팀장의 변혁적 리더십과 팀원의 개인효과성간의 관계에 관한 다수준 분석: 인지된 이질성, 집단효능감, 자기효능감의 역할을 중심으로

The problem of heterogeneity is often encountered in the process of organizing and managing a team, and it is also a very important issue in the realm of leadership development for team leaders. Many previous studies have shown that heterogeneity could be a positive factor that helps work out complicated problems a team is facing, while it might cause interpersonal conflicts or hamper such intended interactions as team-internal learning, which in consequence results in unwanted side-effects that impede group performance. This study look into the influence of the team leader's transformational leadership on the members' perceived heterogeneity and the influence of perceived heterogeneity on personal effectiveness, with a special focus on the moderating effect of group efficacy and the mediated effect of self-efficacy. The research results showed that transformational leadership has a positive effect on the level of heterogeneity perceived by team members and group efficacy has a moderating effect in such influential relations, whereas the mediated effect of self-efficacy was found to be dismissed in the positive relations between perceived heterogeneity and self-efficacy. On the basis of such research results, this study provides not only a detailed discussion on the correlations between transformational leadership and perceived heterogeneity which were analyzed at a team level but also a reconsideration on the moderating effect of group efficacy which relates to the leadership issues. The mediated effect on the relations between perceived heterogeneity and self-efficacy is discussed as well.