공정성이 조직효과성에 미치는 영향력에 관한 연구 : 사기업과 공기업의 사례를 중심으로

윤정구(Jun Cheol Lim),임준철(Jeong Koo Yoon) 한국행정학회 1998 韓國行政學報 Vol.32 No.3

공정성에 대한 대부분의 연구들은 근로자들의 직무성과가 공정성에 대한 인지결과에 따라 크게 좌우될 수 있다는 사실을 보여주고 있다. 그러나 본 연구는 지금까지의 이러한 연구결과들을 넘어서서 공정성 인식이 성과에 미치는 영향은 조직의 환경적, 구조적 특성에 따라 다를 수 있다는 가정에 기반을 두고 있다. 즉, 공기업의 특성으로 인해 공정성 변수인 분배공정성, 절차공정성, 그리고 직무공정성이 조직효과성 변수인 직무만족, 조직몰입, 그리고 조직시민행동에 미치는 영향력에 있어 사기업이 공기업보다 클 것이다라는 가설을 설정, 검증했다. 이러한 가설을 사기업인 S기업의 근로자 1,456명과 공기업인 H기업의 1,041명을 대상으로 검증해 본 결과 직무공정성이 직무만족에 미치는 영향력과 절차공정성이 조직시민행동에 미치는 영향력에 있어 사기업이 공기업보다 유의하게 큰 것으로 나타났다. 반면 조직몰입에 대해서는 공기업과 사기업간에 공정성인식의 조절효과가 없는 것으로 나타났다. 본 연구는 이와같은 비교 연구결과들이 사기업과 공기업의 경영관행상 어떤 시사점과 함축적 의미를 가지는지 심도있게 토론하였다.

How Does Leadership Sharing Promote Collective Orientations among Team Members?

조윤희(Yoon hee Cho),홍계훈(Gye Hoon Hong),윤정구(Jeong koo Yoon) 대한리더십학회 2016 리더십연구 Vol.7 No.1

본 연구는 팀장의 변혁적 리더십이 팀 집단지향성에 미치는 영향에 관한 연구이다. 팀 집단 지향성은 팀원들이 집단에 대해서 어떠한 인지 및 태도를 가지고 있는 지를 말하며, 본 연구에서는 팀의 집단 책임감과 팀 효능감으로 측정했다. 또한 변혁적 리더십과 집단 책임감 및 팀 효능감의 관계들에서 팀 구성원들 간 리더십을 공유하는 공유 리더십의 매개 역할을 밝히고자 한다. 팀장이 팀원에게 미치는 리더십의 영향력은 점차적으로 팀원 전체에게 내재화되고 공유된다는 가정하에, 공유 리더십을 팀장의 변혁적 리더십과 팀 집단지향성을 연결시켜주는 매개효과로 보고자 하였다. 이와 같은 가설을 검증하기 위해, 2013년 초부터 2014년 4월까지 4개의 회사의 팀장과 팀원들에게 팀 단위의 설문을 실시하였으며 142팀 962명의 표본을 확보하였다. 분석결과, 가설에서 예측했던 바와 같이 팀장의 변혁적 리더십이 팀원간의 집단 책임감 및 팀 효능감에 긍정적인 영향들을 미치는 것으로 나타났다. 또한, 공유 리더십은 변혁적 리더십과 집단 책임감 및 팀 효능감 간의 관계들을 매개하는 것으로 나타났다. 특히 변혁적 리더십과 집단 책임감의 관계에선 완전 매개하는 것으로 나타났다. 결론적으로 다양한 산업에서 공유 리더십의 효과는 결코 적지 않으며, 수직적인 관계에서 시작하는 리더십 영향력이 수평적인 관계로 발전할 수 있음을 시사한다. 본 연구는 변혁적 리더십 및 공유리더십 영향력 과정에 대한 이해의 폭을 넓히고자 하였다는 시사점이 있다. 본 연구의 한계 및 향후 연구방향도 제시되어 있다. This study investigates the effects of leadership sharing on collective orientations among team members. The source of sharing is a team leader's transformational leadership and the target of distribution is team members. Collective orientations of interest are collective responsibility and team efficacy. We postulate that when a team effectively distributes its leader's leadership style to members, the members who successfully share the leadership style of their leader develop collective orientations. We argue further that when members fully adopt their leader's leadership style, the effect of the source leadership by the leader on collective orientations was diminished, because the shared leadership among members mediate the source leadership. We tested these theoretical hypotheses with 962 team members working in 142 teams at Korean firms. As predicted, the effect of the team leader's leadership style on collective orientations was mediated by members' distributed leadership. Especially, shared leadership fully mediated the relationship between transformational leadership and collective responsibility. We discussed the theoretical and practical implications of our findings in more detail.

