건설프로젝트관리 관점에서 바라본 공유리더십, 역량 및 성과의 관계

Abstract

Systematic accumulation and sharing of experience knowledge is so important that the construction industry is said to be an experience industry. Due to the lack of information sharing on prior and subsequent projects by concealing information by the project execution organization, sufficiently preventable mistakes often recur, resulting in losses due to overlapping trial and error. Due to the nature of the construction industry, knowledge sharing within the organization can be greatly affected by the leadership of the person in charge. For example, in the case of construction projects, similar projects are often carried out at a certain time, and if information on previous projects or successful projects can be shared in a timely manner, subsequent projects will not fail, which will have a significant impact on project results.
 Shared leadership has been found to increase organizational performance by affecting organizational innovation and job satisfaction (Hwang Mi-jung et al., 2020). In addition, previous studies have also confirmed the positive effects of shared leadership on individuals and organizations, such as innovative behavior (Song Jung-soo, 2019). In order to increase the efficiency of the low-productivity construction industry and to have continuous competitiveness, this paper suggests the need to increase the level of shared leadership of organizational members to enhance project management personal competencies. By verifying how organizational members' capabilities affect corporate performance through shared leadership, and proving that shared leadership within the organization is an important factor in controlling project performance relationships, we aim to derive meaningful implications for improving construction companies' productivity. The results of this empirical study suggest that in order for construction companies to be continuously competitive in the changing industrial ecosystem and corporate paradigm of the Fourth Industrial Revolution, it is necessary to enhance project management capabilities by increasing the level of shared leadership of organizational members. In addition, we would like to derive meaningful strategic implications for the project management of Korean construction companies.