• Journal of the Korean Society for Railway
• /
• v.18 no.6
• /
• pp.609-618
• /
• 2015

This paper empirically analyzed the effect that the leadership of middle managers had on empowerment and innovative behavior, as measured by employees of a domestic railway corporation. The results demonstrate that transactional leadership had a positive effect on both empowerment and innovative behavior. However, transformational leadership did not exhibit immediate effects on innovative behavior. In addition, it was also found that empowerment completely mediated the relationship between transformational leadership and innovative behavior. Therefore, the results of this study imply that the leadership of middle managers in a railway corporation is an important influential factor which causes innovative behavior in employees. Specifically, to induce voluntary innovative behaviors in employees through transformational leadership, utilizing empowerment to instill a right to make decisions through the delegation of the right is a very important factor.

• Journal of the Korean Society for Library and Information Science
• /
• v.44 no.2
• /
• pp.139-156
• /
• 2010

The purpose of this study is to examine how the transformational leadership of university library managers affected the empowerment of university librarians and their organizational effectiveness. In this study, we examined the impact of transformational leadership on empowerment, and the impact of empowerment on organizational effectiveness. We then examined the mediating role of the empowerment between the transformational leadership and organizational effectiveness. Empirical results are as follows: empowerment and organizational effectiveness are significantly influenced by transformational leadership, organizational effectiveness is significantly influenced by empowerment, and the impact of transformational leadership on organizational effectiveness is mediated by empowerment.

• Journal of Digital Convergence
• /
• v.16 no.8
• /
• pp.181-192
• /
• 2018

In the current economic situation of China, the leadership style and organizational commitment of employees has become an important topic. The purpose of this study is to explore the relationships among leadership style, employee empowerment and organizational commitment. And help leaders to understand which leadership style is more important and suitable for them, and to increase employees sense of identify of the organization and giving them more power so that they can work more effectively. To serve this purpose, this study conducted an extensive survey of IT companies in ShenZhen, China, and 403 valid data was collected. The research model was analyzed using SPSS and AMOS. According to the result, leadership style has a profound influence on organizational commitment. And leadership style can also impact on empowerment. Employees' empowerment also significantly influence the organization commitment, and exist a mediating effect between the leadership style of organizational commitment. The results of this study provided a new reference and a more suitable leadership style for Chinese IT enterprises that transactional leadership is more effective than transformational leadership, and it is more effective to encourage employees with rewards.

• The Journal of the Korea Contents Association
• /
• v.11 no.9
• /
• pp.302-314
• /
• 2011

In today's fast changing management environment, new role of leaders is being emphasized for survival of companies, and organizational achievement must be maximized by using servant leadership strategically. Data were collected from the sample of 435 employee employed service. All analysis were conducted using LISREL 8.30. The research studies how servant leadership influences organizational citizenship behavior through psychological empowerment. The result is as follows. First, it is found that, among the servant leadership's behavior characters, except for empathy and ethics, growth, vision and community building are found to be variables that increase psychological empowerment. Secondly, it is fund that psychological empowerment of organization's members has positive correlation on organizational citizenship behavior. Thirdly, it is found that among the servant leadership's behavior characters, except for empathy and ethics, growth, vision and community building are found to have meaningful positive influence over organized citizens' behavior through psychological empowerment. Likewise, the result means the servant leadership increases organizational citizenship behavior of the members through empowerment. For servant leadership to promote organizational citizenship behavior, it is suggested to emphasize empowerment. In other words, it is important to empower subordinates for servant leadership to make more useful and complete achievement in the organization.

• The Journal of the Korea Contents Association
• /
• v.21 no.3
• /
• pp.463-477
• /
• 2021

In this study, we investigated the impact of empowering leadership on intrinsic motivation, job crafting, and job performance. The role of intrinsic motivation and job crafting in the relationship between empowering leadership and job performance was verified. Covariance structure analysis was conducted to verify the research hypothesis using questionnaire data collected from SME workers in Yangsan, Ulsan, and Gyeongju. The results were as follows. First, empowering leadership has a significant influence on intrinsic motivation, job crafting. Second, empowering leadership did not have a significant influence on job performance. Third, intrinsic motivation has a significant influence on job crafting but intrinsic motivation did not have a significant influence on job performance. Fourth, job crafting has a significant influence on job performance. Finally, intrinsic motivation plays a partial mediating role in the relationship between empowering leadership and job crafting. job crafting plays a full mediating role in the relationship between empowering leadership and job performance. The results of this study suggest that employees' intrinsic motivation and job crafting should be promoted through the leader's empowering leadership in order to improve job performance.

