Your browser does not support the PubReader view.
Go to this page to see a list of supporting browsers.
Korean Academic Society of Business Administration
[ Article ]
korean management review - Vol. 47, No. 6, pp.1485-1514
ISSN: 1226-1874 (Print)
Print publication date 31 Dec 2018
Received 09 May 2018 Revised 16 Oct 2018 Accepted 05 Nov 2018
DOI: https://doi.org/10.17287/kmr.2018.47.6.1485

LMX의 TMGT 효과와 팀 동적역량의 교차수준 조절역할: 소방공무원을 중심으로

김학수* ; 배범수**
*(주저자) 충북대학교 경영학부 조교수 bbs71@kndu.ac.kr
**(교신저자) 국방대학교 국방관리학과 조교수 bbs71@kndu.ac.kr
The Effect of TMGT of LMX and the Cross-Level Moderating Role of Team Dynamic Capability: Focused on the Firefighters
Hack Soo Kim* ; Bum Soo Bae**
*Assistant Professor, Chungbuk National University, College of Business, First Author hsmartin@cbnu.ac.kr
**Assistant Professor, Korea National Defense University, Graduate School of Defense Management, Corresponding Author hsmartin@cbnu.ac.kr

초록

지난 40년간에 걸쳐, LMX는 조직구성원의 태도, 행동, 성과를 설명하는 중요한 리더십 이론으로 각광을 받고 있으며, LMX의 긍정적인 효과는 수차례에 걸친 이론적 고찰 및 메타분석을 통하여 검증되었다. 하지만 2000년 이후부터 본격적으로 TMGT(too much of a good thing) 효과가 제시되면서 LMX의 순기능적 효과가 의심을 받기 시작하였고, 사회 교환 관점을 토대로 LMX의 TMGT 효과가 제시되기에 이르렀다. 본 연구는 스트레스 측면과 지배적 적합성 관점을 차용하여 LMX와 혁신행동 간의 비선형적인 관계를 규명하고자 한다. 또한 높은 수준의 LMX에서 부하직원의 대처 능력 부족, 부하직원에게 높은 자율성을 부여함에 따라 리더가 통제 상실감을 느낄 수 있다는 점에 착안하여, 최근 주목을 받고 있는 팀에 내재된 지적 능력이며, 절차적 합리성을 제공할 수 있는 팀 동적역량을 제시하고, LMX와 혁신행동 간의 관계에서 팀 동적역량의 교차수준 조절효과를 규명하고자 한다. 66개 팀의 팀장들 및 251명의 팀원들로부터 수집된 자료를 분석한 결과, LMX는 혁신행동에 역 U형태의 비선형적 영향을 주는 것으로 나타났다. 그리고 가설과는 반대로 팀 동적역량이 높은 팀일수록 LMX가 혁신행동에 미치는 역 U형태의 비선형적 영향이 강화되는 것으로 나타났다. 이러한 연구 결과가 함의하는 경영학적 시사점과 더불어, 연구의 한계 및 향후 연구방향이 논의되었다.

Abstract

Over the past 40 years, LMX has become significant theory of the leadership in matters of concerning employee’s attitude, behavior and achievement, and also its positive effect has been proven through a series of theoretical consideration and meta-analysis. Since the effect of TMGT(too much of good thing) was presented in 2000s, the good effect of LMX has been called into question though. Based on social exchange theory, the effect of TMGT of LMX has been produced.

This reflects the needs for analyzing a nonlinear relationship between LMX and innovative behavior in terms of stress theory, dominance compatibility perspective. Moreover the team dynamic capability, recently has been spotlighted, which is implicit an intellectual faculty of team and increase an procedural rationality of team, will be discussed as well as the cross-level moderating role of team dynamic capability.

This study investigated whether LMX in firefighters, who play the leading role in putting out a fire, saving a life, rescuing & emergency medical services, would U-shaped nonlinear impact innovative behavior. In addition, We investigated whether the cross-level moderating role of team dynamic capability would mitigate the relationship between LMX and innovative behavior.