한국에서 분리된 Leptospira의 배양조건에 따른 형태변화

이태윤(Tae-Yoon Lee),박전한(Jeon-Han Park),엄정란(Jeong-Ran Uhm),이봉기(Bong-Ki Lee),이원영(Won-Young Lee),김주덕(Joo-Deuk Kim),윤정구(Jung-Koo Youn),한규웅(Kyu-Woung Hahn) 大韓微生物學會 1987 大韓微生物學會誌 Vol.22 No.3

분배공정성과 절차공정성이 직무만족과 조직몰입에 미치는 차별적 영향에 관한 연구

임준철(Jun Cheol Lim),윤정구(Jeong Koo Yoon) 한국경영학회 1998 經營學硏究 Vol.27 No.1

This study investigates how procedural and distributive justice affect job satisfaction and organizational commitment. Incorporating cultural values and social norms salient in Korea, this study elaborates the conventional claims on the fairness issues in the North American Society and hypothesizes that for Korean Employees perceptions of procedural justice enhance more job satisfaction and organizational commitment than those of distributive justice. The hypothesis was tested with a sample of 1456 full-time employees at S. Electronics Company in Korea. Partially supporting the hypothesis, the results indicated that perceptions of procedural justice produce as much job satisfaction as and more organizational commitment than do perceptions of distributive justice. As also predicted, the perceptions of distributive justice did not directly produce organizational commitment. Cross-cultural and managerial implications of these findings are discussed in more detail.

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.

스포츠 팀 지도자의 리더십이 팀 성과에 미치는 영향 : 팀 응집력과 팀 효능감의 매개효과를 중심으로

김보경(Kim, Bo kyung),윤정구(Yoon, Jeong koo) 대한리더십학회 2015 리더십연구 Vol.6 No.2

우리나라는 국제 스포츠 경기에서도 우수한 성적을 거두며 엘리트 체육의 강국으로 도약했다. 하지만 그 이면에는 파벌, 폭력 코치, 성추행 파문 등 여러 불미스러운 일들이 종종 발생되고 있다. 우리나라의 경우 상하관계를 중시하는 유교사상을 바탕을 둔 권위적이고 지시적인 리더십이 주류를 이루고 있기 때문이다. 이와 같은 리더십에 대한 경향은 2002 월드컵 4강 신화를 이끌었던 거스 히딩크 감독의 등장으로 패러다임의 변화를 겪게 되었다. 본 연구는 우리나라 스포츠 계에서 리더십 패러다임의 변화가 진행되고 있다는 상황에서 등장한 여러 리더십 스타일의 효과성을 비교하고자 한다. 본 연구에서 다룬 네 가지 리더십은 거래적 리더십, 변혁적 리더십, 진성 리더십 그리고 슈퍼 리더십이다. 또한 본 연구는 리더십의 영향력을 설명할 수 있는 개념으로 종속변수인 팀 성과 외에도 팀 응집력과 팀 효능감을 매개변수로 보고 영향력을 검증하였다. 프로급 팀 스포츠 선수 461명을 대상으로 자료를 수집하여 분석한 결과, 팀 응집력에서는 진성 리더십이, 팀 효능감에서는 슈퍼 리더십이 가장 효과적인 리더십으로 판명되었다. 또한 이 두 리더십 스타일은 성과에서도 유의미한 직접적 효과를 나타냈다. 매개효과를 검증해본 결과팀 효능감은 진성 리더십과 슈퍼 리더십의 팀 성과에 대한 관계를 완전매개하며, 팀 응집력과 팀 효능감은 변혁적 리더십과 팀 성과와의 관계를 부분매개하는 것으로 나타났다. 또한 거래적 리더십의 경우 팀 효능감을 통해서 팀 성과를 부분 매개하는 것으로 밝혀졌다. 이러한 스포츠 팀의 경쟁력 강화를 위해 선수들의 효능감과 응집력 등 심리요인의 중요성을 강조하며, 이러한 심리요인을 형성하는 과정에서 강한 영향력을 주는 리더십에 스타일에 대한 실무적인 시사점을 제공하고 있다. 연구의 말미에는 본 연구의 한계 및 향후 연구방향을 제시하였다. Coach’s leadership has been considered as the most important factor in affecting team performance. This study investigates the effects of different leadership styles on team performance. We also propose two mediating mechanisms between leadership styles and team performance: Team efficacy and team cohesion. By investigating the mediating effects, we aim to investigate the pathway of leadership to performance. We developed four sets of hypotheses: (1) The first hypotheses predicts the positive effect of each leadership style on team cohesion; (2) the second hypotheses predict the positive effect of each leadership styles on team efficacy; (3) the third hypotheses predicts the positive effects of team cohesion and efficacy on team performance; and (4) the fourth hypotheses predict the mediating effect of each leadership style on performance by both team cohesion and team efficacy. We tested the hypotheses with the sample of 461 professional athletes who belonged to five different ball games (e.g. rugby, basketball, football, ice hockey, and volley ball). The finding provided an overall support of the hypotheses. We discussed the practical and theoretical implication of our findings in more detail.

