• 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.

• 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.

• 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.

• The Journal of the Korea Contents Association
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• v.15 no.5
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• pp.607-619
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• 2015

This paper investigates the relationships among family-friendly culture, intrinsic motivation, team-member exchange(TMX), and creativity in ICT(information & communication technology) company. Also the study investigates the moderator effect of TMX and the mediator effect of intrinsic motivation in the relationships between family-friendly culture and creativity. A structural equation modeling(SEM) was employed to test the hypotheses. Using survey data collected from 229 R&D department and support personnel in ICT company. The main finding of this study was as follows: First, a family-friendly culture had a negative effect on employee creativity. Second, intrinsic motivation had a positive impact on employee creativity. Third, a family-friendly culture had a positive effect on intrinsic motivation. Fourth, intrinsic motivation mediated effect on the relationship between a family-friendly culture and employee creativity. Fifth, the positive relationships between a family-friendly culture and intrinsic motivation were stronger when TMX was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

• Journal of Korea Technology Innovation Society
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• v.20 no.3
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• pp.684-708
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• 2017

This paper investigates the effects of transformational leadership and transactional leadership on the creativity of members in R&D organizations. We also analyze the leadership mechanism and the influence of effective environment by using team climate as a mediator and using adhocracy and hierarchy organizational culture as moderator. Data were collected through surveys of Korean Public Research Institutes conducting mainly basic science and applied sciences. 327 valid samples were tested using a structural equation model (SEM). Empirical results confirm that transactional leadership exhibits stronger direct effect on the creativity than transformational leadership. However, in indirect effects mediated by creative team climate, transformational leadership is found to be stronger than transactional leadership. It may reflect the characteristics of R&D organization. Also, through the verification of the moderating effect of the organizational culture, the adhocracy organizational culture appears to improve the creativity and the hierarchical organizational culture appears to inhibit the creativity. It is confirmed that the influence of organizational culture is statistically significant in R&D organizations with strong autonomy and independence. It is suggested that the leadership on the creativity of the members in the R&D organization may be indirect in the context of the team and the organization as well as the direct effects according to the type.

• 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.

• 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.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.139-148
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• 2022

The research focuses on the interactional justice of organizational members and supervisors within Chinese organizations. In terms of organizational performance, the focus is on creativity by members, based on the need for innovation today. Furthermore, it verifies the influence of moral leadership on members' innovative behavior and the various effects of trust on members' superiors. This study empirically examined 330 Chinese small practitioners and identified the role of interactional justice in increasing the creative influence of organizational members to date in Chinese small. This study will propose ways to increase the level of creative and reduce the level of procedural justice, and discuss future research directions related to this.

• Knowledge Management Research
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• v.23 no.4
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• pp.159-175
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• 2022

As creativity is a crucial attribute for companies' survival and innovative success, many firms encourage and implement ways to promote employee creativity. Previous studies in the dual pathway to creativity model have shown that creativity can be enhanced when either the cognitive flexibility or cognitive persistence path is triggered. Although individuals have different personal traits, prior research has rarely investigated whether one pathway is more effective for a certain personality in promoting creativity than the other. Using attachment theory, we examined the influence of attachment style on the degree of the impact of each path on creativity. Specifically, we hypothesized that securely attached people would show higher creativity only when they use the cognitive flexibility path. Data from the US support our hypothesis. Our research highlights that the link between cognitive flexibility and creativity is salient when securely attached people use the cognitive flexibility path because of the strong fit between secure attachment and flexible thinking.

• Journal of Digital Convergence
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• v.18 no.3
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• pp.99-110
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• 2020

This study deals with the relationship between entrepreneurship of corporate member and creativity at the organizational level by empirically analyzing the relationship between entrepreneurship, organizational learning orientation, individual creativity, and group creativity. In particular, the relationship between entrepreneurship and creativity focuses on analyzing the mediating effects of organizational learning orientation. Based on the literature research, the research model and hypothesis were established by explaining the relationship between entrepreneurship, individual and group creativity, and organizational learning orientation. 308 copies of the questionnaire were distributed and collected for manufacturing workers in Gyeongbuk, and empirical analysis was conducted through structural equations. As a result, it was confirmed that entrepreneurship has an influence on organizational learning orientation without directly affecting individual and group creativity. In addition, the effects of entrepreneurship on organizational learning orientation and organizational learning orientation on individual and group creativity were examined. These findings can provide Directions for organizational management from the cultural perspective by identifying the effects of entrepreneurship and organizational learning orientation at the organizational level.