• Journal of Digital Convergence
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• v.19 no.4
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• pp.119-131
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• 2021

The purpose of this study is to confirm the mediating effect of followership characteristics when the components of transformational leadership influences the innovative behavior of follower. For this study, response data of nationwide 551 workers were finally analyzed using SPSS 24 and Process Macro 3.5. The research results are as follows. All of the components of transformational leadership had a positive(+) effect on innovative behavior. In this process, team spirit, the characteristic of followership, was confirmed to have a mediating effect in all relationships. Perception of goal alignment and active orientation were found to have mediating effects in some types of combination. On the other hand, critical thinking had no mediating effect. This study has academic significance that variables with complex characteristics were divided into sub-characteristics for analyzing. In practice, it is suggested that there is an effective combination type for each characteristic of the variables in promoting the innovative behavior of follower. Based on the research results, the limitations of the research and future research tasks were presented.

• Journal of the Korea Society of Computer and Information
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• v.29 no.7
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• pp.159-167
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• 2024

This study analyzed the survey data of 162 rescuers working in G Special Self-Governing Province to find out the effect of the transactional and transformational leadership of 119 rescuer leaders on life satisfaction. As a result of analysis through multiple regression analysis, it was found that the life satisfaction of 119 rescuers was greatly influenced by the leadership style of their leaders. It has been confirmed that transformational and transactional leadership are not independent of each other, and that the appropriate balance of these two leadership approaches has a positive effect on the life satisfaction and organizational life of the rescuers. Therefore, the 119 rescuers' team leaders should create an environment in which transformational and transactional leadership can be balanced. Specifically, transformational leadership should be exercised through individualized consideration, intellectual stimulation, and inspirational motivation, while at the same time improving transactional leadership by establishing a reward system based on performance. Through this, it is expected that the quality of rescue service at the site will be improved by increasing the life satisfaction of 119 rescuers and laying the foundation for them to demonstrate their potential capabilities. The findings of this study provide practical implications for improving the quality of life and organizational performance of 119 rescuers.

• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.105-116
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• 2016

The purpose of this study is to increase the long term care service quality. This study examines how leadership style and organizational commitment can effect service quality. The basic data has been made by 318 long-term care workers. Major findings are reported: transformational leadership effects affective commitment, normative commitment, continuance commitment and service quality. And transactional leadership effects continuance commitment, too. Espicially, the mediating effects of normative commitment in the relationship between transformational leadership and service quality were verified. These results have implications for the applications of transformational and transactional leadership and on human resource management and suggest on the support policy.

• The Journal of the Korea Contents Association
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• v.17 no.2
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• pp.337-348
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• 2017

The Army tried to settle the mission command in army command system in 1999 but still not be settled. One of the reason is the absence of practical plans of mission command. The purpose of this study is to find out the moderating effects of personal thinking type to the impact on organizational effectiveness about the impact on organizational effectiveness on sub factors the transformational leadership The main results of this study are as follows. <H1> The charisma and the personal considerations of sub factors of transformational leadership effected positively(+) on the job satisfaction, the charisma effected positively(+) on the organizational commitment. But There was no statistically significant influence on the personal considerations and the effort advocacy <H2> In the result of the moderating effects, in accordance the of a person's each cognitive processing traits is high and low, on the transformational leadership turned out to be a gap in the influence show the difference in organizational effectiveness.on the organizational effectiveness. This results suggest the following. The first. The military group regard highly commandand and discipline. so, the charisma of a superior is that a big impact on organizational effectiveness. The second, For the mission command is to become established in the army, It suggest that need to explore of sub factors of the mission command and need to consider of personal traits with the mission command.