The analytical result based on the collected data from 66 team leaders and 251 of team members should provide an Indication that LMX influences U-shaped nonlinear effect on the innovative behavior. Furthermore in contrast with its hypothesis, it has been indicated that more dynamic capability results in enhanced inverse U-shaped nonlinear effect which LMX makes impact on innovative behavior. In addition to managerial implications, the limitation and further direction of research have been discussed in this study.

Keywords:

Leader-Member Exchange, Innovative Behavior, Team Dynamic Capability, The Effect of Too Much of a Good Thing, Cross-Level

키워드:

LMX, 혁신행동, 팀 동적역량, TMGT 효과, 교차수준

Acknowledgments

본 논문은 2018년 한국인사조직학회 춘계학술대회에서 발표되었으며, 수정 및 보완을 거쳐 게재되었음

References

  • 고득영·유태용(2012), “직무자율성과 혁신행동 간의 관계,” 한국심리학회지: 산업 및 조직, 25(1), 215-238.
  • 김경태·박현주·정홍상(2016), “임파워링 리더십과 직무몰입, 혁신행동, 직무성과 간의 인과적 관계에 대한 실증연구,” 한국행정논집, 28(3), 517-538.
  • 김미희·신유형·임형록(2017), “팀 불안정의 개념 정립,” 인사조직연구, 25(2), 257-280.
  • 김사라·김유숙·이윤선(2018), “소방공무원 직무스트레스 척도개발 및 타당화,” 상담학연구, 19(2), 1-23.
  • 김학수·박대훈·이준호(2015), “접점종업원들의 협력행동에 대한 매장 관리자의 임파워링 리더십의 효과,” 한국심리학회지: 산업 및 조직, 28(1), 23-59.
  • 박원우·백연정(2006), “집단성과에 대한 집단효능감의 부작용,” 경영학연구, 35(5), 1427-1448.
  • 이규만·박경규(2001), “부하의 체면중시가 상사-부하간 교환관계 및 조직행동에 미친 영향,” 경영학연구, 30(4), 1093-1114.
  • 이상구·이용규(2007), “소방공무원의 직무스트레스 유발원인과 결과에 관한 실증적 연구,” 한국화재소방학회 논문지, 21(2), 74-86.
  • 정예지·윤정구(2013), “팀 자본인가, 팀 동적역량인가?” 경영학연구, 42(1), 53-83.
  • 정예지·윤정구(2017), “팀의 사회적 자본과 문화적 자본이 활용과 탐색 및 팀 성과에 미치는 차별적 영향력에 관한 연구,” 조직과 인사관리연구, 41(3), 1-36.
  • 채진·우성천·김종은(2011), “소방공무원의 멘토링 기능이 직무역량에 미치는 영향,” 한국화재소방학회 논문지, 25(2), 71-79.
  • 최병권·문형구·주영란·정재식(2017), “변혁적·거래적 리더십의 국내 연구동향과 향후 연구방향,” 인사조직연구, 25(2), 69-127.
  • 최종인·김학수(2015), “연구개발팀의 혁신성과에 대한 팀장의 윤리적 리더십의 비선형적 관계 및 팀 존속기간의 조절역할,” 조직과 인사관리연구, 39(4), 55-88.
  • Agarwal, U. A., S. Datta, S. Blake-Beard, and S. Bhargava(2012), “Linking LMX, Innovative Work Behaviour and Turnover Intentions: The Mediating Role of Work Engagement,” Career Development International, 17(3), 208-230. [https://doi.org/10.1108/13620431211241063]
  • Ames, D. R., and F. J. Flynn(2007), “What Breaks a Leader: The Curvilinear Relation between Assertiveness and Leadership,” Journal of Personality and Social Psychology, 92(2), 307-324. [https://doi.org/10.1037/0022-3514.92.2.307]
  • Anand, S., J. Hu, R. C. Liden, and P. R. Vidyarthi (2011), “Leader-Member Exchange: Recent Research Findings and Prospects for the Future,” In A. Bryman, D. Collinson, K. Grint, B. Jackson and M. Uhl-Bien (Eds.), The Sage Handbook of Leadership, Thousand Oaks, CA: Sage.
  • Anderson, J. C., and D. W. Gerbing(1988), “Structural Equation Modeling in Practice: A Review and Recommended Two-Step Approach,” Psychological Bulletin, 103(3), 411-423. [https://doi.org/10.1037/0033-2909.103.3.411]
  • Bagozzi, R. P., and Y. Yi(1988), “On the Evaluation of Structural Equation Models,” Journal of the Academy of Marketing Science, 16(1), 74-94. [https://doi.org/10.1007/BF02723327]
  • Banks, G. C., K. D. McCauley, W. L. Gardner, and C. E. Guler(2016), “A Meta-Analytic Review of Authentic and Transformational Leadership: A Test for Redundancy,” The Leadership Quarterly, 27(4), 634-652. [https://doi.org/10.1016/j.leaqua.2016.02.006]
  • Baron, R. A.(1986), “Self-Presentation in Job Interviews: When There can be Too Much of a Good Thing,” Journal of Applied Social Psychology, 16(1), 16-28. [https://doi.org/10.1111/j.1559-1816.1986.tb02275.x]
