상사의 역기능 리더십 행동, 선행요인 그리고 결과에 대한 질적 분석 = A Qualitative Analysis on Supervisors' Dysfunctional Leadership Behaviors, Antecedents, and Results

다국어 초록 (Multilingual Abstract)

Paradoxically, leadership has not only positive effects but also negative effects. The purpose of this study is to examine supervisors‘ dysfunctional leadership behaviors, antecedents and results in order to draw HRD implications for protecting organizations and employees from dysfunctional leaders and provide implications for leadership development. A qualitative research method based on semi-organized interviews with 28 employees from S-group was used. The results of this study show that the dysfunctional leadership behaviors were associated with ten behavioral categories: belittling and insulting the subordinates, authoritative and arbitrary behaviors, self-aggrandizement, biased preference for certain personnel, arrogance, micro-managing, inability to change and adapt, discordance between words and actions, over-dependance on supervisor, lack of ethics and values. Dysfunctional leadership behaviors were casually attributed to 'personal traits & experience', 'task characteristics', and 'internal & external environments of the organization'. Finally, the results of supervisor's dysfunctional leadership behaviors on employees and the organizational effects were 'increased turnover rate', 'declining work efficiency', 'collapsing morale', 'retraining innovative thinking', 'passive working culture', 'discouraging organizational vitality', 'discouraging organizational synergy', 'losing loyalty' and 'declining trust on supervisor'.

국문 초록 (Abstract)

역설적이지만 리더십에는 드러난 순기능 못지않게 숨겨진 역기능도 많다. 본 연구는 상사의 역기능 리더십의 행동 유형, 선행 요인과 그 결과를 밝혀서 역기능 리더로 인한 조직과 구성원의 피해를 최소화하고, 효과적인 리더십 개발을 위한 HRD 차원의 시사점을 도출하고자 하였다. 이를 위하여 국내 S그룹에 종사하는 구성원 28명을 대상으로 본인의 상사를 통해 직접 경험하였거나, 또는 잘 알고 있는 리더 1인을 상정하여 해당 리더가 보이는 역기능 리더십의 구체적인 행동 특성과 이에 영향을 미치는 선행요인, 그로 인해 조직과 구성원에게 영향을 미치는 부정적 결과에 대한 심층 인터뷰 기반의 질적 연구를 수행하였다.
연구결과 상사의 역기능 리더십 행동으로는 ‘비인격적인 비난과 모욕행위’, ‘권위주의적․독단적 행동’, ‘자기 권한 강화’, ‘편향적 인력선호와 활용’, ‘지나친 자기과신’, ‘과도한 관리와 통제’, ‘변화에 대한 저항’, ‘언행 불일치’, ‘상사에 대한 지나친 의존’, ‘비윤리적 행동’ 등이 공통적으로 밝혀졌다. 역기능 리더십 행동에 영향을 미치는 선행요인으로는 ‘개인의 성향과 경험’, ‘과업 특성’, 그리고 ‘조직 내․외부 환경’ 등으로 확인되었다. 그리고 상사의 역기능 리더십 행동이 조직 구성원에게 미치는 부정적인 결과는 ‘이직 증가’, ‘업무 효율성 저하와 자원낭비’, ‘업무 의욕 저하’, ‘혁신적 사고 제한’, ‘소극적이고 수동적인 조직문화’, ‘조직 활력 저하’, ‘조직 시너지 저하’, ‘애사심 저하’, ‘상사에 대한 신뢰 저하’ 등으로 조사되었다.

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