K리그 팀 내 자율성과 피드백이 팀 성과에 미치는 영향에 관한 연구: 팀 효능감의 매개효과를 중심으로

정예지 ( Ye Jee Jeong ),홍은아 ( Eun Ah Hong ) 한국스포츠산업경영학회 2014 한국스포츠산업경영학회지 Vol.19 No.5

본 연구는 구성원들의 역량 구축, 임파워먼트, 동기부여, 성과 등의 다양한 변수에 긍정적 영향을 미치는 것으로 알려진‘구조적 특성’이 팀 성과에 미치는 영향력과 그 과정을 살펴보고자 한다. 이 연구에서는 여러 구조적 특성 중에서도 최근 그중요성이 특히 부각되고 있는 자율성과 피드백이 성과에 미치는 영향력을 분석하며, 한 발 더 나아가 이 과정에서 팀 효능감이 매개변수의 역할을 함을 주장한다. 연구대상은 국내 K리그 축구팀 6개의 프로선수들이며 이 선수들에게 설문지를 배포하여 총 164부의 유효 설문지를 회수하였다. 자료 처리방법은 SPSS 19.0을 이용하여 빈도분석, 탐색적 요인분석, 신뢰도분석, 상관분석, 선형회귀분석을 실시하였으며 다음과 같은 결론을 얻었다. 첫째, 자율성과 피드백은 팀 효능감에 통계적으로 유의한 정(+)의 효과를 미치는 것으로 나타났다. 둘째, 팀 효능감은 팀 성과에 통계적으로 유의한 정(+)의 효과를 미치는 것으로 나타났다. 셋째, 팀 효능감은 본 연구의 주장대로 자율성 및 피드백과 팀 성과의 관계를 매개하는 것으로 나타났는데 이 때 자율성과 팀 성과의 관계는 팀 효능감에 의해 완전매개되는 것으로, 피드백과 팀 성과와의 관계는 팀 효능감에 의해 부분매개되는 것으로 나타났다. 이러한 연구 결과를 바탕으로 자율성과 피드백 및 팀 효능감이 조직 및 팀에게 주는 함의점과 시사점에 대해 심도있게 논의하였다. The purpose of this study was to examine how ‘structural characteristic’ which influences on several variables including building capacity of members, empowerment and motivation impacts on team performance. Of particular note, this study focused on the relationships among autonomy, feedback and team performance. We hypothesized the effects of autonomy and feedback on team performance and team efficacy as mediation mechanisms. This mediation mechanism dovetail with the research of positive cognition and this hypothesis calls attention to players’ positive cognitive strength of belief. A total of 164 players from 6 teams in K-League participated in this survey and we used SPSS WIN 19.0 for data analysis. The research findings can be summarized as follows: first, autonomy and feedback had a positive effect on team performance. Second, team efficacy had a positive effect on team performance. Third, the team efficacy fully mediated the relationship between autonomy and team performance and partially mediated the relationship between feedback and team performance. Thus, this research found out the differential process, namely ``black box`` between team structure and team performance, and team efficacy``s key role as a mediator in this process. The new structural relationship among variables verified in this study would contribute to the theoretical and practical domains of sport management. We discussed on implications of findings in details.

팀 자본인가, 팀 동적역량인가?

