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

이창준(Chang-Joon Lee),윤정구(Jeongkoo Yoon) 한국인사조직학회 2007 인사조직연구 Vol.15 No.3

  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.   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.<BR>  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.<BR>  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. <BR>  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

A DUAL PROCESS MODEL OF ORGANIZATIONAL COMMITMENT

Jeongkoo Yoon(윤정구) 한국사회학회 1999 한국사회학회 사회학대회 논문집 Vol.- No.-

CONSPICUOUS CONSUMPTION AND SOCIAL STATUS IN KOREA : AN ASSESSMENT OF RECIPROCAL EFFECTS

YOON, JEONGKOO,SEOK, HYUNHO Institute for Social Development and Policy Resear 1996 Korea Journal of Population and Development Vol.25 No.2

Characterizing conspicuous consumption as one of the salient social phenomena in rapidly industrializing societies, we investigate the reciprocal relationship between conspicuous consumption and self evaluation of own social status in Korea. Data analyses of a sample of 531 Korean urban households confirm the following arguments: (1) Conspicuous consumption tends to inflate a household’s self evaluation of its own social status beyond the social status determined by its other socioeconomic statuses (i.e., education, income, occupation, and wealth). (2) Inflated social status and conspicuous consumption reciprocally reinforce each other. That is, those households which consume conspicuously tend to inflate self evaluations of social status, the maintenance of which in turn requires more conspicuous consumption. Further implications are discussed in detail.

CONSPICUOUS CONSUMPTION AND SOCIAL STATUS IN KOREA

JEONGKOO YOON,HYUNHO SEOK 서울대학교 사회발전연구소 1996 Journal of Asian Sociology Vol.25 No.2

Marketability, Psychological Contract, and Work Orientations Among Professionals and non Professionals in Korea

Jeongkoo Yoon(윤정구),Sophia Soyoung Jeong(정소영) 한국인사조직학회 2010 인사조직연구 Vol.18 No.3

본 연구는 심리적 계약위반과 외부 시장경쟁력(marketability) 논의에 근거해서 이에 대한 지각이 전문가 직종과 비전문가 직종에서 직무몰입이나 이직의도에 어떤 차별적 영향을 미치는가를 연구한다. 이론적 논의에 근거해서 가설 1인 전문가 직종에 종사하는 사람들이 비전문가 직종의 사람들보다도 더 시장경쟁력에 대해서 민감하게 반응하고 따라서 시장경쟁력의 변동은 전문가 직종 사람들의 이직의도에 더 심각하게 영향을 준다고 예측하고 있다. 가설 2에서는 비슷한 논리로 조직을 통한 심리적 계약 위반은 비전문가 직종의 사람들 보다 전문가 직종 사람들의 조직몰입을 감소시킬 가능성이 큼을 예측하고 있다. 이와 같은 가설은 62명의 전문가 직종 고용인과 471명의 비전문가직종의 종업원들을 통해서 검증해 본 결과 가설 1이 지지되고 가설 2년 부분적으로 지지되는 결과를 얻었다. 이에 대한 함축적 의미에 대해서 자세히 논의하고 있다. Building upon the research of psychological contract and marketability in the boundaryless career, this study examines how psychological contract and perceived marketability affect work orientations (i.e., commitment and intent to turnover) differentially among professionals and non professionals in Korea. In this paper, perceived marketability is defined as the degree to which employees believe they have labor market leverage in terms of human capital values for either the current employer or others in the external market (Eby, Butts, & Lockwood, 2003). From this definition, we predict that professionals have more resilience than non professionals in terms of marketability and changes in perceived marketability affect professionals’ intent to turnover more significantly than non professionals’. In turn, conceptualizing psychological contract as employees’ beliefs about what they and their employers are entitled to receive and obligated to give in exchange of each other’s contribution (Levinson, Price, Munden, Mandl, & Solley, 1962), we predict that perceptions of psychological contract breach decrease organizational commitment more substantially among professionals than non professionals. The rationale is that professionals have higher expectations on the fulfillment and obligation of psychological contract than non professionals. The hypotheses were tested with a sample of 62 professionals and 471 non professionals in Korea. The results provided support for the hypotheses. The findings and their implications were discussed in more detail.