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.

기업의 사회적 책임 활동에 대한 정당성 인식이 종업원의 조직시민행동에 미치는 영향에 관한 연구: 의 비전적 리더십의 조절효과를 중심으로 CEO

이수정 ( Soo Jung Lee ),윤정구 ( Jeong Koo Yoon ) 한국지식경영학회 2012 지식경영연구 Vol.13 No.4

This study examines whether employees` legitimacy perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB). It also investigates whether CEO`s visionary leadership can moderate this causal relationship. CSR legitimacy is defined in the current study as employees` personal beliefs about the appropriateness of corporate CSR activities. In fact, employees evaluate the appropriateness of CSR activity based on its consistency with corporate philosophy (e.g. corporate mission, vision, and values) which functions as employees` referencial belief structure. If CSR activity is perceived as one of firm`s effort to fulfill its mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are congruent, employees will consider firm`s CSR activity as legitimate. If, however, employees think that CSR activity is not congruent with firm`s mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are inconsistent, they will perceive that CSR activity of their firm is not legitimate. In the current study, we propose that employees who perceive that the CSR activity of their firm is legitimate are more likely to engage in OCB. In addition, we hypothesize that CEO`s visionary leadership can strengthen the positive effect of employees`perception of CSR legitimacy on their OCB. We tested these hypotheses with the sample of 383 employees from 32 companies listed on DJSI (Dow Jones Sustainability Index) Korea 2009. We employed the HLM (hierarchical linear modeling) program to decompose the multi-level random effects. We found that CSR legitimacy perceptions of employees increase employees` OCB and that CEO`s visionary leadership moderates this relationship. We discussed implications of these findings in more detail.

