• Fire Science and Engineering
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• v.25 no.2
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• pp.9-22
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• 2011

Some Volunteer Fire-Fighting Teams (VFFTs) play an important role in Civilian Volunteer Disaster Prevention by being managed effectively, but the others do not. There can be many cause-analyses about this difference. VFFTs aren't a profit-making organization and are a group which has no compulsion. So it is important that who the leader is, and what type of leadership he has. Furthermore VFFTs have hierarchy like fire-fighting teams and so the leader's command and judgement bring about the actual distinction in the organizational operation. Under this background, the survey has been carried out on the trust of leader and leadership type which may maximize the organization commitment. Consequently, to make efficiency of District Disaster & Volunteer Aid Network increase by augmenting organization commitment. The leader of VFFTs should get the transformational leadership rather than transactional leadership and have paternal or democratic leadership in the decision-making process. Especially we have to create a traditional and unique korean Volunteer fire-fighting organization culture through paternal leadership. Additionally, the trust on leaders should be recognized as a fundamental factor to obtain more performances beyond expectation by increasing the success and output of the team, mutual understanding and cooperation.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.11a
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• pp.307-307
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• 2017

알리바바는 단기간에 세계 최고규모의 전자 상거래 기업으로 성장하였다. 어떻게 그렇게 단기간에 그것도 인터넷이 그렇게 완비되지 않은 중국에서 출발하여 세계적 기업으로 알리바바가 성장할 수 있었을까? 이 문제에 대한 답을 구하고자 한다. 알리바바는 개방형 혁신을 통한 세계 최고수준의 창조적인 전자 상거래 비즈니스 모델을 단기간에 완비하여 갔다. 아울러, 개방형 혁신이 초래하는 복잡성이라는 비용, 즉 기업을 와해하는 원심력을 강력한 새로운 중국 기업 문화 "마윈식 소비자 신뢰 관씨 문화"를 구축하여 극복하여 왔다. 본 연구는 알리바바의 역동적인 개방형 혁신의 과정의 창발성과 그 과정에서 발생하는 원심력과 복잡성을 억제하는 새로운 관씨 문화, 제도, 및 리더십의 지속적인 강화 과정을 분석한다.

• The Journal of the Korea Contents Association
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• v.10 no.2
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• pp.452-461
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• 2010

This paper is to investigate the correlation between leadership and organizational culture, and is to find out the influence of leadership and organizational culture on employee's job attitude in hotel industry based on the survey data from 274 hotel employees working in 13 deluxe hotels in Seoul. As a result of empirical analysis, all leadership attributes(charisma/inspiration, service/consideration, reward) were correlated with organization culture factors(group oriented, stratified oriented, innovative oriented, rational oriented). And reward, service/inspiration were significantly influenced on employee's job attitude. As a whole reward based on compensation was more important attribute than other leadership attributes on organizational culture factors, employee's job attitude. And group oriented, stratified oriented culture were positively influenced on employee's job attitude.

• Journal of Gifted/Talented Education
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• v.23 no.1
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• pp.109-128
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• 2013

The purpose of this study is to verify the validity of KEDI Leadership Inventory (Simplified) for elementary and secondary school student. The existing Leadership Inventory is outdated by excessive or insufficient items. To verify reliability and validity of this KEDI Leadership Inventory (Simplified), we analyze internal consistency of scale for reliability and construct validity, convergent and discriminative validity. criterion-related validity. The internal consistency of the scale is relatively high from .610 to .838 for elementary school student, and from .734 to .936 for secondary school student To verify construct validity, we analyze a confirmatory factor analysis using AMOS whether revealed that the structural equation model including 5 construct validity in KEDI Leadership Inventory(Simplified) showed fit index at a satisfactory level as follows. The major fit indexes are showed as follows; CFI (.954), TLI (.943), RMSEA (.068) in the scale for elementary school student, CFI (.935), TLI (.915), RMSEA (.070) in the scale for secondary school student. Futhermore, to secure criterion-related validity, this KEDI Leadership Inventory(Simplified) showed significant correlations with student's leader position in their classroom for r=.358 (p<.01), and gifted education students are significantly higher .50 than no gifted student. This KEDI Leadership Inventory (Sim'plified) is made up of parsimonious 20 items, so that teachers can be convenient to identify intra-inter personal leadership characteristics of a student and recommend the student for gifted education institution.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.652-657
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• 2008