정예지(Ye Jee Jeong),윤정구(Jeong Koo Yoon) 한국경영학회 2013 經營學硏究 Vol.42 No.1

Team Performance is determined by two key factors: (1) the competitive team-based capital, and (2) the effective and efficient utilization of that capital. The resource-based view (RBV) is built upon the first factor and the dynamic capability one (DCV) is built upon the second factor. The resource-based view argues that companies gain competitive advantage when they can mobilize unique and non-substitutable resources compared with their competitors`. In contrast, the dynamic capability view stipulates that companies entertain higher performance when they develop distinctive routines, that is, dynamic capability that enable them to apply the capital to gain competitive advantage in ever-changing environments. Building upon the research of resource-based and dynamic capability views, we propose that teams can gain their competitive advantage when they have both unique resources and ability to mobilize them successfully. As a way of integrating the two perspectives, we theorizes the mediating model of team dynamic capability. We argue that team dynamic capability mediate the given combination of team resource or capital to the team performance. To test the integrative model, we developed the typology of team capital into team cultural capital, structural capital, social capital, and human capital. We also elaborate the concept of team dynamic capability on the team level. Specifically, we define team dynamic capabilities as the ability for a team not only to exploit the configuration of various capital but also explore or innovate it to the team`s performance. The integrative model was tested with 121 teams and 693 team members sampled from the 5 large companies in Korea in a given time period. To correct the common method variance, we collected data from team leaders and members separately. The unit of analysis is team. We used Lisrel analyses to examine the causal model with the measurement model corrected. Our findings can be summarized as follow. First, team capital as unique and distinctive team resources increases team dynamic capability significantly. Looking at the relative effect size of each component of team capital, effects of social capital and human capital on the dynamic capability are larger than those of structural and cultural capital. This result would imply that social and human capital at the team level play a key instrumental role in bridging the ``outside`` resources into the inside capital of the team. The social and human capital also levels up the team learning ability by exploring new ideas in environments. Second, team dynamic capability promoting both exploitation and exploration is the key parameter that mediates the relationship between team capital and team performance. Especially, team dynamic capability fully mediates the effects of structural capital and social capital on team performance. By leveraging, modifying, and recreating the configuration of team capital, teams excel higher performance. These findings of the research support our ``synthetic model`` of the resource-based and dynamic capability perspectives evidencing that teams simply equipped with sufficient capital are not good enough to attain high performance. Teams should have dynamic capability as well as unique resources. Retaining valuable team capital and building capital-utilizing-ability are two distinct, but interrelated mechanisms to excel team performance. The rationale is that team capital as team resources affects team performance ``prior to`` the resource exploration and exploitation, that is, team dynamic capability. The key to excellent team performance is that the team has routines known as dynamic capability. We conclude that resource keeping and utilizing are complementary to each other and the synthesis of the resource based and dynamic capability view provides a comprehensive perspective for analyzing how firms or teams are creating higher performance.

여자 고등학교 축구 팀 지도자의 진성 리더십과 선수들의 심리적 웰빙 간의 관계에서 나타나는 집단 효능감의 매개 역할 검증

정예지(Jeong, Ye Jee),홍은아(Hong, Eun Ah) 한국여성체육학회 2018 한국여성체육학회지 Vol.32 No.1

변혁적 리더 대 진성 리더

정예지(Ye Jee Jeong),이수정(Soo Jung Lee),김문주(Moon Joo Kim) 한국경영학회 2012 經營學硏究 Vol.41 No.3

In recent years, we are facing with a serious problem of the market-capitalist system caused by immorality and unethical practice of leaders who have led capitalism. This research analyzes the effectiveness of authentic leadership which has emerged recently as one of the most interesting fields in leadership studies. It selects South Korea as the empirical case study. Researchers on authentic leadership have pointed out the limitation of traditional leadership theories which only concentrating on the skill and style of leaders. They also insist that authentic leaders can make a greater contribution to both long-term and short-term performance than any other types of leaders. In this research, we define authentic leadership as ``a very basic, genuine element and a root construct of positive leadership.`` Authentic leaders are sincere to themselves and exhibit behavior positively and transform or develop associates into leaders themselves. An authentic leader mainly shows two kinds of character which are self-awareness and self-regulation. Selfawareness is the starting point of authentic leadership and it means that leaders know mission, visions, identity, emotions, motives, and values of leader themselves and their organizations. And authentic leaders also need to be fully aware of themselves. Self-regulation is a kind of self-control mechanism where authentic leaders try to reduce discrepancies between the actual-self and ideal-self. Self-regulation of authentic leadership helps the leader to endure the external influence and pressure. To verify the effect of authentic leadership, authors compare the effects of transformational leadership on team effectiveness. Although the primary purpose of this study is to test persuasiveness of the authentic leadership theory, we also try to analyze the effect of transformational leadership at the same time as it is well known for its universality in leadership studies. The results show that both leaderships have a positive effect on change-related performance(team performance and teaminnovativeness) and order-related performance (organizational commitment) and have a negative effect on perceived organizational politics. However, if the authentic leadership is controlled, the effect of transformational leadership on order-related performance(organizational commitment and perceived organizational politics) disappears. The effects of authentic leadership on team performance, whereas, team innovativeness, organizational commitment, and perceived organizational politics are all still significant. In conclusion, authors found the possibilities of authentic leadership in Korean firms and argue that various type of leaderships without authenticity could be just skills, gesture, and style of leaders. Even though transformational leadership has a strong effect on changerelated performance, we suggest that it is necessary to distinguish ``pseudo`` transformational leadership from ``authentic`` transformational leadership and their effect on team effectiveness. We also discussed the managerial implications of our claims.