• Korean Business Review
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• v.22 no.2
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• pp.111-137
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• 2009

The purpose of this study is to examine the moderating effect of emotional intelligence in the relationship between transformational leadership and organizational citizenship behavior. To achieve this research purpose, theoretical and empirical studies related to transformational leadership, organizational citizenship behavior, and emotional intelligence were carried out simultaneously. A field survey was undertaken through questionnaire sampling a population of public organization in Chungchungnamdo. The established hypotheses related to transformational leadership, organizational citizenship behavior, and emotional intelligence were verified by the hierarchical regression analysis using SPSS. The result of this research are as followers : First, hypothesis1 proposed that emotional intelligence will be moderate the effect of charisma on organizational citizenship behavior. The hierarchical regression analysis revealed that moderation term was insignificant. The interaction term for charisma and emotional intelligence had a insignificant and positive relationship with organizational citizenship behavior. Therefore, hypothesis1 was not supported by the data. Second. hypothesis2 stated that emotional intelligence will be moderate the effects of inspirational motivation on organizational citizenship behavior. Hypothesis2 The result of the hierarchical regression analysis show a insignificant interaction between inspirational motivation and emotional intelligence on organizational citizenship behavior. Therefore, hypothesis2 was not supported by the data. Third, hypothesis3 stated that emotional intelligence will moderate the effect of intellectual stimulation on organizational citizenship behavior. The result of the hierarchical regression analysis show a significant interaction between intellectual stimulation and emotional intelligence on organizational citizenship behavior. Therefore, hypothesis3 was supported by the data. Fourth, hypothesis4 proposed that emotional intelligence will moderate effect of individualized consideration on organizational citizenship behavior. The hierarchical regression analysis revealed that the interaction term for individualized consideration and emotional intelligence had a significant and positive relationship with organizational citizenship behavior. Therefore, hypothesis4 was supported by the data. This study revealed that emotional intelligence moderate the relationship between intellectual stimulation, individualized consideration, and organizational citizenship behavior. It concludes that organizational citizenship behavior varies with coalignment of transformational leadership and emotional intelligence.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.600-607
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• 2018

This study is designed to examine the effects of transformational and transactional leadership on organizational commitment. A survey questionnaire is used to gather the data while judgement sampling was utilized to choose the respondents. The results from the study indicate that transformational leadership is found to positively affect emotional and normative commitment respectively. Using multiple regression, it is also found continuance commitment is not related to transformational and transactional leadership. The study partially supports the model that perceived leadership affects organizational commitment. It is proposed that transactional leadership appears to be a more useful predictor of organizational commitment. Given the findings of this study, firms are provided with insights into how transformational and transactional leadership may contribute to managing workers' organizational commitment.

• The Journal of the Korea Contents Association
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• v.18 no.5
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• pp.482-489
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• 2018

The purpose of this study is to investigate the effects of tax officials' (transformational/transactional) leadership styles on organizational commitment, and to empirically analyze the context of relationship between the leadership styles and organizational commitment, using empowerment as a moderator variable, to find out whether the effects of transformation leadership and transactional leadership on organizational commitment vary with empowerment. The results of analysis showed that the (transformational/transactional) leadership styles have positive(+)effects on organizational commitment. And as a result of analyzing the interaction term in the analysis of moderating effects, it was found that, among leadership factors, charisma and intellectual stimulation, contingent reward, individualized consideration excluding management by exception${\times}$empowerment, and management by exception${\times}$empowerment have statistically significant positive(+)effects on organizational commitment.

• Journal of the Korea Safety Management & Science
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• v.14 no.3
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• pp.259-268
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• 2012