韓ㆍ美ㆍ日 성공 CEO의 리더십 능력요인과 유형에 관한 연구

임준철(Jun Cheol Lim),윤정구(Jeong Koo Yoon) 대한리더십학회 2004 리더십연구 Vol.1 No.1

본 연구는 한ㆍ미ㆍ일 성공 CBO 55명을 선정하여 이들이 가지는 리더십 능력요인의 및 유형분류를 흉하여 성공 CEO들이 가지는 특성을 규명한 것이다. 더불어 한 미 일 CEO 리더십의 비교문화적 측면에서 분서결과가 어떤 의미를 가지는지 찾아내었다. 이를 위해 선행 연구문헌의 고찰을 통해 설제된 49가지 리더십 조사항목에 대해 내용분석 기법을 응요하여 성공 CEO의 리더십 능력요인으로서 기초능력에 대해 인내, 개척, 모탈요인이 업무수행능력에 대해서는 추진력, 관리력, 위험감수, 인간관계, 학습능력의 8가지가 규명되었다. 그러고 CEO리더십을 CEO가 가지고 있는 기초능력과 업무수행능력이 배경이 되어 나타나는 경영관리 행위의 총체적 특성이라고 정의하고 성공 CEO의 리더십 유행에 관계지향형, 효율, 전략지향형, 글로벌 확대지향형이 있음을 확인하였다. 이려한 4가지 CEO리더십 유형이 인구통제변수 인 국가, 산업, 세대별로 특징적인 분포를 이루고 있음이 확인되었다. 마지막으로 본 연구에서는 이와 같은 한미일 성공 CEO의 리더십 비교분석 결과들이 한국 기업의 CEO 리더십 관련 경영정책과 관행에 어떤 실용적 제안을 할 수 있을 것인가를 토론하였다. This study investigates 55 successful CEOs in Korea, USA, and Japan. The prime goal is to draw some communality underlying their leadership abilities and management styles. Another goal is to examine cross-cultural differences in these characteristics among CEOs. Through content analysis, each CEO's leadership was evaluated over the 49 variables drawn from various leadership studies. Factor analysis over the evaluation data confirmed three basic personality traits and five task-related abilities the successful CEOs commonly show. The three personality traits include perseverance, pioneer spirit, and strong morality, whereas the five task-related abilities include driving force, administrative skills, risk taking, relational skills, and learning capability. Again built upon each CEO's management styles which are shown by these eight constructs, this study generated a conceptual typology of four distinctive leadership styles: (1) human relation oriented, (2) efficiency and strategy oriented, (3) competency oriented, and (4) globalization oriented styles. This study also subjected these leadership styles to various analyses to examine any cross-cultural differences among the three countries CEOs in addition to generational and industrial differences. Managerial and policy implications of these findings were discussed in more detail.

기업의 사회적 책임 활동의 야누스 효과

이수정(Soo Jung Lee),윤정구(Jeong Koo Yoon) 한국경영학회 2011 經營學硏究 Vol.40 No.4

Most research on corporate social responsibility(CSR) has primarily taken the perspectives of investors or customers, who are the external stakeholders of the company. The research focus is the effects of CSR activities on the company`s financial performance and customers` perceived brand image or their intention to buy. The neglected perspective, that of employees, however, is critical to understand how CSR affects company performance. The success of the company is critically mediated by employees who interpret the activity of corporate CSR and mobilize commitments and work motivation based on their interpretation. Despite the importance of employees in corporate CSR, there are few studies that empirically examine the effects of CSR through the lens of the employees. Furthermore, previous researchers who explored the effects of CSR taking the employees` perspectives have not recognized the difference between external stakeholders and employees. Since employees as internal stakeholder can have relatively more access to information about the company intention for CSR than can external stakeholders, they derive different values and goals by interpreting this information and respond differently from investors or customers. The purpose of this study is to examine whether employees` perceptions of CSR legitimacy influence on their organizational citizenship behavior(OCB) and counterproductive work behavior (CWB). We conceptualizes legitimacy as two components: external legitimacy and internal legitimacy. When employees attribute the motive of CSR to firm`s competitive advantage, they will interpret the firm`s CSR as a window-dressing corporate behavior, which is explained by external legitimacy. In contrast, employees will interpret the firm`s CSR to be based on the firm`s authentic behavior when they attribute the motive of CSR to attain firms` mission or vision, which is consistent with the concept of internal legitimacy. It is predicted that employees will engage in more OCB and less CWB when they perceive that CSR reflects internal legitimacy. On the other hand, it is hypothesized that employees will exhibit more CWB and less OCB when they perceive that CSR reflects external legitimacy. In addition, it is proposed that employees` cynicism about CSR will mediate the relationships between employees` perceptions of CSR legitimacy and their OCB and CWB. We tested the hypotheses with the sample of 399 employees from 38 companies that represent the population of Dow Jones Sustainability Indexes(DJSI) Korea 2009 survey. The results of LISREL analysis confirmed that all the predictions of this study were supported. The internal legitimacy increases organizational citizenship behavior and decreases the counterproductive work behavior through dampening the perceptions of cynicism on CSR. In contrast, the external legitimacy decreases organizational citizenship behavior and increases the counterproductive work behavior by intensifying the perceptions of cynicism on CSR. We indicated the effects reflected the janus effects, because legitimacy play two distinct roles on corporate CSR. We highlight that CSR enhances OCB and reduce counterproductive work behavior when employees perceive the authentic motive with internal legitimacy. However, it shows a ugly face when employees conceive it as reflecting purely instrumental motives with external legitimacy.