  • Baron, R. A.(1989), “Impression Management by Applicants during Employment Interviews: The Too Much of a Good Thing Effect,” In R. W. Eder and G. R. Ferris (Eds.), The Employment Interview: Theory, Research and Practice, Newbury Park, CA: Sage.
  • Bedi, A., C. M. Alpaslan, and S. Green(2016), “A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators,” Journal of Business Ethics, 139(3), 517-536. [https://doi.org/10.1007/s10551-015-2625-1]
  • Bennett, J. K., and M. J. O'Brien(1994), “The Building Blocks of the Learning Organization,” Training, 31(6), 41-48.
  • Caldwell, D. F., and C. A. O'Reilly III(2003), “The Determinants of Team-Based Innovation in Organizations: The Role of Social Influence,” Small Group Research, 34(4), 497-517. [https://doi.org/10.1177/1046496403254395]
  • Cannon-Bowers, J. A., and E. Salas(2001), “Reflections on Shared Cognition,” Journal of Organizational Behavior, 22(2), 195-202. [https://doi.org/10.1002/job.82]
  • Chen, G., B. L. Kirkman, R. Kanfer, D. Allen, and B. Rosen(2007), “A Multilevel Study of Leadership, Empowerment, and Performance in Teams,” Journal of Applied Psychology, 92(2), 331-346. [https://doi.org/10.1037/0021-9010.92.2.331]
  • Chien, S. Y., and C. H. Tsai(2012), “Dynamic Capability, Knowledge, Learning, and Firm Performance,” Journal of Organizational Change Management, 25(3), 434-444. [https://doi.org/10.1108/09534811211228148]
  • Cho, H. J., and V. Pucik(2005), “Relationship between Innovativeness, Quality, Growth, Profitability, and Market Value,” Strategic Management Journal, 26(6), 555-575. [https://doi.org/10.1002/smj.461]
  • Cohen, W., and D. Levinthal(1990), “Absorptive Capacity: A New Perspective on Learning and Innovation,” Administration Science Quarterly, 35, 128-152. [https://doi.org/10.2307/2393553]
  • Conger, J. A.(1990), “The Dark Side of Leadership,” Organizational Dynamics, 19(2), 44-55. [https://doi.org/10.1016/0090-2616(90)90070-6]
  • Culbertson, S. S., A. H. Huffman, and R. Alden-Anderson(2009), “Leader-Member Exchange and Work-Family Interactions: The Mediating Role of Self-Reported Challenge-and Hindrance-Related Stress,” The Journal of Psychology, 144(1), 15-36. [https://doi.org/10.1080/00223980903356040]
  • Dean Jr, J. W., and M. P. Sharfman(1993), “Procedural Rationality in the Strategic Decision-Making Process,” Journal of Management Studies, 30(4), 587-610. [https://doi.org/10.1111/j.1467-6486.1993.tb00317.x]
  • DeChurch, L. A., N. J. Hiller, T. Murase, D. Doty, and E. Salas(2010), “Leadership across Levels: Levels of Leaders and Their Levels of Impact,” The Leadership Quarterly, 21(6), 1069-1085. [https://doi.org/10.1016/j.leaqua.2010.10.009]
  • Dinh, J. E., R. G. Lord, W. L. Gardner, J. D. Meuser, R. C. Liden, and J. Hu(2014), “Leadership Theory and Research in the New Millennium: Current Theoretical Trends and Changing Perspectives,” The Leadership Quarterly, 25(1), 36-62. [https://doi.org/10.1016/j.leaqua.2013.11.005]
  • Dulebohn, J. H., W. H. Bommer, R. C. Liden, R. L. Brouer, and G. R. Ferris(2012), “A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past with an Eye Toward the Future,” Journal of Management, 38(6), 1715-1759. [https://doi.org/10.1177/0149206311415280]
  • Edmondson, A.(1999), “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly, 44(2), 350-383. [https://doi.org/10.2307/2666999]