변혁적 리더십과 진성 리더십이 팀 성과에 미치는 차별적 효과에 관한 연구

정예지(Ye Jee Jeong) 한국경영학회 2014 經營學硏究 Vol.43 No.3

This research examines authentic leadership emerged recently as one of the most interesting leadership research topics. Authentic leadership has emerged as an umbrella concept over the last several years bridging the leadership, spirituality, and positive organizational behavior literatures. In this study, I define authentic leadership as a leadership with greater self-awareness and self-regulated behaviors on the part of leaders and associates, fostering positive selfdevelopment( Luthans and Avolio, 2003). Among others, two key constructs of authentic leadership are self awareness and self regulation. Self-awareness refers to the extent to which leaders understand their strength, motives, and mission. Self-regulation is the process through which leaders strive to maintain and pursue their mission and goals in light of their values. Researchers insist that authentic leaders can contribute to hard performance as well as soft performance such as organizational commitment, job satisfaction, and OCB. In this study, I hypothesize the effects of transformational and authentic leadership on team performance and examine team energy as positive emotion and team efficacy as positive cognition as mediation mechanisms between leadership and team performance. These mediation mechanisms dovetail with the research of positive psychology shifting the focus in psychology from dysfunctional mental illness or negativity to mental health or positivity. This hypothesis calls attention to organizational members` happiness, strength, or wellbeing. To advance the team-level analysis, I collected data from 693 employees from 121 teams, 4 industries. The sample consisted of 583 males and 110 females. The mean of team tenure of participants was 3.8 years and the mean number of team size was 5.72. I designed a robust research model in order to assess model fit and avoid issues of common method variance. Using the verified model, standardized path coefficients were examined to test research hypotheses. Supporting the most predictions, the results show that authentic leadership has a positive impact on team performance and this relationship was partially mediated through team energy and team efficacy. However, the effects of transformational leadership on performance and team efficacy disappear after the effect of authentic leadership controlled for; the relationship between transformational leadership and team performance is fully mediated by team energy. This findings suggest that previously known effects of transformational leadership on team effectiveness be overstated. Even though transformational leadership still has an effect on team performance through team energy, this research suggests that various styles of leadership such as charismatic, transformational, or visionary leadership ``without authenticity`` could be a liability, because they could be perceived as mere skills and gestures by the followers. We discuss implications of findings in details.

