정치적 기술의 상향 영향력에 대한 설명력 검증 및 가치일치의 매개효과 = The Effects of Political Skills to Upward Influence: the Role of Value Congruence as a Mediator

다국어 초록 (Multilingual Abstract)

A considerable number of scholars and business persons have been constantly interested in upward influence such as organizational change and organizational innovation over a long period of time. Most of them expecially highlight the role of CEOs in the performance of organization. However, the truth is that the roles of middle managers should be highly regarded in the process of organizational performance since they take up even more information on matters in the field of business.
Middle manager constantly make every effort to create issue and influence on his/her boss in the field of business.
The upward influence is based on informal power. It is often considered as the political behavior with negative side emphasized. However, as the upward influence naturally exists in organizations, a member’s ability of an organization to perform the upward influence is regarded as the critical factor determining the organization and effectiveness of a leader.
Based on the theory review, we proposed the relationship between political skills and upward influence. This study examines the mediating effect of value congruence between political skills and upward influence and the comparative explanatory power among 4 factors of political skills such as networking ability, social astuteness, interpersonal influence and apparent sincerity on upward influence.
In this study, we attempted to mitigate common method bias by collecting data from two sources. team member-member dyads have been conveniently sampled and survey within private and public corporations. 275 pairs of returned questionnaires were utilized to verify the hypotheses.
According to the hierarchical regression, firstly, value congruence have mediating effects on the relationship between political skills and upward influence. Particularly value congruence have full mediating effects on the relationship between networking ability and upward influence.
Secondly, apparent sincerity has stronger relationship with value congruence and upward influence than the other sub factor of political skills.
Based on these results, implications and limitations of this study are discussed and future research direction are suggested.

국문 초록 (Abstract)

본 연구는 부서원이 지각하는 부서장의 정치적 기술과 상향 영향력 간 관계에서 부서원이 지각하는 부서장과 부서장의 상사 간 가치일치의 매개효과를 알아보고자 하였다. 또한, 가치일치와 상향영향력에 대해 정치적 기술의 4가지 하위차원간 상대적 설명력을 파악하고자 하였다. 이를 위해 공무원과 기업 275개 부서에서 각 부서별로 2명의 부서원을 쌍으로 하여 550명의 부서원의 설문을 분석에 이용하였다. 연구결과, 첫째, 부서원이 지각하는 부서장의 정치적 기술의 4가지 하위차원과 상향 영향력 간에는 부서장과 부서장의 상사 간 가치일치가 매개하는 것으로 나타났다. 특히, 가치일치는 네트워킹 능력과 상향 영향력간 관계를 완전매개 하였으며, 외형적 진실성, 사회적 통찰력, 대인관계 영향력과 상향 영향력 간에는 각각 부분매개 하는 것으로 나타났다. 둘째, 부서장과 부서장의 상사 간 가치일치에 대한 부서장의 외형적 진실성의 설명력은 네트워킹 능력, 사회적 통찰력, 대인관계 영향력의 설명력을 각각 증가시켰으나, 외형적 진실성의 설명력은 다른 정치적 기술의 3가지 차원에 의해 증가되지 않았다. 따라서, 정치적 기술의 4가지 하위차원 중에서 외형적 진실성이 가치일치를 가장 잘 예측할 수 있는 인자임을 알 수 있었다. 셋째, 부서장의 상향 영향력에 대한 부서장의 외형적 진실성의 설명력은 네트워킹 능력, 사회적 통찰력, 및 대인관계 영향력의 설명력을 각각 증가시켰다. 한편, 상향 영향력에 대한 네트워킹 능력 및 대인관계 영향력의 설명력은 외형적 진실성의 설명력을 모두 증분시키지 못하였으나, 사회적 통찰력의 설명력은 외형적 진실성의 설명력을 증분시켰다. 따라서, 정치적 기술의 4가지 하위차원 중에서 외형적 진실성과 사회적 통찰력은 네트워킹 능력과 대인관계 영향력에 비해 부서장의 상향영향력을 상대적으로 보다 잘 예측될 수 있는 것으로 나타났다. 마지막으로, 연구결과를 통하여 본 연구의 시사점, 한계 및 향후과제를 제시하였다.