JOB SATISFACTION AND ORGANIZATIONAL SUPPORT AS TWO PATHWAYS TO ORGANIZATIONAL COMMITMENT - TEST OF AN EXCHANGE THEORY MODEL

윤정구(Jeongkoo Yoon) 한국인사ㆍ조직학회 1998 한국인사ㆍ조직학회 발표논문집 Vol.- No.-

This paper elaborates and tests an exchange model of organizational commitment. Incorporating findings of the contemporary research programs into the traditional exchange theory models of commitment, this study postulates that organizational support and job satisfaction are the two key mediating constructs for organizational commitment. An assumption guiding this postulation is that individual employees do not react directly to each specific organizational and job benefits one on one, but they react to the general beliefs and feelings developed from everyday exchange processes in their workplace. In the elaborated model, job satisfaction is proposed to be one of such general feelings and organizational support is to be one of such beliefs. Specifically, the elaborated model proposes that various exchange outcomes in the workplace are reflected in individual employees" global job satisfaction and perceived organizational support that in turn determine their levels of organizational commitment. The model in this study was estimated with the sample drawn from two large organizations in Korea (N=2443). Overall, the results support the model. With a few exceptions, most direct effects of the exogenous exchange-related variables on organizational commitment turn out to be spurious and are instead mediated by job satisfaction and organizational support. Implications for these findings are discussed in more detail.

한국사회 무질서의 사회심리적 메커니즘 연구

윤정구(Jeongkoo Yoon),석현호(Hyunho Seok),이재혁(Jaehyuck Lee) 한국사회학회 2004 韓國社會學 Vol.38 No.2

이 연구는 우리 사회에 만연하여 있는 기초질서 위반행위와 뇌물공여행위를 중심으로 무질서 문제를 연구한다. 본 연구에서는 한 사회의 무질서 문제를 사회라는 장에서 시민들이 연출하는 자발적 친사회적 협동행위의 부재라고 규정하고 이에 대한 이론적 검토를 통해서 두 가설 규범론적 가설과 구조론적 가설을 도출하여 이를 검증하고 있다. 규범론적 가설은 무질서가 주로 시민들이 겪고 있는 아노미 상태의 정도에 의해서 결정되고 이 아노미 정도는 시민들이 사회규범을 얼마나 내면화하고 있는지, 실제로 이를 어느 정도나 올바르다고 받아들이는지, 그리고 규범을 위반했을 경우 사회적 제재의 기제가 얼마나 효과적으로 작용한다고 지각하는지에 따라서 결정된다고 예측하고 있다. 이에 반해 구조론적 가설은 시민들의 사회질서 유지에 대한 관심 혹은 무관심이 사회계층위치에 대한 주관적 인식에 따라 다르고 계층위치는 사회경제적 지위나 사회적 상황에 대한 인식에 의해서 결정된다고 예측하고 있다. 이 두 가설을 다단계층화확률 표집 방법에 의해서 추출된 성인 남녀 1,335명을 대상으로 시행된 전국표본조사를 통해 검증해본 결과, 구조론적 가설보다는 규범론적 가설이 한국사회의 대표적 무질서 행위인 기초질서 위반행위와 뇌물공여 행위를 더 잘 설명해주고 있음을 발견하였다. 이 발견이 가지는 정책적인 의미와 사회질서 문제와 관련해서 앞으로 수행될 필요가 있는 연구과제는 이 논문의 결론에서 자세하게 논의되고 있다. Drawing upon various theoretical orientations on social order, this study develops two hypotheses on different mechanisms predicting behaviors of social disorder (e.g., misdemeanors and bribes) among Korean people: normativism and structuralism hypotheses. The normativism hypothesis stipulates that anomie, i.e., the state of normless, is key to an understanding of disorder behavior; it also predicts that socialization, internalization, and social sanction are the proximal mechanisms based upon which the degree of anomie is determined. In contrast, the structuralism hypothesis indicates that the identification of social class or stratification is the foundation of social order. The structuralism also predicts that the identification of social class is in turn determined by sharing the common social situations and socioeconomic backgrounds. We tested the two hypotheses with the stratified random sample from the nationwide Korean population (N=1335). The findings support the normativist approach more than the structuralist approach. We discuss various theoretical and policy implications of these findings in more detail.