독일 바우하우스 창립자, 발터 그로피우스를 통해 살펴본 변혁적 리더십과 문화적 자본

정예지 ( Ye Jee Jeong ),김성국 ( Seong Kook Kim ) 한독경상학회 2012 經商論叢 Vol.30 No.3

본 연구는 근대 디자인 운동을 선도한 독일 바우하우스(Bauhaus)의 초대 교장이었던 건축가 발터 그로피우스(Walter Gropius)가 보여준 변혁적 리더십(transformational leadership)의 모습을 현대 조직의 맥락 안에서 적용해보고자 한다. 바우하우스는 단순한 디자인 학교가 아니라 ‘디자인을 통한 사회 개혁의 산실’이었다는 평가를 받고 있다. 발터 그로피우스는 변혁적 리더의 모습을 통해 바우하우스를 창립하고 20세기 디자인의 흐름을 바꾼 창조적 예술가로서 현대 건축의 흐름에 말 그대로 변혁(transformation)을 일으킨 리더였다. 변혁적 리더십은 현대 조직에서 변화를 위한 필수적인 요소로 간주되고 있다. 조직을 둘러싼 환경이 급격히 변화하고 변혁이나 혁신, 창의성 등 변화관련 요소의 조직 내 중요성이 커지면서 그 어느 때보다 변혁적 리더십의 필요성이 커지고 있으며 변혁적 리더십이 현대 조직의 효과성에 긍정적 영향을 미친다는 연구 결과들은 매우 일관적으로 보고되고 있다. 본 연구에서는 이러한 변혁적 리더십이 조직 효과성에 영향을 미치는 과정에서 문화적 자본이 주요 매개 역할을 함을 주장하고자 한다. 문화적 자본(cultural capital)이란 구성원에게 공유된 정체성과 의미체계로 조직의 고유한 정신 모형(mental model)을 뜻한다. 바우하우스의 창립자이자 변혁적 리더인 발터 그로피우스의 정신은 바우하우스의 고유한 정체성, 타 미술 사조(trend)와의 차별성 등을 형성하였으며 이를 바우하우스의 문화적 자본으로 볼 수 있다. 본 연구에서는 이러한 발터 그로피우스의 변혁적 리더십과 문화적 자본의 형성을 현대 조직에 적용해보고자 한다. 즉 팀 리더의 변혁적 리더십이 조직 특유의 문화적 자본을 구축하여 팀 효과성에 영향을 미칠 것이라는 가설을 도출하고 국내 5개 기업, 121개 팀을 대상으로 실증 조사하였다. 연구 결과, 팀 리더의 변혁적 리더십은 팀의 문화적 자본에 긍정적(+) 영향을 미치며, 문화적 자본은 팀 구성원의 창의성과와 팀 운영성과에 통계적으로 유의한 정(+)의 효과를 미치는 것으로 나타났다. 이러한 연구 결과를 바탕으로 변혁적 리더십과 문화적 자본이 조직 및 팀에게 주는 함의점과 시사점에 대해 심도 있게 논의하였다. This research analyzes the effectiveness of transformational leadership of Walter Gropius, the founder of Bauhaus in Germany. Bauhaus was a school in Germany that combined crafts and the fine arts. The Bauhaus was founded by transformational architect Walter Gropius in Weimar and it was founded with the idea of creating a ``total`` work of art in which all arts, including architecture would eventually be brought together. The Bauhaus style became one of the most influential currents in Modernist architecture and modern design. The Bauhaus had a profound cultural influence upon subsequent developments in art, architecture, graphic design, interior design, industrial design, and typography. Inspired by past literatures of Bauhaus and Walter Gropius, this research applies and verifies the effects of transformational leadership and cultural capital on team effectiveness of Korean firms. Consistent with the predictions, the results of this research indicate that transformational leadership affects cultural capital of team, and this team cultural capital partially mediates the relationship between transformational leadership and team effectiveness.

