공유리더십이 팀 성과에 미치는 영향

Abstract

The Effect of Shared Leadership on Team Performance: Team Identification as A Mediator, Job Calling as A Moderator Lee Byong-Pil Advisor : Prof. Cho Yoonhyung, Ph.D. Department of Business Adminstration Graduate School of Chosun University The purpose of this study is to investigate how shared leadership affects squad-level team performance, a sub-organization of the ROCK Army. This started from the inference that the army's command philosophy and concept of command, mission command, is similar to shared leadership, which is the sum of decentralization of influence and individual influence of individual members of the organization. It consists of a total of five chapters, and it was intended to find out what process shared leadership similar to mission command, the concept of command of the Army, affects team performance through. To this end, this study was conducted on candidates and trainees for non commissioned officers, and the relationship between shared leadership and team performance of squad-level teams, job calling that would have motivated them to join the army, team identification that could be caused by shared leadership, fighting morale and team performance as team performance, and external evaluation results of team members by external expert groups. Prior to the empirical research, a literature study was conducted by reviewing the results of previous studies related to shared leadership, job calling, team identification, fighting morale, and team performance hypotheses were established and empirical analysis was conducted. The hypotheses were based on examining the relationship between shared leadership and team performance. In addition, the mediating effect of team identification in the relationship between shared leadership and team performance was identified, and whether the sense of job calling has a moderating effect between shared leadership and team identification. In addition, we would like to derive and empirically analyze research models and research hypotheses on whether the sense of job calling has a controlled mediating effect in the relationship between shared leadership and team identification that mediates team performance. For empirical analysis according to the research model, it was measured using questionnaire tools verified through papers by existing scholars, and the external evaluation of team performance was intended to resolve the bias of the same method by self-report of the same person, as independent variables, parameters, control variables, and outcome variables by reflecting external evaluation results conducted by experts in each subject at the Army Non-commissioned officers Academy. A total of 1,240 candidates for training courses and beginner course trainees at the Army Non-commissioned officers Academy were surveyed at the group level, consisting of 172 teams per squad. First, the findings confirmed that shared leadership has a positive effect on team identification, self-report team performance, and fighting morale among team performances. Second, it was empirically found that team identification mediates between shared leadership and team performance (self-report), team performance (external evaluation), and fighting morale. Third, the sense of job calling is to control the relationship between shared leadership and team identification, and in particular, the higher the sense of job calling, the greater the impact of shared leadership on team identification. In addition, it was revealed that the mediating effect of team identification, which mediates the relationship between shared leadership and team performance, also has a conditional interference effect that controls it to positive (+). In other words, the higher the sense of calling, the more shared leadership affects team performance through the mediating effect of team identification. Fourth, it was revealed that shared leadership itself had no significant impact on team performance by external evaluation, while the mediating effect of team identification had a significant impact on team performance by external evaluation. Even if there is a squad where shared leadership is well expressed, there is no significant relationship with the individual ability evaluation of the squad, but the sum of the individual evaluation results of the squad members with large team identification expressed by shared leadership is large. Keywords: Shared leadership, job calling, team identification, team performance(self-report, external evaluation), fighting morale, mission command