조직에는 조직의 목적을 효율적으로 달성할 수 있도록 조직구성원들을 움직이게 하는 리더가 존재하게 된다. 조직 내에 달성해야 할 비전과 목표가 있고 그것을 수행해야 할 과업에 있어서 가장 필요한 것은 구성원들의 비전과 목표를 달성하기 위한 리더십이 중요한 요인이다. 리더십은 비전과 목표달성을 위해 다른 사람들의 행동에 영향을 미치는 과정이기 때문이다. 따라서 모든 유형의 집단이나 조직, 그리고 지역사회나 국가에는 효과적인 리더십이 필요하고 그 같은 효과적인 리더십을 발휘할 유능한 리더가 요구된다. 따라서 리더십은 모든 집단이나 조직의 중요한 자산이며 성공요인이 아닐 수 없다. 특히 중소기업의 경우 기업경영전반에 걸쳐 경영자의 기호나 의도에 따라 수시로 변하는 경우가 많고, 최고 경영자의 개인적 속성이 조직구조나 전략에 적지 않은 영향을 미치기 때문에 최고경영자의 리더십이 중소기업의 조직문화 형성에 대기업보다 훨씬 많은 영향을 미치고 있다. 변혁적 리더십은 사장이 카리스마, 지적자극, 개별적 배려 등을 통해 종업원들에게 기대를 능가하는 최고의 노력을 발휘하도록 동기부여 시키는 것이다. 변혁적 리더십을 발휘하는 사장은 종업원들의 욕구수준을 높여 주고 자신감을 심어줌으로써 성공에 대한 확신을 높여준다면 종업원들로 하여금 조직에 대한 몰입을 이끌어 낼 수 있고, 보통이상의 추가노력과 낮은 이직의도를 거둘 수 있다는 것이다. 따라서 본 연구는 연구의 목적을 달성하기 위해 연구와 관련된 선행연구자들을 분석하고, 이를 토대로 연구모형을 설계하여 중소제조업체의 CEO들에게 요구하는 리더십모형을 제시하였다. 중소기업의 리더십 유형을 카리스마적, 전략적, 거래적, 변혁적 이론 등을 기본으로 하여 기업에 어떠한 영향을 주는지를 이론을 통해 제시하였다. 이러한 리더십 유형들이 기업의 목표에 영향을 주는지를 분석한 후 여기에서 중소기업의 CEO에게 필요로 하는 리더십 유형을 제시하였다.

• Korean Security Journal
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• no.57
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• pp.205-230
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• 2018

The purpose of this study is to examine the structural model between servant - transformational leadership, organizational citizenship behavior and organizational performance of private security organizations. The security guards working in private security companies in Seoul and Gyeonggi - do were selected as population, random sampling method. The survey was conducted from September 1, 2016 to November 30. Accoridng to the purpose of the study, this study conducted factor analysis(EFA/CFA), reliability analysis, convergence and discriminant validity analysis, and covariance structure analysis using SPSSWIN 21.0 and AMOS 21.0. The conclusions of this study are as follows. First, servant leadership has a positive (+) effect (${\beta}=.406$) on organizational citizenship behavior statistically at .001 level. Second, transformational leadership has a positive (+) effect (${\beta}=.373$) on organizational citizenship behavior statistically at .001 level. Third, organizational citizenship behavior has a positive (+) effect (${\beta}=.615$) on organizational performance statistically at .01 level. Fourth, servant leadership does not affect the organizational performance statistically (${\beta}=.211$). Fifth, transformational leadership does not affect the organizational performance statistically (${\beta}=.058$). Sixth, organizational citizenship behavior has statistically positive (+) mediation effect (${\beta}=.249$) in the relationship between servant leadership and organizational performance. Seventh, organizational citizenship behavior has statistically positive (+) mediating effects (${\beta}=.230$) on the relationship between transformational leadership and organizational performance. Innovation and Improvement of National Emergency Management System in Korea.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.3
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• pp.197-208
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• 2016

The study showed that directional Shared Leadership and transformational Shared Leadership positively influences the relationship between Shared Leadership and interpersonal relationships in the view of organizational wellbeing. In addition, in the relationship between Shared Leadership and rewarding job experience of organizational wellbeing, three leadership types excluding directional Shared Leadership had positive effects. In addition, transformational Shared Leadership and empowering Shared Leadership had a positive impact on the relationship between Shared Leadership and organizational mood of organizational wellbeing. In the relationship between Shared Leadership and a sense of fulfillment in the view of organizational wellbeing, transformational Shared Leadership only had a positive effect. As is the case with the sense of fulfillment, the transformational Shared Leadership, of and itself, positively influenced the relationship between Shared Leadership and leisure of life of organizational wellbeing. A analysis of the study showed that transformational Shared Leadership has an impact on both organizational wellbeing and personal wellbeing. Transformational Shared Leadership helps set up mutual vision or strategies, or to challenge each other to enhance existing processes and procedures. On the other hand, directional Shared Leadership influences the interpersonal relations only, whereas transactional Shared Leadership impacts rewarding job experience only. Presenting clearer ideas on what to do to each other and sharing the reward for performance implies that the members of an organization can feel much more rewarded through job engagement.