  • Edwards, J. R.(1992), “A Cybernetic Theory of Stress, Coping, and Well-Being in Organizations,” Academy of Management Review, 17(2), 238-274. [https://doi.org/10.5465/amr.1992.4279536]
  • Eisenbeiß, S. A., and S. Boerner(2013), “A Double-Edged Sword: Transformational Leadership and Individual Creativity,” British Journal of Management, 24(1), 54-68. [https://doi.org/10.1111/j.1467-8551.2011.00786.x]
  • Eisenhardt, K. M., and J. A. Martin(2000), “Dynamic Capabilities: What are They?” Strategic Management Journal, 21(10-11), 1105-1121. [https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E]
  • Fabrizio, K. R.(2009), “Absorptive Capacity and the Search for Innovation,” Research Policy, 38(2), 255-267. [https://doi.org/10.1016/j.respol.2008.10.023]
  • Fleishman, E. A.(1998), “Patterns of Leadership Behavior Related to Employee Grievances and Turnover: Some Post Hoc Reflections,” Personnel Psychology, 51(4), 825-834. [https://doi.org/10.1111/j.1744-6570.1998.tb00740.x]
  • Fornell, C., and D. F. Larcker(1981), “Evaluating Structural Equation Models with Unobservable Variables and Measurement Error,” Journal of Marketing Research, 18(1), 39-50. [https://doi.org/10.1177/002224378101800104]
  • Fosfuri, A., and J. A. Tribó(2008), “Exploring the Antecedents of Potential Absorptive Capacity and Its Impact on Innovation Performance,” Omega, 36(2), 173-187. [https://doi.org/10.1016/j.omega.2006.06.012]
  • Glomb, T. M., and E. T. Welsh(2005), “Can Opposites Attract? Personality Heterogeneity in Supervisor-Subordinate Dyads as a Predictor of Subordinate Outcomes,” Journal of Applied Psychology, 90(4), 749-757. [https://doi.org/10.1037/0021-9010.90.4.749]
  • Gómez, C., and Rosen, B.(2001), “The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment,” Group & Organization Management, 26(1), 53-69. [https://doi.org/10.1177/1059601101261004]
  • Gouldner, A. W.(1960), “The Norm of Reciprocity: A Preliminary Statement,” American Sociological Review, 25(2), 161-178. [https://doi.org/10.2307/2092623]
  • Graen, G. B., and M. Uhl-Bien(1995), “Relationship-Based Approach to Leadership: Development of Leader-Member Exchange(LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective,” The Leadership Quarterly, 6(2), 219-247. [https://doi.org/10.1016/1048-9843(95)90036-5]
  • Graen, G. B., R. Liden, and W. Hoel(1982), “Role of Leadership in the Employee Withdrawal Process,” Journal of Applied Psychology, 67(6), 868-872. [https://doi.org/10.1037/0021-9010.67.6.868]
  • Graen, G., and J. Cashman(1975), “A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach,” In G. Hunt and L. L. Larson (Eds.), Leadership Frontiers, Kent, OH: Kent State University Press.
  • Graham, K. A., S. B. Dust, and J. C. Ziegert(2018), “Supervisor-Employee Power Distance Incompatibility, Gender Similarity, and Relationship Conflict: A Test of Interpersonal Interaction Theory,” Journal of Applied Psychology, 103(3), 334-346. [https://doi.org/10.1037/apl0000265]
  • Grant, A. M., and B. Schwartz(2011), “Too Much of a Good Thing: The Challenge and Opportunity of the Inverted U,” Perspectives on Psychological Science, 6(1), 61-76. [https://doi.org/10.1177/1745691610393523]
  • Grant, A. M., F. Gino, and D. A. Hofmann(2011), “Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity,” Academy of Management Journal, 54(3), 528-550. [https://doi.org/10.5465/amj.2011.61968043]
