their actions. In a team where an tolerant attitude towards diversity is displayed, this attitude would positively affect individual`s diversity attitude. We adopt multi-level analysis using hierarchical linear modeling in order to verify the effect of two leaderships on diversity attitude and employees` behaviors at individual level and the moderating effect of non-differential treatment at team level respectively. A total of 761 members in 121 teams who work in several industries constituted the sample of this study. Findings of our analysis showed that only shared leaderships had a positive effect on positive diversity attitude. However, we found the significant moderation effect of team`s non-differential treatment by transformational leader-ship on diversity attitude. The finding also indicated that diversity attitude had a positive effect on extra-role behavior and a negative effect on counter-productive work behavior. Based on these findings, we recom-mend that team based organizations should work on providing the substantial support of various realistic diversity training related to employees` attitude towards diversity. It is also advisable for organizations to encourage in-house social programs, aside from official training programs, so that the employees can accept diversity more naturally. And it is worthwhile to check team-level perceptions of diversity for proactive management in practice because the capabilities for sustainable management and success ultimately come from human resource. Lastly we recommended to find another antecedent of positive diversity attitude and another convergent mechanism that could boost the effect of leadership on diversity attitude. We discussed managerial and practical implications of our findings in details.

일가정균형과 경력관리가 조직구성원의 성과행동에 미치는 영향에 관한 연구

김문주(Kim Moon Joo),윤정구(Yoon Jeong Koo),김세은(Kim Se Eun) 한국인적자원관리학회 2015 인적자원관리연구 Vol.22 No.4

본 연구는 최근 일과 가정생활에 대한 가치관 변화와 경력관리에 대한 관심이 증가되고 있음을 기반으로 시작되었다. 사회생활에서의 성공과 발전을 우선시했던 과거와 달리 요즘의 직장인들은 가정생활과 더불어 개인적인 여가활동과 자기계발에도 큰 가치를 두고 있다. 또한 평생직장과 종신고용의 개념이 사라지면서 미래의 고용가능성을 높여줄 수 있는 경력관리에도 높은 관심을 보인다. 이에 일가정균형과 경력관리는 조직연구의 중요한 주제가 되어 왔으며 본 연구에서는 우리나라 서비스업에 종사하고 있는 3천명의 정규직을 대상으로 일가정균형과 경력관리가 조직구성원들의 성과행동에 미치는 영향력을 규명해 보았다. 특히 사회적으로 일과 가정생활을 동시에 수행하도록 요구받을 뿐 아니라 출산으로 인한 경력단절이 빈번하게 일어나는 여성근로자에게 일가정균형과 경력관리가 더 절실한 요인이 될 수 있다는 점에서, 남성과 여성 간 성별 차이와 여성에 대한 성차별의 조절효과도 함께 분석하였다. 그 결과, 일가정균형과 경력관리 모두 조직구성원들의 과업성과와 혁신성향, 그리고 조직시민행동을 높이는 것으로 나타났다. 하지만 가설과 달리 성별 차이의 조절효과는 없는 것으로 증명되어 일가정균형과 경력관리의 영향력은 남성과 여성 모두에게 중요한 요인임을 알 수 있었다. 이와 더불어 성차별의 부정적인 조절효과가 규명됨으로써 조직의 실무자들은 일가정균형과 경력관리의 긍정적인 영향력이 향상될 수 있도록 조직 내 성차별적인 HR시스템을 개선하는 것이 중요할 것으로 보인다. 이러한 연구결과를 바탕으로 일가정균형과 경력관리, 그리고 성차별의 영향력이 조직과 관리자에게 주는 실무적 함의점을 심도있게 논의하였다. The current study is based upon the trend that the Korean employees tend to place importance on balanced work-family life and their career for high employability in the labor market. Even though many researchers of work-life balance and career management have emphasized on the effects of work-life balance and career management on employees' attitude like organizational commitment and job satisfaction, and turnover intention, this study investigates their impacts on employees' behaviors such as task performance, innovative behavior, and organizational citizenship behavior. This research also draws research attention to the moderating effect of gender and gender discrimination. In order to investigate these research questions, we analyzed data of 3,000 full time employees in various industries such as bank & insurance, education, and service. The findings indicate that work-life balance and career management have a positive impact on task performance, innovative behavior, and organizational citizenship behavior and this relationships were moderated by gender discrimination. Gender discrimination plays a negative role for both female and male employees in promoting positive behavioral orientations in organization. Based on these findings, we recommend that managers should work on providing the substantial support of various policy related to work-life balance and realistic career development. Recognizing the negative influence of gender discrimination, we have to make an effort to heighten its awareness in organization. We discuss managerial and practical implications of our findings in details.

팀 다양성 수렴 메커니즘이 팀 성과에 미치는 영향에 관한 이론적 고찰

김문주(Moon Joo Kim),윤정구(Jeong Koo Yoon) 한국경영학회 2011 經營學硏究 Vol.40 No.1

In recent years many organizations tend to be more diverse in terms of gender, age, functional background, educational background, tenure and so forth. The increase of diversity in workforce has indeed become inevitable reality. However, relevant studies on the relationship between diversity and performance have indicated contrasting arguments. Some argue that task-related diversity produces positive effects on performance by incorporating various ideas and perspectives for problem solving and innovation, whereas personal-related diversity dampens performance due to the lack of communication and subgroup conflict. To resolve this controversy, this study proposes the moderation effect of diversity convergence mechanism on performance, which is mobilized by sharing task knowledge and team identity. Specifically, we propose that team diversity can enact a role of synergy for team performance under such convergence mechanisms. Shared task knowledge about key elements of the team`s relevant environment may enhance team members` coordination and effectiveness in performing tasks that are complex and unpredictable. Shared team identity would also make team members to share team`s vision, mission, value, and objective which help solving various kinds of problem that shared task knowledge could not solve entirely. Team members who share similar task knowledge and identity can anticipate each other`s responses and coordinate effectively. A majority of existing research, however, has studied the influence of diversity and shared task knowledge/team identity independently - how workforce diversity influence on team performance positively or negatively and how sharing of task knowledge and team identity have a positive effect on team performance. This study proposes an integrated model that would combine the two different research. That is, if diversity would be defined as the mechanism that can lead a divergent effect to produce various information and knowledge, diversity could bring a synergy effect on team performance only when the divergent resource could be integrated with shared task knowledge and team identity as a convergence mechanism. The sharing task knowledge and team identity could play a critical moderating role to integrate the divergent diversity effect. If the team diversity is regarded as various human capital, the sharing of task knowledge and team identity would be the convergence mechanism to utilize diversity positively. It is in a high level of shard task knowledge and shared team identity that task-related diversities (i.e., functional background, educational background, and team tenure) lead to team performance. In the personal-related diversities (i.e., gender, age, and birthplace), however, shared task knowledge may not play the convergence mechanism enough to override the negative effect of personal-related diversity; only shared team identity mitigates negative effects and thus utilizes diversity`s positive potential. In conclusion, we need to understand the processes through which and the conditions under which diversity may bring high team performance. The clarification of when and how diversity would bring some positive or negative effect has been big concern and diversity management is desperately required for maximizing positive potentials and mitigating negative effect of diversity. Even though diversity might have positive potential in a long-term, it would not be easy to utilize diversity effectively in the workplace until we can address the mechanism of it correctly. We also discussed the managerial implications of our claims.