공유리더십이 혁신행동에 미치는 영향과 무형식학습, 직무배태성의 매개효과

In a fast and unpredictably changing business environment, companies have been interested in continuous innovation to enhance their competitiveness. Companies have been introduced team system as a strategic unit to accelerate innovation. It is questionable whether they achieve their desired outcome or not. This study assumes that the cause of team system failure may be the leadership. The purpose of this study is to examine the effects of shared leadership (SL) on innovative work behavior (IWB) and to verify the mediating effects of job embeddedness (JE) and informal learning (IL) on the relationship between SL and IWB. Questionnaire was made up based on previous studies. Data (n = 317) were obtained via questionnaire survey of a sample of knowledge workers in the team system. Based on study findings, the study suggests some implications for companies to accelerate innovation. First, SL seemed to have positive influence on IWB, JE, and IL. It is needed that companies create atmosphere to develop shared leadership in team since SL can boost IWB, JE, and IL. Second, IL and JE was partially mediated on the relationship between SL and IWB. It means that when companies both increase SL level in the team and present interventions such as mentoring and reverse mentoring to team members in order to improve perception of JB and IL, companies can expect more innovative work behaviors of team members. Third, IL did not have significant influence relationship on JE because JE is influenced on actual support of companies and colleagues.