• The Journal of the Korea Contents Association
• /
• v.21 no.6
• /
• pp.533-551
• /
• 2021

The purpose of this study was to analyze the influence of participative leadership on the job commitment of employees and to investigate the mediating effect of psychological empowerment and the moderating effect of issue leadership. A survey was conducted on employees working in various industries and analyzed using PROCESS macro (Hayes, 2013). The reliability and validity of measurement tools were reviewed through a preliminary survey, and the timing of measurement of independent variable and dependent variable was separated to overcome the common method bias. The results of the study are as follows. First, it has been confirmed that participative leadership has a positive influence on employee's job commitment. Second, participative leadership strengthened the psychological empowerment of employees, and through it, the indirect effect of improving the employee's job commitment was confirmed. Third, the moderating effect of issue leadership was confirmed in the relationship between participative leadership and psychological empowerment. Fourth, the moderated mediating effect was confirmed that the effect of participative leadership on job commitment through psychological empowerment is reinforced by issue leadership. This study contributes to the expansion of existing leadership research by empirically identifying the mechanism between participative leadership and employee's job commitment. Implications regarding the results of the study, limitations of the study, and future study tasks were discussed.

• Journal of the Korea Convergence Society
• /
• v.9 no.12
• /
• pp.265-272
• /
• 2018

Under a rapidly changing market environment, most companies are striving to survive in such environment. Organizational members have a positive impact on performance if they are properly rewarded and respected. This study aims to understand the causal relationship between leadership and organizational fairness and psychological empowerment. We also wanted to understand the impact of organizational fairness and psychological empowerment on job performance. To do this, we conducted surveys on workers. Results of this study shows that leadership has a positive impact on organizational fairness and psychological empowerment. In addition, psychological empowerment was found to have a positive impact on job performance, however, organizational fairness was found to have no effects on job performance.

• Journal of Digital Convergence
• /
• v.12 no.8
• /
• pp.85-99
• /
• 2014

The empowering leadership as perceived by the members of the organization have an influence on the psychological attitudes of them toward their jobs, and again these psychological attitudes might affect their Organizational culture type. Thus, this study tried to mediating effects of Organizational Culture on the relationships between Empowering-Leadership and Creativity and Job attitude. The results of this study are as followings; First, Empowering-leadership is positively related to Creativity, Organizational commitment and Job satisfaction. except leading by example & participative decision-making in organizational commitment of Job attitude. Second, the mediating effects of Organizational culture had a significant effects on part of relationships in each variable. Results indicated that managing Organizational culture is contributed to the member's attitude and organization performance so that the supervisor should make efforts to develop managing skill in their Organizational culture to fit their nature.

• Korean Journal of Social Welfare
• /
• v.62 no.2
• /
• pp.307-328
• /
• 2010

The main objective of this study is to examine a mediating effect of psychological empowerment on the relationship between top executives' servant leadership level perceived by social workers and OCB. The subjects of this study were 375 social workers at 67 social welfare organizations in Young-nam area. The three variables: top executives' servant leadership, psychological empowerment, and OCB were measured by self-report questionnaires. In addition, this study adopted structural equation model analysis to examine the relationships among the variables. Main results are as follows: First, top executives' servant leadership level perceived by social workers has positive effected on OCB and psychological empowerment. Second, psychological empowerment has positive effected on OCB. Finally, psychological empowerment on the relationship between top executives' servant leadership level perceived by social workers and OCB has played a partial mediating role. The results of this study suggest that administrators of social welfare organizations need to exert servant leadership to generate OCB of social welfare organizations.

• Korean Journal of Social Welfare
• /
• v.66 no.3
• /
• pp.75-99
• /
• 2014

The purpose of this study is to examine effects of empowerment on relationship between supervisors transformational leadership recognized by care givers and organizational effectiveness represented as the job satisfaction and the organizational commitment. For the purpose, survey were conducted with care givers working in long-term care facilities in Seoul, Gyeonggi-do and Incheon, and final data were resulted from analysis of 283 examines of those care givers. The findings of this study were as follows: first, transformational leadership of long-term care facilities had a significant influence on the job satisfaction and organizational commitment. Second, the care giver's empowerment had a influence on the job satisfaction and organizational commitment. Third, empowerment worked as mediators between the transformational leadership of long-term care facilities and care giver's job satisfaction and organizational commitment. Based upon these findings, we can propose practices towards improving a long-term care facilities administrator's transformational leadership and implication of program development and provide an institutional strategy aiming to care giver's empowerment improvement.