earticle

영어

A project is being importantly applied to many companies in order to achieve their business objectives effectively such as developing new product, improving production process, and creating new organizational culture in line with the rapidly changing management environment, as well as an enterprises whose business is substantially operated with project-based teams. Significance and weight that a project possesses in enterprise got bigger. And the project management became key activities. However, what a project maintains high performance is a challenging task owing to the internal characteristics of project itself and to the challengeable external environments. Therefore many projects did not meet the goals and objectives. A reason that projects fail to obtain the expected achievement is especially attributed to human factors. In other words, many projects were unsuccessful when team members ignored principle of management. A project manager, who is placed in the environment of performing a complex and technology-intensive task is asked to have social capabilities as well as merely having technical ones. A project manager needs to be thoroughly equipped with capabilities for well dealing with diverse and sometimes conflicting demands. The effective leadership displayed by these people is very important in being successful in project. This is because a project manager’s leadership has influence upon giving motive to team members and upon making devotional effort and action. Is a project manager’s leadership same as leadership of guiding the first-line functional organization, if so? The leadership of being exerted by a project manager can be considered to essentially belong to big category of general leadership. The leadership competence for project managers is quite different from that for line mangers. This is due to the fact that project managers and line managers are originally very different from each other in their missions, roles, and responsibilities. A functional unit team is characterized by being in charge of the programmed task, by performing with establishing a unit goal, and by being operated continuously in the long term. On the other hand, a project team performs task of centering on achieving a relatively new and non-programmed goal or solving problem compared to the functional unit team. This study has two main purposes. The one is to develop the diagnostic tool of leadership competence for project managers. The other one aims to examine the effects of leadership competence of project managers on performance outcomes of the projects they have carried out. To develop the diagnostic tool of the competence level of project leadership, project managers who have worked for the information technology industry in Korea were interviewed and surveyed. As a result, a diagnostic tool composed of 8 competencies and 34 behavioral indexes was developed. The convergent and discriminant validity of the diagnostic tool was evaluated as compared with the other diagnostic tool used to measure the general leadership competence. In addition, the predictive validity of the diagnostic tool was evaluated by relating the measures of project leadership competence to the performance measures of project leaders. The results supported that our diagnostic tool of leadership competence is a valid tool especially for evaluating the competence level of project leaders. The results of this study have the following significances and implications. First, The competence, which were suggested in this study, are the key leadership elements that a project leader needs to express with action by having the focus in light of performing project. Second, it suggested a valid diagnostic tool for diagnosing project leadership competence. The results of this study are the first attempt of proposing competence elements and diagnostic indexes on leadership that a project manager expresses with action. Third, the diagnostic tool can be used to develop leadership competence for project leaders in a long-term bases by training members of HRD division in a company. They can evaluate current competence of project leaders and then devise a proper plan for promoting persons effectively.

한국어

기업 내에서 프로젝트가 갖는 전략적, 사업적 중요성이 증대하고 있으며, 프로젝트 전반을 이끄는 프로젝트 관리자는 과업 성패의 핵심적인 역할을 담당한다. 그런데, 프로젝트 관리자의 리더십 스타일과 역량은 일선의 리더와 매우 다르다. 이는 프로젝트 관리자와 일선 리더는 그들의 임무, 역랑 및 책임 측면에서 근본적으로 매우 다르기 때문이다. 본 연구는 두 가지 목적으로 진행됐다. 하나는 프로젝트 리더십 역량을 측정할 수 있는 타당한 진단 도구를 개발하는 것이며, 다른 하나는 만들어진 진단 도구를 이용하여 프로젝트 관리자의 리더십 역량이 성과에 미치는 영향을 규명하는 것이다. 먼저, 프로젝트 리더십 역량 진단 도구 개발을 위해 국내 대형 IT 서비스 업체에 종사하는 프로젝트 관리자들을 대상으로 설문을 실시했다. 이를 통해 8개 요소의 34개 진단 문항으로 구성된 도구가 개발됐다. 이 도구에 대해서 신뢰도, 변별 타당도를 검증한 결과 기존의 일반 리더십 진단 도구와 차별성이 있는 도구임이 검증됐다. 다음으로, 개발된 진단 도구를 이용하여 프로젝트 리더십 역량 수준이 성과에 미치는 영향을 고찰했다. 회귀분석 결과, 프로젝트 리더십 역량 보유 수준은 프로젝트 성과에 유의미하게 영향을 미쳤다. 이러한 일련의 분석 결과는 본 연구에서 개발된 진단 도구가 프로젝트 관리자의 리더십 역량을 측정하는 타당하고 유용성 있는 도구임을 지지하는 것이라고 판단됐다.