• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.10
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• pp.377-385
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• 2018

The purpose of this study is to identify the relationship between the emotional leadership of directors and the organization culture and to examine differences in the level of emotional leadership of directors. The research results were as follows: Firstly, the relationship between emotional leadership of directors and organization culture showed a positive correlation between all sub-factors. Secondly, multiple regression analyses identified the emotional leadership's sub-factors were significant predictors of the organization culture. Thirdly, organization culture significantly differed according to the emotional leadership level. In summary, this research confirmed that there was a correlation between the emotional leadership of directors and organization culture.

• The Journal of the Korea Contents Association
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• v.16 no.3
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• pp.466-475
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• 2016

This research verified influential relationship among the emotional leadership, job insecurity, and organizational cynicism targeting hotel members. Total 280 questionnaires were distributed and 271questionnaires were collected, among them, 254 questionnaires were finally utilized excluding unfaithful responses or uncompleted questionnaires. When investigating analysis result, first, as the result of investigating the relation between emotional leadership and job insecurity, self-recognition ability and self-control ability displayed meaningful negative (-) influential relation on job loss possibility and job influence weakening that compose job insecurity. Also, other relation ability of emotional leadership displayed meaningful negative (-) influential relation only in job influence weakening of job insecurity. Second, as the result of investigating relation between emotional leadership and organizational cynicism, emotional leadership did not show meaningful influential relation on organizational cynicism. The researcher expects that management of job insecurity through emotional leadership can be helpful to hotel management outcome, and it is determined that efforts per each division or overall hotel is required to have no alienated member by recognizing importance of management on organizational cynicism.

• Journal of the Korean Applied Science and Technology
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• v.36 no.3
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• pp.737-747
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• 2019

The purpose of this study was the development and effectiveness of the Emotional Leadership program by Enneagramr. A nonequivalent control group pretest-posttest design was used to measure the effects of the program on the Emotional Leadership. Participants in a validation therapy program were 30 Leaders who attended 6 weekly sessions of approximately 60 minutes each. Effexts were evaluated through pre and post tests that included measurement of Emotional Leadership, Organizational Performance, and the Self Efficacy. The study variables were analyzed using ${\chi}^2$-test, Fisher's exact test, t-test with SPSS statistical package. For the Leaders, a statistically significand increaded in Emotional Leadership, Organizational Performance. Therefore, it is recommended to utilize the Emotional Leadership Program for Nurse's Leaders by improving the Emotional Leadership and Organizational Performance.

• Journal of Digital Convergence
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• v.19 no.11
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• pp.201-213
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• 2021

This study investigated the relationship between emotional leadership with innovative behavior and job engagement, and verified the mediating effect of job engagement in order to facilitate theoretical and practical development of emotional leadership. For empirical analysis, data were collected from the sample of 260 employees of public institutions. The data collected were analyzed using SPSS 23.0 and AMOS 23.0 to verify the hypothetical relationship. Results showed that emotional leadership was positively related to job engagement but not innovative behavior. Job engagement was positively related to innovative behavior. And further, job engagement is found as playing as a positively full mediator on the relationship between emotional leadership and innovative behavior. These results confirmed that the job engagement of the members formed by emotional leadership in public organizations, such as general companies, has a positive influence on innovative behavior. Finally, limitations were indicated and some possible directions for Innovative behavior and its relationship were suggested for future studies.

• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.201-207
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• 2020

This study focused on finding out how transformational leadership, emotional leadership, and servant leadership in military organizations affected organizational effectiveness (commission satisfaction, immersion, and organizational citizen behavior) by special forces, standing forces, GTO, independent units on the coast, and educational institutions and training units. Therefore, in order to achieve this research objective, we intend to utilize two studies, the literature and the empirical studies, in this paper. Through the literature study, we also set up a critical consideration of the major leadership theory so far, understand the soldiers of the new generation, set up the background and characteristics of the new leadership theory, transformative leadership and emotional leadership, and set up and study the hypothesis for the organizational effectiveness in the main contents (concepts, components, measurement data) and variables. Empirical research is aimed at empirically analyzing the impact of transformative leadership, emotional leadership, and servant leadership on sub-type and organizational effectiveness, and whether sub-type controls leadership type and organizational effectiveness. organizational effectiveness.

