공유리더십이 발언행동, 지식공유행동에 미치는 영향: 창의자기효능감과 변화자기효능감의 매개효과

Abstract

ABSTRACT

The Effect of Shared Leadership on Voice and Knowledge Sharing Behavior: Creative Self-Efficacy and Change Self-Efficacy as A Mediators

Moon, Seung-Hyun Advisor : Prof. Cho Yoonhyung. Ph.D. Department of Business Administration Graduate School of Chosun University

In today's multidimensional and volatile society, activities that can enhance organizational performance and properly cope with crises are necessary above all. In particular, the importance of a variety of activities to actively cope with changes in the external environment continues to increase in the reality of organizations that are forced to continue to innovate. In particular, voice behavior, a form of mutual communication, can be used as a means to cope with various risk factors in an organization, as well as to help make decisions through the presentation of opinions about the current situation in the organization. Although voice behavior do not always produce positive results in organizational performance, this research is required in that they can serve as a catalyst to identify differences in perceptions of current organizational activities and exchange views, and to serve as a starting point to respond to a variety of external environmental changes. In addition, knowledge-sharing behavior in an organization can provide a framework to effectively sustain the organization's production activities, and can occupy a very important position within the organization as a fundamental activity that enhances the organizational research performance, etc. Knowledge is a determinant of competitiveness between the state and the business, and the importance of knowledge-related industries is expanding, and the activities for sharing, creating and utilizing knowledge within the organization are increasing as a source of competitiveness in the enterprise Therefore, it is suggested that the process of identifying factors that can activate voice behavior and knowledge-sharing behavior is a meaningful activity in establishing direction to overcome organizational performance and organizational risk factors. Various studies in Korea suggest that sharing leadership has a positive influence on organizational performance and that it increases the formation of positive attitudes, job performance, team performance, and innovative behavior among members of the organization. This study looked at the influence of shared leadership on the voice behavior and knowledge sharing behavior of members. This is because previous research confirmed that shared leadership gives various positive influence to members of the organization, and therefore it was thought that it could promote not only the voice behavior of members but also knowledge sharing behavior of members In this study, we also looked at the mediated effects of the creative self-efficiency and the change self-efficiency of the members in the relationship between shared leadership and voice behavior and knowledge-sharing behavior. The results of this study are as follows. First, it has been shown that the shared leadership has a positive effect on the voice behavior and knowledge-sharing behavior of members Second, it has been shown that the shared leadership has a positive effect on the members' creative and change self-efficiency. Thirdly, creative self-efficiency had not a positive effect on voice behavior and knowledge-sharing behavior, while change self-efficiency had a positive effect on voice behavior and knowledge-sharing behavior. Fourth, we looked at the mediated effect of creative self-efficiency on the influence of shared leadership on voice behavior and knowledge-sharing behavior. The mediated effect of creative self-efficiency on the influence of shared leadership on voice behavior was a positive result. Fifth, we looked at the mediated effects of change self-efficiency on the influence of shared leadership on voice behavior and knowledge-sharing behavior. The mediated effect of change self-efficiency on the influence of shared leadership on voice behavior and knowledge-sharing behavior was shown as a positive result. Finally, this study also provided an opportunity to explore the value of shared leadership to complement the limitations of existing vertical leadership. In particular, the team unit survey looked at the impact of distributed influence and shared responsibility on the members’ work attitude and behavior at a time when all team members became leaders and individual members. It is meaningful that this paper has verified the importance of shared leadership and put forward a direction for the spread of shared leadership in the organization in the future.

Keywords: Shared leadership, voice behavior, knowledge sharing behavior, creative self-efficacy, change self-efficacy