• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.2
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• pp.229-244
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• 2012

The purpose of this study is to highlight the effects of the two leadership styles, namely: transformational leadership and transactional leadership, on the different types of followership through analyzing their impact in the productivity and competitiveness of human resources in IT SMEs. The paper focuses on determining whether transformational leadership or transactional leadership is more effective as shown by the levels of empowerment derived from these two types of leadership under study. From this study, alien, role model and passive types of followership, transformational leadership appears to be more influential for personal empowerment. As for group level of empowerment, the transformational type of leadership shows higher effectiveness in alien, role model, passive, and practical types of followership. On the other hand, transactional leadership yields positive impact on practical and conformist types of followership. In summary, personal empowerment plays a direct impact on group empowerment. Thus, with the exception of conformist type of followership, transformational leadership has more impact in human resources of IT SMEs.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.261-271
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• 2017

The paper examines how empowering leadership and intrinsic motivation contributed to explaining in-role behavior. In order to verify the relationships and mediating effect, data were collected from 414 individuals in employees working in small and medium-sized firms at Jinju, Changwon, Gimhae, Busan City to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0. This study reports findings as follows: first, the relationship between the empowering leadership and the intrinsic motivation is positively related. Second, there was also a positive correlation between the intrinsic motivation and the in-role behavior. Third, the relationship between the empowering leadership and the in-role behavior is positively related. Finally, the intrinsic motivation played as a partial mediator on the relationship between empowering leadership and in-role behavior. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

• Journal of dental hygiene science
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• v.10 no.3
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• pp.185-190
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• 2010

This study was conducted to collect the basic data to provide for the purpose of the development of dental field. This research is to find the relationship between the level of recognized empowerment of hygienists working in dental clinics and the factors influencing on work achievement in the system of dental clinics. The population of the research is some randomely chosen dental clinics located in Seoul City during the period from March 22 to April 30, 2010, and the sample of 256 female dental hygienists working in the field were recruited as the analysis object group. The data on general characteristics and empowerment were collected by a questionnaire survey. The collected data were analyzed with the SPSS WIN 12.0 program. The following shows the results of this study. 1. The empowerment level of the analysis subject group was 3.63. It is significant statistically that the longer working career or higher annual salary, the higher empowerment level (p<0.05). 2. It shows the high level of empowerment in the group of hygienists who are in education counsel (p<0.01), and who have a permanent job (p<0.05) than others. 3. There is a significant correlation among capability, age, career, annual salary (p<0.01). 4. There is a significant correlation among self determination, age(p<0.05), career (p<0.01), annual salary (p<0.05). 5. In regression analysis, career is proved as one of the significant factors that is related to the empowerment in dental hygienists (p<0.05). This finding shows high level of empowerment in dental hygienists who hold high level of career, annual salary, education counsel jobs, or permanent jobs. Therefore, I suggest with the result of the study that the organization of dental clinic needs to improve its capability and efficiency with the efficient manpower management. Particularly, there need to be various kinds of leadership-trainning and education-program development to enhance empowerment in hygienists as professionals through independent self-decision making experiences and role do experiences.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.12
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• pp.401-410
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• 2020

The purpose of this study is to reveal the magnitude of the correlation effect between variables related to empowerment of social workers. To this end, 30 studies published in Korea were analyzed through meta-analysis. The results are as follows. First, the overall effect size of the variable group was the median effect size; the job-related positive variables showed the largest effect size among the variable groups, and then came the organization-related variables, the personal psychology-related variables, the job-related negative variables, and the personal background variables in that order. Second, among the factors related to personal background variables, all factors except position were found to have a small effect size, or close to a small effect size. Self-esteem, which is an individual psychologically related variable, showed a medium effect size close to a large effect size. Among the organizationally related variables, organizational commitment and transformational leadership showed a large effect size, and organization culture showed a medium effect size. In addition, job satisfaction, which is a positive job-related variable, showed a large effect size, while burnout from job-related negative variables showed a large effect size, and turnover intention showed a medium effect size.

• Journal of Advanced Navigation Technology
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• v.16 no.6
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• pp.1080-1091
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• 2012

Information system for audit target that was done in the past business unit system presided over the development process for an integrated information system in three steps further from the audit step 2 step-by-doing, for in the presiding quality party check for the information systems audit requirements of social responsibility is growing. Therefore, efforts are needed for research on factors affecting the quality of the audit and audit improve the quality in order to improve the quality of the Methodist This study, the general auditor competence and supervision, empowerment and the causal relationship between the quality of service, presided over by a model that can be analyzed in the field to develop and take advantage of the auditor's general theory of leadership was developed from existing research capabilities identification and analysis on a supervisor's empowerment survey conducted for the auditor to perform Methodist, its contents and using the LISREL structural equation methods were empirically tested.