  • Hair, J. F., W. C. Black, B. J. Babin, R. E. Anderson, and R. L. Tatham(2010), Multivariate Data Analysis: A Global Perspective (7th ed.), Englewood Cliffs, NJ: Prentice Hall.
  • Hambrick, D. C.(2007), “The Field of Management's Devotion to Theory: Too Much of a Good Thing?” Academy of Management Journal, 50(6), 1346-1352. [https://doi.org/10.5465/amj.2007.28166119]
  • Harris, K. J., and K. M. Kacmar(2006), “Too Much of a Good Thing: The Curvilinear Effect of Leader-Member Exchange on Stress,” The Journal of Social Psychology, 146(1), 65-84. [https://doi.org/10.3200/SOCP.146.1.65-84]
  • Harris, K. J., and L. M. Russell(2013), “An Investigation of the Curvilinear Effects of Contingent Reward Leadership on Stress-Related and Attitudinal Outcomes,” International Journal of Business and Social Science, 4(10), 26-35.
  • Harris, K. J., K. M. Kacmar, and L. A. Witt(2005), “An Examination of the Curvilinear Relationship between Leader-Member Exchange and Intent to Turnover,” Journal of Organizational Behavior, 26(4), 363-378. [https://doi.org/10.1002/job.314]
  • Hesselgreaves, H., and D. Scholarios(2014), “Leader-Member Exchange and Strain: A Study of Job Demands and Role Status,” Human Resource Management Journal, 24(4), 459-478. [https://doi.org/10.1111/1748-8583.12042]
  • Hiller, N. J., L. A. DeChurch, T. Murase, and D. Doty(2011), “Searching for Outcomes of Leadership: A 25-Year Review,” Journal of Management, 37(4), 1137-1177. [https://doi.org/10.1177/0149206310393520]
  • Hirst, G., D. Van Knippenberg, and J. Zhou(2009), “A Cross-Level Perspective on Employee Creativity: Goal Orientation, Team Learning Behavior, and Individual Creativity,” Academy of Management Journal, 52(2), 280-293. [https://doi.org/10.5465/amj.2009.37308035]
  • Hoch, J. E., W. H. Bommer, J. H. Dulebohn, and D. Wu(2016), “Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis,” Journal of Management, 44(2), 501-529. [https://doi.org/10.1177/0149206316665461]
  • Hochwarter, W.(2005), “LMX and Job Tension: Linear and Non-Linear Effects and Affectivity,” Journal of Business and Psychology, 19(4), 505-520. [https://doi.org/10.1007/s10869-005-4522-6]
  • House, R. J., and J. M. Howell(1992), “Personality and Charismatic Leadership,” The Leadership Quarterly, 3(2), 81-108. [https://doi.org/10.1016/1048-9843(92)90028-E]
  • Hsu, J. S. C., T. C. Lin, S. Y. Wang, and C. M. Chen(2012), Exploring the Role of Dynamic Capabilities of Information System Development Project Teams, In 7th Pre-ICIS International Research Workshop on Information Technology Project Management.
  • Hülsheger, U. R., N. Anderson, and J. F. Salgado (2009), “Team-Level Predictors of Innovation at Work: A Comprehensive Meta-Analysis Spanning Three Decades of Research,” Journal of Applied Psychology, 94(5), 1128-1145. [https://doi.org/10.1037/a0015978]
  • James, L. R., R. G. Demaree, and G. Wolf(1993), “rwg: An Assessment of Within-Group Interrater Agreement,” Journal of Applied Psychology, 78(2), 306-309. [https://doi.org/10.1037/0021-9010.78.2.306]
  • Kiesler, D. J.(1983), “The 1982 Interpersonal Circle: A Taxonomy for Complementarity in Human Transactions,” Psychological Review, 90(3), 185-214. [https://doi.org/10.1037/0033-295X.90.3.185]
  • Kim, B. P., G. Lee, and K. D. Carlson(2010), “An Examination of the Nature of the Relationship between Leader-Member Exchange(LMX) and Turnover Intent at Different Organizational Levels,” International Journal of Hospitality Management, 29(4), 591-597. [https://doi.org/10.1016/j.ijhm.2009.10.025]
