• 한국벤처창업학회:학술대회논문집
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• 2022.04a
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• pp.187-194
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• 2022

기존 연구에서는 꾸준히 조직 구성원의 창의성을 향상하는데 있어 리더십이 매우 중요한 역할을 한다는 점을 강조해왔다. 수많은 연구가 리더십과 창의성의 관계를 언급하고 있지만 벤처창업의 핵심이라고 할 수 있는 기업가적 리더십에 관해서는 여전히 연구가 부족한 편이다. 이를 감안, 본 연구는 조직 내 혁신 분위기의 조절효과 및 구성원의 심리적 임파워먼트의 매개효과를 토대로 기업가적 리더십과 구성원의 창의성 간의 인과관계를 분석하였다. 국내 중소·벤처기업에 근무하는 161명의 구성원을 대상으로 설문을 진행, 분석한 결과는 다음과 같다. 첫째, 구성원의 심리적 임파워먼트는 리더의 기업가적 리더십과 구성원의 창의성 간의 관계를 긍정적으로 매개하는 것으로 나타났다. 둘째, 구성원의 심리적 임파워먼트에 미치는 리더의 기업가적 리더십의 효과는 조직의 혁신 분위기가 높을 때 더욱 강하게 발휘되는 것으로 나타났다. 즉, 조직 내 혁신 분위기는 리더의 기업가적 리더십과 구성원의 심리적 임파워먼트의 관계를 긍정적으로 조절하는 것으로 나타났다. 본 연구는 창의적인 벤처기업을 육성하기 위해 리더의 기업가적 리더십과 구성원의 창의성 간의 관계에 대한 포괄적인 시사점을 제공해주었다.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.400-412
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• 2015

This paper investigates the relationships among transformational leadership, organizational trust, and creativity in ICT(information & communication technology) company. Also the study investigates the moderator effect of leader's emotional intelligence and the mediator effect of organizational trust in the relationships between transformational leadership and creativity. The multiple regression analysis was employed to test the hypotheses. Using survey data collected from 241 R&D department and support personnel in ICT company. The main finding of this study was as follows: First, a transformational leadership had a positive effect on employee creativity. Second, organizational trust had a positive impact on employee creativity. Third, transformational leadership had a positive effect on organizational trust. Fourth, organizational trust turned out not to mediate the relationship between transformational leadership and employee creativity. Fifth, the positive relationships between transformational leadership and employee creativity were stronger when leader's emotional intelligence was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.165-182
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• 2022

This study focused on whether employees' perceived leader's creativity has a significant effect on employees' job satisfaction and innovative behavior. In addition, this study analyzed the mediating effect of positive psychological capital and creative self-efficacy in the relationship between perceived leader creativity and employee satisfaction with the job or innovation behavior, and analyzed the moderated mediating effect of team cohesion. This study conducted confirmatory factor analysis and path analysis for each factor using the measurement tool verification method using the SmartPLS 3.0 structural equation model, and empirically analyzed the research model. As a result, it was found that the creativity of employees' perceived leaders did not directly significantly affect employees' job satisfaction and innovation behavior. However, it was found that positive psychological capital significantly mediated the relationship between perceived leader creativity and job satisfaction or innovative behavior. In addition, positive psychological capital and creative self-efficacy have a complete double-mediation relationship between the employees' perceived leader's creativity and employees' innovative behavior. However, positive psychological capital and creative self-efficacy don't have a double-mediation relationship between the employee's perceived leader's creativity and employees' job satisfaction. Finally, Team cohesion was found to moderate the relationship between perceived leader creativity, positive psychological capital (or creative self-efficacy). However, the research model that the moderated mediating effect of team cohesion on the relationship between leader's creativity, the mediating variables(positive psychological capital and creative self-efficacy), and job satisfaction (or innovative behavior) was significant only for groups with high team cohesiveness. This study examined the needs of the times for the importance of creativity of perceived leaders and analyzed the relationship between factors influencing job satisfaction and innovation behavior of organizational members. The study is meaningful in that it suggested a plan to establish a specific organizational strategy to enhance positive psychological capital and creative self-efficacy.

• The Journal of the Korea Contents Association
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• v.17 no.1
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• pp.363-377
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• 2017

The purpose of this study is to investigate the impact of leader-member exchange(LMX) on employees' creativity, and task performance focusing on the mediating effect of information sharing and job involvement. Based on the review of related references, we suggested our research model and hypothesis and then tested empirically. From these analyses, we can find some significant findings. First, LMX has a positive impact on information sharing. Second, information sharing has a positive impact on job involvement, creativity, and task performance. Third, information sharing has significant mediating effects on the relationship between LMX and job involvement, creativity, and task performance. Fourth, job involvement also has significant mediating effects on the relationship between information sharing and creativity and task performance. These results showed that information sharing and job involvement played their role as a meaningful mediator.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.77-87
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• 2022