• Journal of Korean Academy of Nursing Administration
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• v.7 no.1
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• pp.145-163
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• 2001

The purpose of this research is to identify antecedent variables and outcome variables of the empowerment in clinical nurses, and to suggest managerial strategies for increasing their empowerment. Data were collected from October 12 to 18, 2000 through questionnarie taken by 566 nurses in 3 general hospitals. The 5 structured instruments were used for collecting the data : Spreitzer's Items Measuring Empowerment, Bass's Multifactor Leadership Questionnaire-1, Moorman's Equity of rewards scale, Mobley's turnover intention scale, and the Organizational Commitment Scale developed by Mowday, Porter & Steers. The data obtained were analyzed using frequency, percentage, mean, standard deviation, t-test, one-way ANOVA, Scheffe' test, Pearson's Correlation Coefficients, Factor Analysis, Cronbach's alpha Coefficients, Multiple Regression. The results were as follows; 1. Head nurse's transformational leadership showed an positive correlation with empowerment(r=.304, p=.00). Regression coefficient between transformational leadership and empowerment was significant(${\beta}=.326$, p=.00), However, there was no a correlation between equity of rewards and empowerment. 2. The general characteristics of nurses were significant differences with empowerment. As for position, age, working experience, and education background showed significant difference with empowerment(F=10.979, 11.224, 6.812, 5.411, p<.01). 3. Empowerment showed a positive correlation with organizational commitment and a negative correlation with turnover intention (r=.387, -.274, p=.00). Regression coefficient between empowerment and organization commitment was significant(${\beta}=.365$, p=.00). In conclusion, the more head nurse took the transformational leadership, the higher nurses perceived empowerment. The higher their empowerment level, the higher organizational commitment they perceived. On the contrary, the higher their empowerment level, the lower their turnover intention. Therefore, in order to increase nurses' organization commitment and decrease their turnover intention, their empowerment should be increase. And it is necessary to develop the transformational leadership of head nurses so as to increase empowerment.

• Journal of Korean Academy of Nursing
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• v.39 no.4
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• pp.499-507
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• 2009

Purpose: This study was conducted to identify the factors that influence nurses' organizational citizenship behavior. Methods: A cross-sectional design was used, with a convenience sample of 547 nurses from four university hospitals in Seoul and Gyeonggi province. The data were collected through a questionnaire survey done from September 22 to October 10, 2008. The tools used for this study were scales on organizational citizenship behavior (14 items), self-leadership (14 items), empowerment (10 items), organizational commitment (7 items), job satisfaction (8 items) and transformational transactional leadership (14 items). Cronbach's alpha and factor analysis were examined to test reliability and construct validity of the scale. The data collected were processed using SPSS Window 15.0 Program for actual numbers and percentages, differences in the dependent variable according to general characteristics, and means, standard deviations, correlation coefficients and multiple regression analysis. Results: The factors influencing nurses' organizational citizenship behavior were identified as self-leadership ($\beta=.247$), empowerment ($\beta=.233$), job satisfaction ($\beta=.209$), organizational commitment ($\beta=.158$), and transactional leadership ($\beta=.142$). Five factors explained 42.0% of nurses' organizational citizenship behavior. Conclusion: The results of this study can be used to develop further management strategies for enhancement of nurses' organizational citizenship behavior.

• The Korean Journal of Health Service Management
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• v.11 no.2
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• pp.43-53
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• 2017

Objectives : This study aimed to investigate the effects of resonant leadership and structural empowerment on the job satisfaction of registered nurses working in hospitals. Methods : Data were surveyed from 307 nurses in three general hospitals in Seoul and Gyeonggi-do using self-administered questionnaires from March 15 to 31, 2016. We conducted t-test, ANOVA, Pearson's correlation analysis, and multiple regression analysis using SPSS 21.0 for analysis. Results : Resonant leadership and structural empowerment had significant effect on the job satisfaction of nurses. These two attributes of a quality work environment explained 45.3% and 40.1% of the variance in organizational and opportunity satisfaction while controlling for age, marital status, religion, education, work department, work type, career and work position. Conclusions : The findings of this study suggest that resonant leaders and structural empowerments contribute to nurse job satisfaction. Therefore, developing resonant leadership skills and structural empowerment among nurse leaders in hospitals will ensure the creation of healthy work environments that promote job satisfaction and retention of nurses.

• The Korean Journal of Health Service Management
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• v.11 no.4
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• pp.1-15
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• 2017

Objectives : This study aimed to investigate the mediating effect of psychological empowerment on the relationship of middle managers' authentic leadership with the staff's organizational commitment and job satisfaction at the Local Medical Center. Methods : The data were collected from 273 staff from the four Local Medical Centers in Chungnam Province using self-administered questionnaires. The data were analyzed using t-test, ANOVA, and hierarchical multiple regression with the SPSS 23.0 program. Mediation analysis was performed according to the Sobel test. Results : Middle managers' authentic leadership had a significant positive effect on the job satisfaction and psychological empowerment of staff. Additionally, psychological empowerment showed mediating effects in the relationships among authentic leadership and organizational commitment and job satisfaction. Conclusions : To promote staff's organizational commitment and job satisfaction, it is necessary to build effective strategies to develop middle managers' authentic leadership and to promote empowering programs for the staff.