BSC는 전략을 일관되고 통찰력있게 기술하고 전달할 수 있는 체계를 조직에 제공해 준다. 우리가 전략을 기술할 수 없다면, 전략의 실행도 기대할 수 없는 것이다. BSC를 도입하여 획기적인 성과를 창출하는 조직을 말하는 전략 집중형 조직(SFO)에는 아래와 같은 5가지 원칙이 있는 것으로 알려져 있다. 최고경영진의 리더십을 통해 변화를 이끌어내라. 전략을 지속적인 프로세스로 만들어라. 전략을 모든 사람들의 일상업무로 만들어라. 전략의 전사적 정렬을 통해 시너지를 창출하라. 전략을 실천적 용어로 구체화하라. A 기관에서는 '05 년 BSC 도입 전 전략집중 조직진단을 실시하였으며, 1 년의 초기 도입과정 후 '06년 5월 1년간의 과정을 확인해 보기 위하여 다시 전략집중 조직진단을 실시하였으며, 2년간 BSC 실행 후, '08 년초 다시 전략 집중형 조직진단을 실시하였다. 3 년간의 BSC 추진과정을 소개하고, 3 년의 전략집중 조직진단 결과를 중심으로 과연 BSC 추진 조직이 5 가지 영역에서 어떻게 변화되어 가는지를 분석하고자 한다.

• Journal of the Korea Convergence Society
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• v.11 no.1
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• pp.41-50
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• 2020

This paper analyzed leadership behavior and employee performance through empirical analysis method based on AMO theory. In this study, the ability of the leader (A), task motivation (M), and opportunity (O) were chosen as factors to analyze the relationship between transformative leadership and job performance of the subordinate staff, and the self-efficiency (O) and intrinsic motivation (M) were selected at the individual level and team atmosphere (O) at the organizational level to build a research model. 507 valid data were obtained from the survey and statistical analysis was conducted using SPSS23. Studies have shown that transformative leaders have a significant impact on employee performance. This study provides research results of empirical theory to understand the behavior of the leader in the performance of the employees and also suggests implications for the management of the company's human resources.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.282-289
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• 2016

This study examined the mediating effects of social capital between transformational leadership and organizational commitment in hospitals nurses'. The survey was conducted with 244 nurses working in a general hospital. The data was collected with the transformational leadership, social capital and organizational commitment and analyzed using the SPSS/WIN 21.0 and Amos 18.0. A positive relationship was observed between transformational leadership, social capital, and organizational commitment; social capital had a partial mediating effect of a transformational leadership and organizational commitment. To increase the organizational commitment, mediating between the head nurse' transformational leadership and social capital is recommended.

• Journal of the Korea Convergence Society
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• v.9 no.8
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• pp.283-291
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• 2018

The purpose of this study is to identify the main factors influencing the culture of social welfare agencies and to find out the types of culture that they are combining through. The research method has two major processes. The first step was to conduct long-term surveys on one agency and find out the factors influencing the organizational culture. In the second step, we found a type of organizational culture by combining the elements in six agencies. As a result of research, we found leadership, openness, and locality as factors influencing organizational culture, and found that they were restricted-care, expanded-participatory, change-mixed, and stable-mixed. The results of this study are meaningful in that it reflects the complex situation of Korean social welfare organization. Future research will need to expand to the whole country in order to improve the generalization of typification.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.8-12
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• 2006

본 연구는 말콤볼드리지 의료서비스 분야 평가기준을 기반으로한 한국형 의료서비스 분야 국가품질상 평가도구의 타당성을 검증 하고자 한다. 이를 위해 미국의 말콤볼드리지 국가품질상(The Malcolm Bladrige National Quality Award)의 평가기준인 리더십, 전략계획, 환자 ${\cdot}$ 고객 ${\cdot}$ 시장 중시, 측정 ${\cdot}$ 분석 ${\cdot}$ 지식관리, 인적자원 중시, 프로세스 관리, 사업성과의 7 개 항목과 21 개의 세부항목을 토대로 국내 산업에 맞는 측정항목을 개발하였고, 이러한 평가항목들을 이용해 한국 의료서비스 기업들이 국가품질상에 대한 자체평가를 위해 활용할 수 있는 한국형 경영품질지수를 개발하고, 실제로 한국의 병원들의 사례를 통해 한국 의료서비스 산업 품질경영상태를 파악하고자 한다.

• 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.