Paradoxes of the Korean Corporate Culture: Walking on the Rope between Tradition and World Competition

Yung-Ho Cho(Yung-Ho Cho),Jeongkoo Yoon(Jeongkoo Yoon) 한국캐나다학회 1999 Asia-Pacific Journal of Canadian Studies (APJCS) Vol.5 No.-

21 세기 리더십의 신화들

윤정구,Jeongkoo Yoon 대한리더십학회 2011 리더십연구 Vol.2 No.3

본 연구에서는 기존 리더십에 대한 이론과 주장들을 리더십 신화라는 입장에서 정리해보고 이 정리를 기반으로 21 세기 리더십 연구 주제를 개관해 보았다 . 여기에서 신화란 아직도 주장되고 있으나 현대적 상황을 염두에 둘 경우 현실성이 떨어지는 주장들이다 . 또한 이와 같은 신화적 이론들이 21 세기에는 어떻 게 진화되고 있는지를 밝혔다 . 이와 같은 신화적 이론들은 마지막으로 진성리더 십의 주장으로 수렴되어가고 있음을 밝혔다 . This study reviews the claims and theories of leadership in the 21st century in the context of leadership myths. Leadership myths indicates that people still believe the claims but the claims do not reflect the reality properly. Built upon the six myths discussed in the review, this study derives some research issues to rectify the myths. Finally, this study propose that leadership myths can be resolved into the paradigm of authentic leadership. I discuss in detail how the authentic leadership paradigm provides an integrative solution to the 21st century leadership myths.

A Theoretical Analysis on Leaders’ Gapj il: Its Antecedents, Processes, and Consequences

Yoonhee Cho,Jeongkoo Yoon 대한리더십학회 2017 리더십연구 Vol.8 No.1

Gapjil is one of the social phenomena that has been increasingly revealed in Korea nowadays. As the society is becoming more prone to revealing and publicizing unfair and untransparent incidents, people have been able to witness various Gapjil cases through news media and social networking service and could express their rage towards them. Although the prevalence of Gapjil has been raised as a serious social problem, understanding the nature of Gapjil and a fundamental movement to eradication of Gapjil have not been carried out yet for some reason (Lee, 2016). Perhaps, despite the negative effects, people naturally accept it as a cultural and social phenomenon which inevitably occurs or is deeply rooted in our hierarchical society. The cost of Gapjil is large across the country that organizational members seriously suffer from decreased mental health (Lee, 2016) which can be escalated to career dissatisfaction, burnout, and turnover intention which in turn would result in decreased organizational effectiveness and performance. As Gapjil is increasingly being discussed as a social problem, the antecedents, processes, and negative consequences are a concern to researchers and practitioners. In this study, we point out that leaders’ Gapjil results from social psychological and cultural factors including unstable self-concept, obsession with social success and Korean culture specific attitudes. In addition, we clarify that Gapjil behavior differs from other forms of workplace aggression behavior at the conceptual level. Aggressive behavior is any behavior an individual commits with an intent to harm another person or group of individuals in the workplace. The key to aggression is an intent to inflict harm on another, Without such an intent, it is not an aggressive behavior. Compared with aggression, the goal of gapjil is not to inflict harm on others, but to maintain or enhance Gap’s leadership status in implicit or explicit status competition. We delineate Gapjil into two distinct forms of mistreatment behaviors occurring in status competition: social undermining and abusive supervision behaviors. There can be different types of Gapjil behaviors but we focus on the major aspects of improper aspects that would appear in a real work situation. Park’s (2016) research brought a similar result that Gapjil can be categorized as threatening communication by leaders, hindering followers’ social relations and reputation, attacks on members’ career and quality of life, health, gender, and etc. Taken together, Gapjil is not just an intended behavior of a leader to undermine lower-level employees but it is also about dragging down others’ social position to maintain vested interests. To be specific, social undermining is one type of workplace aggression that involves behavior intended to hinder one’s establishment and maintenance of positive interpersonal relationships, work-related successes, and favorable reputations (Duffy, Ganster, Pagon, 2002). Individuals with low power are more vulnerable to workplace abuse or harassment in which they can be harshly treated if they raise opposing ideas (Cortina, Magley, Williams, & Langhout, 2001). Conversely, leaders with high social power can possibly hinder others’ social related success when they perceive their work position is threatened by potential competitors or opponents. Also, abusive supervision can be the other factor of Gapjil that refers to the ‘sustained display of hostile verbal and non-verbal behaviors, excluding physical contact” (Tepper, 2000: p. 178). This factor conceptually differs from social undermining in that it focuses on the aspects of leaders’ inconsiderate behaviors towards their follower such as verbal or non-verbal insults. We conceptualize Gapjil that constitutes two distinct elements of leader behaviors which are social undermining that involves behaviors intended to impede followers’ social development and abusive supervision that invol