참고문헌 (Reference)

1 정현선, "침묵과 발언 행동의 변별성:측정 모형 비교 및 침묵 행동의 증분 설명력" 한국문화및사회문제심리학회 19 (19): 1-17, 2013

2 이정훈, "조직지원인식과 상사의 정치적 기술이 조직유효성에 미치는 영향 : 상사-부하간 교환관계의 매개효과를 중심으로" 성균관대학교 대학원 2011

3 김경수, "조직에서의 위계적 리더십 : Pelz 효과의 재검증" 한국인사관리학회 37 (37): 171-204, 2013

4 이규만, "조직구성원의 정치지작이 직무만족과 조직몰입에 미치는 영향" 한국기업경영학회 13 (13): 97-110, 2006

5 이진규, "부하가 인지한 상사의 변혁적·거래적 리더십과 성과간 신뢰 및 가치일치의 매개효과 검증" 한국경영학회 32 (32): 925-954, 2003

6 양봉희, "변혁적 리더십과 리더의 변화지향성이 조직구성원의 혁신성과에 미치는 영향 -가치일치의 조절효과-" 한국기업경영학회 17 (17): 233-258, 2010

7 전재권, "리더의 정치기술과 혁신적 업무행동의 관계에 대한 연구 ; 리더-부하 교환관계의 매개효과와 혁신적 분위기의 조절효과" 476-477, 2009

8 김정훈, "경영환경 특성과 성과간의 관계에 대한 CEO의 전략적 리더십의 매개효과 검증" 한국인적자원관리학회 18 (18): 197-214, 2011

9 Burke, C. S., "Trust in leadership : A multi-level review and integration" 18 : 606-632, 2007

10 Krishnan, V. R., "Transformational leadership and value system congruence" 15 (15): 19-33, 2002

11 Seltzer, J., "Transformational Leadership : Beyond initiation and consideration" 16 (16): 693-703, 1990

12 DeRue, D. S., "Trait and behavioral theories of leadership : an integration and meta-analytic test of their relative validity" 64 : 7-52, 2011

13 Edwards, J. R., "The value of value congruence" 94 (94): 654-677, 2009

14 Wayne, S. J., "The role of upward influence tactics in human resource decisions" 50 : 979-1006, 1997

15 Meurs, J., "The role of political skill in the stressor–outcome relationship : differential predictions for self-and other-reports of political skill" 76 : 520-533, 2010

16 Mintzberg, H., "The organization as political arena" 22 : 133-154, 1985

17 Shamir, B., "The motivational effects of charismatic leadership : a self-concept based theory" 4 : 577-594, 1993

18 Baron, R. M., "The moderator-mediator variable distinction in social psychological research : Conceptual, strategic, and statistical consideration" 51 (51): 1173-1182, 1986

19 Blickle, G., "The impact of political skill on career success of employees’ representatives" 77 : 383-390, 2010

20 Mowday, R. T., "The exercise of upward influence in organizations" 23 : 137-159, 1978

21 Williams, E. A., "The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attibuted charisma in the 2008 presidential election" 23 : 324-341, 2012

22 Krone, K. J., "Structuring constraints on perceptions of upward influence and supervisory relationships" 59 (59): 215-225, 1994

23 Brown, M. E., "Socialized charismatic leadership, value congruence, and deviance in work groups" 91 (91): 954-962, 2006

24 Bono, J. E., "Self-concordance at work : Toward understanding the motivational effects of transformational leaders" 46 (46): 554-571, 2003

25 Kipnis, D., "Profile of organizational influence strategies(Form M)" University Associates 1982

26 Pfeffer, J., "Power in Organizations" Pitman 1981

27 Ferris, G. R., "Political skills at work" 28 : 25-37, 2000

28 Wei, L. -Q., "Political skill, supervisorsubordinate Guanxi and career prospects in Chinese firms" 47 (47): 437-454, 2010

29 Ferris, G. R., "Political skill in organizations" 33 : 290-320, 2007

30 Ferris, G. R., "Political skill construct and criterion-related validation : a two-study investigation" 23 : 744-771, 2008

31 Kolodinsky, R. W., "Political skill and influence effectiveness : testing portions of an expanded Ferris and Judge(1991)model" 60 : 1747-1777, 2007

