The Relationship between Shared Leadership, Team Identification, Job Calling and Team Performance, Team Fighting Morale: Focused ROK Army of Noncommissioned Officer

This study of purpose was conducted to examine the effects of shared leadership on team performance(self-evaluation, external evaluation) and team combat morale among noncommissioned officer. Also examined the mediating effect of team identification and the moderating effect of job calling on the relationship between those variables. Team performance was divided into self-evaluation and external evaluation. The research hypotheses of direct effect, mediate effect, moderate effect, and moderated mediate effect were set to clarify the research purpose, and the research hypotheses were tested through questionnaires. The questionnaire was collected 1,164 cadets and entry-level trainees, 172 teams(squads), who were enrolled in the noncommissioned officer academy, and measured shared leadership, team identification, and job calling at the time of enrollment. Measured team performance (self-evaluation, external evaluation) and team combat morale at the time of exit because of to solve the common method bias. This study was analyzed at the team level, and the rwg, ICC(1), and ICC(2) were checked to analyze the aggregation of individual to the team level. The results are as follows. First, shared leadership had a significant positive effect on team performance(self-evaluation) and team combat morale, but not on team performance(external evaluation). Second, shared leadership had a significant positive effect on team identification. Third, team identification mediated the relationship between shared leadership and team performance(self-evaluation, external evaluation), team combat morale. Fourth, job calling positively moderated the relationship between shared leadership and team identification. Finally, there was a conditional indirect effect, which is the mediating effect of team identification are moderated by job calling, on the relationship between shared leadership and team performance(self-evaluation, external evaluation) and team combat morale. This research of implication is that it confirms that shared leadership is a necessary leadership style for professional soldiers and shows that shared leadership are critical antecedent of team performance as well as team combat morale. Also we shows that team identification mediates the relationship between shared leadership and team performance, suggesting that shared leadership can only lead to positive outcomes if one identifies with the team. Finally, this study demonstrates the importance of having a job calling to one's job as a professional soldier.