Previous literatures have provided growing evidence regarding the impact of leadership in enhancing follower creativity. Despite these ample evidences, a noticeable omission in this body of study is entrepreneurial leadership. The present study extends leadership·creativity research by developing a mediation-moderation model and investigating the key roles that innovation climate and psychological empowerment may play in the mechanism between entrepreneurial leadership and followers' individual creativity. Using a data of 161 SME's members, the results show that: (a) followers' psychological empowerment positively mediates the relationship between entrepreneurial leadership and individual creativity; (b) the impact of entrepreneurial leadership on followers' psychological empowerment through innovation climate is high (in other words, innovation climate positively moderates the relationship between entrepreneurial leadership and followers' psychological empowerment). This study gain more comprehensive insight of individual creativity and leader's entrepreneurial leadership, to foster more creative venture organizations. The findings of this study make several important implications to present venture·leadership·creativity knowledge. Future studies should examine a broad range of mediating or moderating processes through which context for innovation effects positively on individual creativity. Therefore, additional study is needed to test if the results of this research can be generalized across industry·firm types.

• Proceedings of the KAIS Fall Conference
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• 2010.11b
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• pp.696-699
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• 2010

본 연구는 변혁적 리더십이 조직몰입을 통해 창의성에 미치는 관계모형 측면에서 연구가 이루어졌다. 연구를 위해 직무의 특성상 공통점이 있고 매일의 수업상황에서 창의성이 요구되는 사립유아교육기관에서 근무하는 207명의 유아교사들을 분석대상으로 하였다. 연구결과는 변혁적 리더십이 조직몰입에 정(+)의 영향을 미치고, 조직몰입은 창의성에 정(+)의 영향을 미치는 것으로 나타났고, 조직몰입은 변혁적 리더십과 창의성간의 정(+)적 관계를 매개하는 것으로 나타났다. 본 연구는 구성원이 조직의 목표에 부합하는 창의성을 발휘하도록 하는 조직몰입의 역할을 실증하였다는 점에서 그리고 실무적으로 리더의 변혁적 리더십 행위가 구성원의 조직몰입을 이끌어내면서 조직에 유용한 창의성 발휘를 높일 수 있다는 전략적 제안을 마련하였다는 점에서 그 시사점을 찾을 수 있다.

• Journal of Digital Convergence
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• v.13 no.9
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• pp.149-159
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• 2015

This paper aims to examine the relationships between Leader Supervisory Style, Creativity and Job Involvement in the age of convergence. In addition, this study examined the moderating effects of Leader-Member Exchange. To accomplish these purposes, the main factors of the Leader Supervisory Style were found from the previous studies. The following are the summary of hypothesis test : First, Leader Supervisory Style have differential influence on Creativity. Second, Leader Supervisory Style have differential influence on Job Involvement. Third, the moderating effects of Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Creativity. Forth, the moderating effects of LMX Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Job Involvement. Therefore, the results of this study have many theoretical and practical implications.

• Journal of Digital Convergence
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• v.10 no.4
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• pp.95-106
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• 2012

The purpose of this paper is that analyze the influence of empowering leadership and constituent individual of organization's creativity and the moderating effect of leader-member exchange. For the verify the variables relationship, we perform the hierarchical regression analysis. As a result, empowering leadership positively effect creativity when appear the leader's leading by example, coaching, informing and showing concerning. And also, we are confirm the moderating effect LMX. To conclude, Empowering leadership influence positive and negative effect to creativity by the sense of the affect, the loyalty, the contribution, professional respect.

• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.309-319
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• 2022

As a study on the mechanisms by which creativity is improved in an organization, this study tried to verify the serial multiple mediating effects of relational energy and creative process engagement in the effect of leader-member exchange(LMX) on creativity. To test the hypothesis, a survey was conducted on 200 workers in China, and 154 of them were analyzed. The analysis used model 6 of the PROCESS macro. As a result, first, LMX has positive effects on creativity. Second, relational energy mediated the relationship between LMX and creativity. Third, creative process engagement mediated the relationship between LMX and creativity. Forth, relational energy and creative process engagement continuously mediated the relationship between LMX and creativity. Based on these research results, the implications and limitations of this study were presented, and methods to improve creativity in the organization were discussed.

• Korean Journal of Child Studies
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• v.30 no.6
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• pp.443-458
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• 2009

This study examined differences between teachers' and children's implicit knowledge, perception and characteristics of leaders, and creative leadership styles of perceived leaders. The 207 elementary 6th grade student and 13 elementary teacher participants completed open questionnaires. Results showed that (1) 30% of implicit knowledge of children's leadership between teachers and children were different; teachers included more charismatic features; children focused on responsibilities of leaders. (2) The list of perceived leaders' traits were similar to the implicit traits in both groups. (3) Scores of perceived leaders by teachers and children were higher in creativity and leadership than those of ordinary children. Over 75 percent of perceived leaders were also classified as creative leaders.