32 Robyn L. Brouer, "Political Skill Dimensionality and Impression Management Choice and Effective Use" Springer Nature 30 (30): 217-233, 2015

33 Ferris, G. R., "Personnel/human resources management : a political influence perspective" 17 : 447-488, 1991

34 Blickle, G., "Personality, political skill, and job performance" 72 : 377-387, 2008

35 Hoffman, B. J., "Person-organization value congruence : how transformational leaders influence work group effectiveness" 54 (54): 779-796, 2011

36 Porter, L. W., "Part4 : Upward influence, Organizational Influence Processes" M.E. Sharpe, Inc 2003

37 Vigoda-Gadot, E., "Organizational politics and job outcomes : the moderating effect of trust and social support" 40 (40): 2829-2861, 2010

38 Jung, D. I., "Opening the black box : An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership" 21 (21): 949-964, 2000

39 Hair, J. F., "Mutivariate data analysis" Pearson Education 2006

40 Terpstra-Tong, J., "Moving toward a global understanding of upward influence strategies : an Asian perspective with directions for cross-cultural research" 19 : 373-404, 2002

41 Jung, D., "Moderating role of subordinates’ attitudes on transformational leadership and effectiveness : a multi-cultural and multi-level perspective" 20 : 586-603, 2009

42 Zellars, K. L., "Moderating effects of political skill, perceived control, and job-related self-efficacy on the relationship between negative affectivity and physiological strain" 29 : 549-571, 2008

43 Wager, L. W., "Leadership style, influence, and supervisory role obligations" 9 : 391-420, 1965

44 Brown, M. E., "Leaderfollower value congruence : Are socialized charismatic leaders better able to achieve it?" 94 (94): 478-490, 2009

45 Schriesheim, C., "Influence tactics used by subordinates : a theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson Subscales" 75 (75): 246-257, 1990

46 Ringer, R. C., "Hospital professionals’ use of upward influence tactics" 12 (12): 92-108, 2000

47 Smith, A. . N., "Gender influence : a gender role perspective on the use and effectiveness of influence tactics" 39 (39): 1156-1183, 2013

48 Blickle, G., "Fit of political skill to the work context : a two-study investigation" 61 (61): 295-322, 2012

49 Lau, D. C., "Feeling trusted by business leaders in China : Antecedents and the mediating role of value congruence" 24 (24): 321-340, 2007

50 Lauterbach, K. E., "Dynamics of upward influence : how male and female managers get their way" 7 (7): 87-107, 1996

51 Wang, A. -C., "Does value congruence lead to voice? : cooperative voice and cooperative silence under team and differentiated transformational leadership" 8 (8): 341-370, 2011

52 Ferris, G. R., "Development and validation of the political skill inventory" 31 : 126-152, 2005

53 Williams, E., "Crisis, charisma, values and voting behavior in the 2004 Presidential Election" 20 : 70-86, 2009

54 Semadar, A., "Comparing the effects of multiplesocial effectiveness constructs in the prediction of managerial performance" 27 : 443-461, 2006

55 Phillips, N., "Bringing the organization back in : a comment on conceptualizations of power in upward influence research" 18 : 43-47, 1997

56 Geertshuis, S. A., "Appraisals of self and situation as determinants of upward influencing tactics" 43 (43): 1563-1577, 2013

57 Douglas, C., "An examination of leader political skill and its effect on ratings of leader effectiveness" 15 : 537-550, 2004

58 Schilit, W. K., "An examination of individual differences as moderators of upward influence activity in strategic decisions" 39 (39): 933-953, 1986

59 Waldman, D. A., "Adding to contingent-reward be havior : the augmenting effect of charismatic leadership" 15 (15): 381-394, 1990

60 Meglino, B. M., "A work values approach to corporate culture : a field test of the value congruence process and its relationship to individual outcomes" 74 : 424-432, 1989

61 Mayer, J. D., "A tale of two visions : Can a new view of personality help integrate psychology?" 60 (60): 294-307, 2005

62 Smith, A. D., "A qualitative study of high-reputation plant managers : political and successful outcomes" 27 : 428-443, 2009

63 Lyons, S., "A comparison of the values and commitment of private sector, public sector, and parapublic sector employees" 66 (66): 605-618, 2006