  • Kirkman, B. L., B. Rosen, P. E. Tesluk, and C. B. Gibson(2004), “The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction,” Academy of Management Journal, 47(2), 175-192. [https://doi.org/10.2307/20159571]
  • Knapp, R.(2010), “Collective(Team) Learning Process Models: A Conceptual Review,” Human Resource Development Review, 9(3), 285-299. [https://doi.org/10.1177/1534484310371449]
  • Krasikova, D. V., S. G. Green, and J. M. LeBreton (2013), “Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda,” Journal of Management, 39(5), 1308-1338. [https://doi.org/10.1177/0149206312471388]
  • Le, H., I. S. Oh, S. B. Robbins, R. Ilies, E. Holland, and P. Westrick(2011), “Too Much of a Good Thing: Curvilinear Relationships between Personality Traits and Job Performance,” Journal of Applied Psychology, 96(1), 113-133. [https://doi.org/10.1037/a0021016]
  • Lee, S., M. Cheong, M. Kim, and S. Yun(2017), “Never Too Much? The Curvilinear Relationship between Empowering Leadership and Task Performance,” Group & Organization Management, 42(1), 11-38. [https://doi.org/10.1177/1059601116646474]
  • Liao, J. J., J. R. Kickul, and H. Ma(2009), “Organizational Dynamic Capability and Innovation: An Empirical Examination of Internet Firms,” Journal of Small Business Management, 47(3), 263-286. [https://doi.org/10.1111/j.1540-627X.2009.00271.x]
  • Liden, R. C., R. T. Sparrowe, and S. J. Wayne (1997), “Leader-Member Exchange Theory: The Past and Potential for the Future,” In G. R. Ferris (Ed.), Research in Personnel and Human Resources Management, 47-119, Greenwich, CT: JAI.
  • Luo, Y.(2002), “Capability Exploitation and Building in a Foreign Market: Implications for Multinational Enterprises,” Organizational Science, 14(1), 48-63. [https://doi.org/10.1287/orsc.13.1.48.538]
  • Luthans, F.(2002), “The Need for and Meaning of Positive Organizational Behavior,” Journal of Organizational Behavior, 23(6), 695-706. [https://doi.org/10.1002/job.165]
  • Mackey, J. D., R. E. Frieder, J. R. Brees, and M. J. Martinko(2017), “Abusive Supervision: A Meta-Analysis and Empirical Review,” Journal of Management, 43(6), 1940-1965. [https://doi.org/10.1177/0149206315573997]
  • Madrid, H. P., M. G. Patterson, K. S. Birdi, P. I. Leiva, and E. E. Kausel(2014), “The Role of Weekly High-Activated Positive Mood, Context, and Personality in Innovative Work Behavior: A Multilevel and Interactional Model,” Journal of Organizational Behavior, 35(2), 234-256. [https://doi.org/10.1002/job.1867]
  • Magee, J. C., and A. D. Galinsky(2008), “8 Social Hierarchy: The Self-Reinforcing Nature of Power and Status,” Academy of Management Annals, 2(1), 351-398. [https://doi.org/10.1080/19416520802211628]
  • Maier, N. R., and A. R. Solem(1962), “Improving Solutions by Turning Choice Situations into Problems,” Personnel Psychology, 15(2), 151-157. [https://doi.org/10.1111/j.1744-6570.1962.tb01857.x]
  • Marsh, S. J., and G. N. Stock(2006), “Creating Dynamic Capability: The Role of Intertemporal Integration, Knowledge Retention, and Interpretation,” Journal of Product Innovation Management, 23(5), 422-436. [https://doi.org/10.1111/j.1540-5885.2006.00214.x]
  • Martin, R., Y. Guillaume, G. Thomas, A. Lee, and O. Epitropaki(2016), “Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review,” Personnel Psychology, 69(1), 67-121. [https://doi.org/10.1111/peps.12100]
