기업조직에서 자기기만과 리더십효과성

다국어 초록 (Multilingual Abstract)

Three studies were administered to investigate the role of self deception in leadership ineffectiveness. In study 1, real life cases of self deceptive behaviors and thoughts manifested in organizations were collected through a focus group interview. The cases collected were qualitatively analyzed, which led to three categories of self deception: 'self deception in human resource development and empowerment,' 'self deception in job performance and consideration,' and 'self deception in communication.' Based on these three factor structure of self deception, a scale measuring self deceptive leadership behaviors and thoughts was developed. In study 2, the self deception leadership scale was validated using the data from 68 leaders in three business organizations. In study 3, a questionnaire designed to explore the relationship between self deception and leadership ineffectiveness was administered to 75 leaders and their 174 subordinates in three business organizations. The results showed that leaders' self deceptive thoughts in human resource development and empowerment significantly reduced leadership effectiveness in producer, director, and coordinator roles. Meanwhile, leaders' self deceptive behaviors in job performance and consideration significantly reduced the
ethical leadership evaluation of the subordinates. Lastly, the ways to enhance the leaders' awareness of their self deception tendency and to improve leadership effectiveness was discussed.

참고문헌 (Reference)

1 Yukl, G., "현대조직의 리더십 이론" 시그마프레스 73-641, 2006

2 조성호, "한국판 방어유형질문지 타당화 연구" 11 (11): 115-137, 1999

3 백기복, "리더십의 이해" 창민사 2009

4 아빈저연구소, "리더십과 자기기만" 위즈덤아카데미 2001

5 Strauss, A., "근거이론의 이해" 한울 아카데미 1996

6 Burke, R. J., "Why leaders fail: exploring the darkside" 27 (27): 91-100, 2006

7 Dotlitch, D.L., "Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them" Jossey-Bass 2003

8 Goleman, D., "Vital lies, simple truths: The psychology of self-deception" Simon and Schuster 1985

9 Kaplan, R. E., "The versatile leader" Pfeiffer 2006

10 Pienaar, C., "The role of self-deception in leadership ineffectiveness: a theoretical overview" 39 (39): 133-141, 2008

11 Blake, R. R., "The new Managerial Grid" Gulf Publishing Company 1978

12 Brodsky, C. M., "The Harassed Worker" Lexington Books 1976

13 아빈저연구소, "The Anatomy of peace" 위즈덤아카데미 2006

14 Griffin,D. W. & Ross, L., "Subjective construal, social inference, and human misunderstanding. Advances in experimental social, 315-368"

15 Gur, R. C,, "Self-deception: A concept in search of a phenomenon" 37 : 147-169, 1979

16 Sackeim, H. A., "Self-deception, self-esteem, and depression: The adaptive value of lying to oneself. in : Empirical studies of psychoanalytic theory, 1" 1983

17 Sackeim, H. A., "Self-deception, other-deception, and self-reported psychopathology" 47 : 213-215, 1979

18 Bok, S., "Secrets" Vintage Books 1989

19 Alicke, M. D., "Personal contact, individuation, and the better-than-average effect" 68 : 804-825, 1995

20 Denison, D. R., "Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership" 6 (6): 524-540, 1995

21 McCall, M., "Off the Track: Why and How Successful Executives Get Derailed" Center for Creative Leadership 1983

22 Bazerman, M. H., "Negotiation" 51 : 279-314, 2000

23 Wright, R. C., "Motivated self-deception in child molesters" 8 : 89-111, 1999

24 Shipper, F., "Mastery and frequency of managerial behaviors relative to sub-unit effectiveness" 44 (44): 371-388, 1991

25 Hersey, P., "Management of organizational behavior: Utilizing human resources" Prentice-Hall 1977

26 Conger, J. A., "Learning to lead: The art of transforming managers into leaders" Jossey-Bass Inc. 1992

27 Blakeley, K., "Leadership blind spots and what to do about them" John Wiley & Sons Ltd. 2007

28 Shackleton, V., "Leaders who derail. in : Business leadership" Thomson 1995

29 Schriesheim, C. A., "Leader initiating structure: A reconciliation of discrepant research results and some empirical tests" 15 : 297-321, 1976

30 Taylor, S. E., "Illusion and well-being: A social psychological perspective on mental health" 103 : 193-210, 1988

31 Hilgard, E. R., "Human motives and the concept of the self" 4 : 374-382, 1949

32 Kaplan, R. E., "High hurdles: the challenge of executive self-development" 1 : 195-205, 1987

33 Brown, M., "Ethical leadership: A social learning perspective for construct development and testing" 97 : 117-134, 2005

34 Messick, D. M., "Ethical leadership and the psychology of decision making" 37 (37): 9-22, 1996

35 Tenbrunsel, A. E., "Ethical Fading: The Role of Self-Deception in Unethical Behavior" 17 (17): 223-237, 2004

36 Thompson, L., "Egocentric interpretations of fairness and interpersonal conflict" 51 : 176-197, 1992

37 C. Terry Warner, "Bonds that make us free" The Arbinger institute 2001

38 Quinn, R. E., "Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance" Jossey-BassI Inc. 1988

39 Baumeister, R. F., "Bad is stronger than good" 5 (5): 323-370, 2001

40 Jordan, K., "Awareness: the leadership challenge"

41 Cooper, J. Kelly, K., & Weaver, K., "Attitudes, Norms, and Social Groups. Social cognition, 244-249"

42 Hogan, R., "Assessing leadership: A view from the dark side" 9 (9): 40-51, 2001

43 Quinn, R. E., "Applying the Competing Values Approach to Leadership : Toward an Integrative Model. in : Managers and Leaders: An International Perspective" Pergamon 1984

44 Cooper, J., "A new look at dissonance theory. in : Advances in experimental social psychology" Academic Press 229-266, 1984

45 Stone, J., "A Self-Standards Model of Cognitive Dissonance" 37 (37): 228-243, 2001