리더와 구성원의 팀리더십과 목표관리가 경영성과에 미치는 영향 : 경로－목표이론과 셀프리더십 관점

[Purpose] With the growing complexity of the market, firms have become progressively horizontal in their organizational structure, which in turns has made management by objective (MBO) crucial to successful business operations. Team leadership, in particular self －leadership, is a driving force for achieving a common objective, including improved firm performance. Given that the goals relevant to firm performance are achieved through team organization, team level studies are crucial in the current literature. However, little empirical research has been performed at the team level on firms in Korea due to the lack of data. To fill this gap, this study examines the role of self－leadership in achieving a goal at the team level, and identifies the effects of the leader behavior on self－leadership, MBO and business performance. The data is collected through a survey conducted on employees in large Korean firms that implment an MBO system. [Methodology] This study collects data from domestic large company team organizations that are applying the target management system as of November 2018. The hypothesis about the impact was tested. [Findings] The main results are as follows. First, the leader behavior shows a positive (＋) relation with the self－leadership of the team members, which demonstrates that appropriate leader behaviors can foster competent team members with self－leadership. Second, the leader behavior has a positive (＋) effect on MBO. This finding may be explained by the commonality between MBO and leadership as tools to achieve an organization’s commonobjective. Third, the leader behavior affects the business performance indirectly through self －leadership and MBO system, but has no statistically significant direct relation. This finding indicates that the task performance of a technology－based organization follows the system process, and that the team leadership helps achieve a common objective through the influence on the members and the system. Fourth, self－leadership has a positive (＋) effect on MBO, revealing that the team members with self－leadership set challenging objectives for themselves and follow the system processes in order to achieve these goals. Lastly, MBO has a positive (＋) influence on business performance, which confirms that difficult goals lead to greater efforts and performance from the individual members, with the effect declining only when reaching the limits of the members’ abilities. [Implications] This study extends the current literature by integrating human and system factors for pursuing business goals into a single model. The findings of this study can act as a new starting point in team leadership research by considering the influence of selfleadership of team members along with an official team leader.