  • Miao, Q., A. Newman, J. Yu, and L. Xu(2013), “The Relationship between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects?” Journal of Business Ethics, 116(3), 641-653. [https://doi.org/10.1007/s10551-012-1504-2]
  • Mills, P. K., and G. R. Ungson(2003), “Reassessing the Limits of Structural Empowerment: Organizational Constitution and Trust as Controls,” Academy of Management Review, 28(1), 143-153. [https://doi.org/10.5465/amr.2003.8925254]
  • Minei, E., and R. Bisel(2013), “Negotiating the Meaning of Team Expertise: A Firefighter Team’s Epistemic Denial,” Small Group Research, 44(1), 7-32. [https://doi.org/10.1177/1046496412467830]
  • Miron, E., M. Erez, and E. Naveh(2004), “Do Personal Characteristics and Cultural Values that Promote Innovation, Quality, and Efficiency Compete or Complement Each Other?” Journal of Organizational Behavior, 25(2), 175-199. [https://doi.org/10.1002/job.237]
  • Pearce, C. L.(2007), “The Future of Leadership Development: The Importance of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality and On-Boarding Processes,” Human Resource Management Review, 17(4), 355-359. [https://doi.org/10.1016/j.hrmr.2007.08.006]
  • Pierce, J. R., and H. Aguinis(2013), “The Too-Much-of-a-Good-Thing Effect in Management,” Journal of Management, 39(2), 313-338. [https://doi.org/10.1177/0149206311410060]
  • Popper, M.(2002), “Salient Biases in Discussion and Research on Leadership,” In K. W. Parry and J. R. Meindl (Eds.), Grounding Leadership Theory and Research. Charlotte, NC: Information Age.
  • Rapp, A. A., D. G. Bachrach, and T. L. Rapp(2013), “The Influence of Time Management Skill on the Curvilinear Relationship between Organizational Citizenship Behavior and Task Performance,” Journal of Applied Psychology, 98(4), 668-677. [https://doi.org/10.1037/a0031733]
  • Savelsbergh, C., J. M. Gevers, B. I. van der Heijden, and R. F. Poell(2012), “Team Role Stress: Relationships with Team Learning and Performance in Project Teams,” Group & Organization Management, 37(1), 67-100. [https://doi.org/10.1177/1059601111431977]
  • Schermuly, C. C., B. Meyer, and L. Dämmer(2013), “Leader-Member Exchange and Innovative Behavior,” Journal of Personnel Psychology, 12(3), 132-142. [https://doi.org/10.1027/1866-5888/a000093]
  • Schyns, B., and J. Schilling(2013), “How Bad are the Effects of Bad Leaders? A Meta-Analysis of Destructive Leadership and Its Outcomes,” The Leadership Quarterly, 24(1), 138-158. [https://doi.org/10.1016/j.leaqua.2012.09.001]
  • Scott, S. G., and R. A. Bruce(1994), “Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace,” Academy of Management Journal, 37(3), 580-607. [https://doi.org/10.2307/256701]
  • Scott, S. G., and R. A. Bruce(1998), “Following the Leader in R&D: The Joint Effect of Subordinate Problem-Solving Style and Leader-Member Relations on Innovative Behavior,” IEEE Transactions on Engineering Management, 45(1), 3-10. [https://doi.org/10.1109/17.658656]
  • Senge, R.(1990), The Fifth Discipline, NY: Doubleday.
  • Shaw, J. D., N. Gupta, and J. E. Delery(2005), “Alternative Conceptualizations of the Relationship between Voluntary Turnover and Organizational Performance,” Academy of Management Journal, 48(1), 50-68. [https://doi.org/10.5465/amj.2005.15993112]
  • Shechtman, N., and L. M. Horowitz(2006), “Interpersonal and Noninterpersonal Interactions, Interpersonal Motives, and the Effect of Frustrated Motives,” Personality and Social Psychology Bulletin, 32(8), 1126-1139. [https://doi.org/10.1177/0146167206288669]