조직 공정성이 조직 아노미와 몰입에 미치는 영향

정예지(Jeong, Ye-jee),홍계훈(Hong Gye-Hoon) 한국인사관리학회 2016 조직과 인사관리연구 Vol.40 No.4

본 연구에서는 조직 공정성이 구성원들의 지각된 조직 아노미 및 몰입에 영향을 미치는 과정 에서 팀 정치지각의 매개 역할을 알아보고자 한다. 조직 공정성이 조직 수준 정치지각을 통해 조직 아노미나 몰입에 영향을 미치는 과정은 어찌 보면 당연한 일일 것이다. 그러나 팀 제도가 만연한 현 시점에서 조직 공정성에 대한 지각은 구성원들에게 조직보다 상대적으로 현저성(saliency) 과 가시성(visibility)이 높은 팀에 대한 정치지각으로 이어질 개연성 역시 높다고 판단된다. 즉, 분배 공정성과 절차 공정성, 대인간 공정성이 조직 수준에서 확보되었다는 인식은 하강효과(cascading effect)를 통해 조직 정치지각은 물론 팀 수준 정치지각을 완화시키는 요인으로 작동할 수 있다. 한편, 이러한 팀 정치지각은 상승효과(upward spiral effect)를 통해 팀에 대한 태도는 물론 조직에 대한 태도에도 영향을 미칠 것으로 예측하였다. 즉, 팀 내 비합리적 정치를 높게 지각하는 구성원 들은 소외감과 일탈로서의 조직 아노미를 높게 인식하는 반면, 조직에 대한 정서적 몰입의 정도는 낮아져서 궁극적으로는 조직 효과성에 부정적 영향을 미칠 것으로 예측하였다. 본 연구에서는 이러한 과정을 통해 조직 공정성이 구성원들의 조직 아노미 인식 및 조직몰입에 영향을 미치는 과정에서 팀 정치지각이 매개변수로서의 역할을 수행하는가를 알아보고자 하였다. 연구 결과, 팀내 정치지각은 통계적으로 유의하게 지각된 조직 아노미를 높이는 반면, 조직몰입의 정도를 낮추는 것으로 나타났다. 또한, 팀 내 정치지각은 분배 및 대인간 공정성과 지각된 조직 아노미와 조직몰입의 관계를 매개하고 있으며, 특히 분배 공정성과 지각된 조직 아노미, 분배공정과 조직몰 입, 대인간 공정성과 지각된 조직 아노미의 관계에서는 완전 매개 역할을 하는 것으로 나타났다. 그러나 절차 공정성의 경우 예상과는 달리 팀 정치지각에 통계적으로 유의한 영향을 미치지 않았 으며 따라서 팀 정치지각의 매개효과가 검증되지 않았다. 본 연구에서는 이러한 연구 결과에 대한 실무적, 이론적 함의점들에 대해 심도 있게 논의한다. In this study, we aim to investigate the relationships between organizational justice, perceived organizational anomie, and organizational commitment, and especially, examine the mediating role of perceived team politics between organizational justice and two outcomes. We expect that distributive, procedural, and interpersonal justice will reduce perceived team politics. When an organization distributes fair outcomes according to fair procedures and the authority figure who enacted the procedures treats employees with dignity and respect, employees will think their team could not be managed by organizational politics. Additionally, we expect that while perceived team politics will positively affect perceived organizational anomie, it will negatively affect organizational commitment. To investigate these hypotheses, we collected data from 671 employees from 3 firms. The sample consisted of 336 males and 313 females. We used structural equation modeling to analyze the data. The results showed that distributive and interpersonal justice negatively affected perceived team politics. However, procedural justice did not significantly affect perceived team politics. Perceived team politics aggravated the level of pereived organizational anomie, and reduced the organizational commitment, as we expected. Perceived team politics played the role of full mediator in the relationships between distributive justice and perceived organizational anomie and commitment and between interpersonal justice and perceived organizational anomie. Additionally, the effect of interpersonal justice on organizational commitment was partially mediated by perceived team politics. We discussed implications of findings in details. 

팀 내 공유 리더십이 팀 효능감과 팀 혁신 성향에 미치는 영향에 관한 연구

정예지(Ye-Jee Jeong),김문주(Moon-Joo Kim) 대한경영학회 2014 大韓經營學會誌 Vol.27 No.5

대학 축구 팀 감독의 진성 리더십과 변혁적 리더십이 팀 성과에 미치는 차별적 영향력

홍은아(Hong, Eun-Ah),정예지(Jeong, Ye-Jee) 한국체육과학회 2018 한국체육과학회지 Vol.27 No.2

The aim of study was to examine the relationship between head coaches" authentic leadership/transformational leadership and team performance in university football teams. Of particular note, the mediating role of resilience and psychological well-being perceived by players were investigated. A total of 186 samples from 8 teams were used for the final data analysis using SPSS WIN 21.0. Lisrel 9.0. The result of the analysis was as follows: first, head coaches" transformational leadership had a positive effect on players" psychological well-being but did not have a positive effect on players" resilience. Second, head coaches authentic leadership had a positive effect on players" resilience but did not have a positive effect on players" psychological well-being. Third, while neither resilience nor psychological well-being mediated between head coaches" transformational leadership and team performance, transformational leadership had a direct and positive effect on team performance. Fourth, resilience fully mediated the relationship between head coaches" authentic leadership and team performance.