• Journal of Digital Convergence
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• v.13 no.1
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• pp.151-162
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• 2015

The main purpose of this study was to find antecedents of organizational citizenship behavior(OCB) and to investigate the mediating role of leader-member exchange(LMX). This study categorized the factors that influence OCB and LMX into individual(distributive and procedural justice), group(transformational leadership and team empowerment), and organizational levels(complexity). A total of 773 cases were used in this study, which were collected in one of industrial complexes. The research participants were any employees who participated in their work by collaborating with their co-workers. This study found that procedural justice, transformational leadership, and team empowerment had positive influences on OCB, and distributive justice, procedural justice, transformational leadership, team empowerment, and complexity significantly influenced LMX. Moreover, LMX played a mediating role in the relationship between each of the five input variables and OCB.

• Journal of Digital Convergence
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• v.17 no.10
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• pp.59-66
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• 2019

The purpose of this study was to investigate the effect of empowerment on organizational commitment and team performance after establishing their relationship through research on empowerment, organizational commitment, and team performance. The main results were as follows: First, empirical results showed that organizational commitment and team performance had a significant influence on the relationship between empowerment and organizational effectiveness. Second, the role of empowerment The results of this study suggest that empowerment has a positive effect on organizational commitment and team performance when the perceived fairness perception is high. In order for the company to continue to grow, the most important thing is that the cycle of continuous empowerment of its employees as a human resource is considered as an alternative to sustain the continuous growth of the organization. To this end, companies offer their future vision and goals that they can share I think we should continue to pursue changes in the organization. Based on the results of the study, the implications and limitations of the research and future direction of the research were suggested.

• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.586-598
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• 2022

In research on the role of facilitators, studies on the effects of facilitators who conduct meetings and workshops within companies on innovation-oriented culture, team empowerment, and team creativity are insufficient. The purpose of this study is to verify the effect of the role of the facilitator (process management, change management) on innovation-oriented culture and team empowerment, and the effect on team creativity by mediating innovation-oriented culture and team empowerment. To this end, we surveyed members with experience in facilitating workshops at domestic companies and analyzed 299 collected data using SPSS 24 and Smart PLS 3.0. (+) had an effect. Second, innovation-oriented culture and team empowerment had a positive (+) effect on team creativity. Third, the role of the facilitator had a positive (+) effect on team creativity by mediating innovation-oriented culture and team empowerment. Through this study, the relationship between the role of the facilitator and other variables was explored and theoretically expanded, and practical implications for the role of the facilitator and enhancement of creativity required by the organization were presented.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.53-70
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• 2006

This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• Journal of Digital Convergence
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• v.20 no.3
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• pp.529-548
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• 2022

This study was performed systematic review and meta-analysis for a comprehensive analysis of the empowerment related variables of clinical nurses in South Korea. Analysis were conducted in accordance with PRISMA guideline, and a total 71 papers were selected. Antecedent variables of empowerment were a total of 16 variables and 56 effect sizes, and showed the total effect size of 0.38 (95% CI: 0.31~0.44). Outcome variables empowerment were a total of 12 variables and 105 effect sizes, and the showed total effect size of 0.45 (95% CI: 0.41~0.48). This study showed the trends of studies and investigated the effect size of related variables objectively in the perspective of empowerment of Korean clinical nursing. This study has significance in that it presented the reliable evidence for the positive effect of empowerment on individuals, jobs, and organizations through reliable and valid research methodology.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.10
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• pp.1687-1700
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• 2010

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

• Journal of Digital Convergence
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• v.17 no.6
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• pp.177-184
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• 2019

The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.

• Journal of Digital Convergence
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• v.19 no.4
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• pp.319-327
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• 2021

The purpose of this study was to investigate the influence of the soccer team captain's empowerment on role perception and team cohesion. In order to achieve the purpose of the study, data of 154 students from elementary and middle school soccer teams and soccer clubs in Busan Metropolitan City and Gyeongsangnam-do were collected, and then exploratory factor analysis, Cronbach's α coefficient calculation and correlation using SPSS statistic 25.0 The reliability and validity of the relationship analysis and research tools were verified. After that, the results of multiple regression analysis for hypothesis testing are as follows. First, it was found that the empowerment of the captain of the soccer team had a partial positive effect on role perception. Second, it was found that the empowerment of the captain of the soccer team had a partial positive effect on the team cohesion. Third, it was found that the role perception of the captain of the soccer team had a positive effect on the team cohesion. Therefore, it is necessary to enhance the team's role and team cohesion through the empowerment of the captain of the soccer team.

• Journal of Digital Convergence
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• v.15 no.10
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• pp.367-376
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• 2017

The purpose of this study was to identify the impact of empowerment on achievement in the team based learning by college nursing students and the mediation effects of co-regulation. A convenience sample of 243 subjects were recruited from one university in G city. And data were collected from May 23 to May 30, 2017. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson's Correlation, Multiple regression analyses with SPSS 21.0 Program. The psychological empowerment showed a significantly positive correlation of co-regulation and achievement, co-regulation showed a significantly positive correlation of achievement. The factors affecting the achievement were co-regulation, psychological empowerment, improvement on cooperation and modification, grade, and explanatory power was 57.2%. Co-regulation had a partial mediating effect in the relationship between shared psychological empowerment and Achievement. This study provided basic data for developing the nursing education program to improve achievement. and it is necessary to repeat the study including various variables related to achievement of the task in the future.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.