  • Shunlong, X., and Z. Weiming(2012), “The Relationships between Transformational Leadership, LMX, and Employee Innovative Behavior,” The Journal of Applied Business and Economics, 13(5), 87-96.
  • Sparrowe, R. T.(1994), “Empowerment in the Hospitality Industry: An Exploration of Antecedents and Outcomes,” Hospitality Research Journal, 17(3), 51-73. [https://doi.org/10.1177/109634809401700306]
  • Spector, P. E., D. J. Dwyer, and S. M. Jex(1988), “Relation of Job Stressors to Affective, Health, and Performance Outcomes: A Comparison of Multiple Data Sources,” Journal of Applied Psychology, 73(1), 11-19. [https://doi.org/10.1037/0021-9010.73.1.11]
  • Srivastava, A., K. M. Bartol, and E. A. Locke(2006), “Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance,” Academy of Management Journal, 49(6), 1239-1251. [https://doi.org/10.5465/amj.2006.23478718]
  • Stouten, J., M. van Dijke, D. M. Mayer, D. De Cremer, and M. C. Euwema(2013), “Can a Leader be Seen as Too Ethical? The Curvilinear Effects of Ethical Leadership,” The Leadership Quarterly, 24(5), 680-695. [https://doi.org/10.1016/j.leaqua.2013.05.002]
  • Streicher, B., E. Jonas, G. W. Maier, and D. Frey (2012), “Procedural Justice and Innovation: Does Procedural Justice Foster Innovative Behavior?” Psychology, 3(12A special issue), 1100-1103. [https://doi.org/10.4236/psych.2012.312A162]
  • Teachman, J. D.(1980), “Analysis of Population Diversity Measures of Qualitative Variation,” Sociological Methods Research, 8(3), 341-362. [https://doi.org/10.1177/004912418000800305]
  • Teece, D. J., G. Pisano, and A. Shuen(1997), “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, 18(7), 509-533. [https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z]
  • Van Breukelen, W., B. Schyns, and P. Le Blanc (2006), “Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges,” Leadership, 2(3), 295-316. [https://doi.org/10.1177/1742715006066023]
  • Wales, W. J., V. Parida, and P. C. Patel(2013), “Too Much of a Good Thing? Absorptive Capacity, Firm Performance, and the Moderating Role of Entrepreneurial Orientation,” Strategic Management Journal, 34(5), 622-633. [https://doi.org/10.1002/smj.2026]
  • Wang, X. H. F., Y. Fang, I. Qureshi, and O. Janssen (2015), “Understanding Employee Innovative Behavior: Integrating the Social Network and Leader-Member Exchange Perspectives,” Journal of Organizational Behavior, 36(3), 403-420. [https://doi.org/10.1002/job.1994]
  • Winter, S. G.(2003), “Understanding Dynamic Capabilities,” Strategic Management Journal, 24(10), 991-995. [https://doi.org/10.1002/smj.318]
  • Yammarino, F. J.(1998), “Multivariate Aspects of the Variant/WABA Approach: A Discussion and Leadership Illustration,” The Leadership Quarterly, 9(2), 203-227. [https://doi.org/10.1016/S1048-9843(98)90005-4]
  • Yammarino, F.(2013), “Leadership: Past, Present, and Future,” Journal of Leadership & Organizational Studies, 20(2), 149-155. [https://doi.org/10.1177/1548051812471559]
  • Yukl, G.(2002), Leadership in Organizations (5th ed.), NJ: Prentice Hall.

• 저자 김학수는 현재 충북대학교 경영학부 조교수로 재직 중이다. 성균관대학교 산업심리학과를 졸업하고, 고려대학교 경영관리전공으로 박사학위를 취득하였다. 주요 연구관심 분야는 팀 역동성, 팀 혁신, 갈등, 다양성, 리더십, 고몰입인적자원관리 등이다.

• 저자 배범수는 현재 국방대학교 국방관리대학원 리더십 전공 조교수로 재직 중이다. 공군사관학교를 졸업하고 고려대학교에서 경영학 석사 및 박사를 취득하였다. 박사 학위 취득 이후에는 공군 연구분석단과 전투비행단에서 인사관련 실무를 수행하였다. 주요연구분야는 리더십, 다양성관리 및 군 합동성 강화 등이다.