• Journal of the Korean Society of Food Science and Nutrition
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• v.36 no.4
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• pp.488-498
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• 2007

The purposes of this study were to: a) provide evidences concerning the effects of emotional leadership b) examine the impacts of emotional leadership on employee-related variables, 'job satisfaction', 'organizational commitment', 'organizational performance' and 'turnover intention', and c) identify a conceptual framework underlying emotional leadership. A survey was conducted from August 23 to November 3, 2005 to collect data from mid-level managers in food service company headquarters (N=219). Statistical analyses were completed using SPSS Win (12.0) for descriptive, reliability, factor and correlation analyses and AMOS (5.0) for confirmatory factor analysis and structural equation modeling. The main results of this study were as follows. First, the managers gave the highest point to their leaders in the emotional leadership competence 'organizational awareness : reading the currents, decision networks, and politics at the organizational level' and gave the lowest point in the emotional leadership competence 'influence: wielding effective tactics for persuasion'. Second, the means of job satisfaction was above the midpoint (3 points). Employees' job satisfaction with 'coworkers' was relatively high. However, the extents of satisfaction with 'payroll' 'promotion', and 'work environment' were relatively low. Third, the organizational commitment was above the midpoint (3 points). In the organizational commitment, 'loyalty' factor was higher than 'commitment' factor. Fourth, the means of organizational performance was above the midpoint. The highest organizational performance variable was 'internal efficiency; trying to reduce cost' and the lowest organizational performance variable was 'internal fairness ; equitable treatment and all are treated with respect with no regard to status and grade'. Fifth, most respondents intended on 'thinking of quitting ; towards turnover process'. Sixth, the test of hypothesis using structural equation modeling found that emotional leadership produced p[Isitive effects on job attitude and job performance. Emotional leadership enhanced job satisfaction and organizational commitment, and in turn, employees' attitude positive effects on organizational performance; emotional leadership also had a direct impact on organizational performance

• The Journal of the Korea Contents Association
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• v.15 no.4
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• pp.431-442
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• 2015

The purpose of this study is to examine the mediating effects of job satisfaction of human service employees on emotional leadership-turnover intention relationship. Additionally, this study examines chief executive's employment type differences on results of the structural relationship. To examine them, employees from 56 local healthy family support centers in Seoul and Gyeonggi-do were surveyed and 295 of them were finally analyzed. The methodology adopted in this study is the structural equation modeling and multi-group analysis. The results of this study are as follows. Firstly, emotional leadership of supervisor has a significant influence on the job satisfaction. Secondly, it was found that emotional leadership and job satisfaction have a significantly negative effect on turnover intention. Thirdly, job satisfaction works as a mediator between the emotional leadership and turnover intention. Finally, it was confirmed that emotional leadership is a signifiant factor for job satisfaction, and that the paths vary with job satisfaction according to employment type of chief executives. Based on the above findings, theoretical and practical implications are discussed.

• The Journal of the Korea Contents Association
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• v.17 no.10
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• pp.41-53
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• 2017

The purpose of this study is to investigate the effect of child care center director's emotional leadership on childcare teachers' emotional intelligence and quality of life. For this purpose, this study conducted a questionnaire survey of 277 teachers working at child care centers located in K and J provinces. The data collected for this study were analyzed by frequency analysis, descriptive statistics, Pearson's product moment correlation, and multiple regression using SPSS Win 20.0. The results of the study are as follows. First, it was found that the child care center director's emotional leadership has a significant positive correlation with emotional intelligence, and has a 7.2% influence on child care teachers' emotional intelligence. Second, it was found that the child care center director's emotional leadership has a significant positive correlation with quality of life, and has a 9.9% influence on child care teachers' quality of life. Through these results, this study aims to provide basic data to prepare policy strategies for improving child care teachers' quality of life in terms of child care center director's emotional leadership and childcare teachers' emotional intelligence.

• Journal of Digital Convergence
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• v.18 no.6
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• pp.177-185
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• 2020

The purpose of this study is to analyze the mediation effect of organizational trust and intrinsic motivation in the relationship between emotional leadership and creativity, suggesting the importance of organizational creativity. Therefore, this study conducted a survey for employees who are working at Korean ICT firms, analyzed the relationship with 241 valid samples, and verified hypotheses using PLS-SEM. The results are as follows. First, emotional leadership had a positive effect on organizational trust. Second, organizational trust had a positive effect on the intrinsic motivation of employees. Third, intrinsic motivation had a positive impact on employees' creativity. Fourth, the organizational trust did not have a positive effect on the creativity of employees. By verifying the mediation effects of organizational trust and intrinsic motivation, this study analyzed the relationship between emotional leadership and creativity, expanding the existing studies of the leadership.

• The Journal of the Convergence on Culture Technology
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• v.5 no.4
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• pp.99-104
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• 2019

The purpose of this study is to investigate the effect of emotional labor behavior of employee at geriatric long-term care(LTC) facilities on job burnout and service quality focusing on the emotional leadership of superior to improve the working environment of LTC employee and provide the high-quality service to seniors. First, it is appeared that between emotional labor behaviors deep acting has a negative effect on job burnout, in contrast surface acting has a positive effect on job burnout. and, emotional labor behavior has positive influence on service quality. Second, self efficacy has partial mediating effect of tangibility, reliability, assurance and empathy on service quality only for the deep acting between emotional labor behaviors. Third, between emotional labor behavior, emotional leadership has moderating effect on emotional depletion and deterioration of personal accomplishment. In contrast, moderating effect of emotional leadership is not appeared on surface acting and depersonalization. In conclusion, further study is required to improve service quality of elderly in LTC facility and working environment of LCT facility workforce.