• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.1
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• pp.13-17
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• 2013

Leadership is one of the most widely explored subjects in the field of management. A variety of papers on leadership, however, still have insufficient aspects to reveal the theoretical logic about the CEO leadership itself. Such research, especially focused on organizational performance, tend to concentrate on the CEO's behavior rather than leadership because CEO's behavioral trait as an explanatory variable is useful to connect with firms' performance. Our purpose is to show how the characteristic of CEO leadership can be built at the organizational level. For a detail, the larger the firms' size, the greater the degree of CEO's charismatic leadership. The larger the degree of a firm's diversification, the greater the degree of the CEO's transformational leadership. And the less the degree of a firm's diversification, the greater the degree of the CEO's transactional leadership. This theoretical paper on CEO leadership suggests that the characteristics of CEO should be adaptable to the changing institutions and organizational environments.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.151-159
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• 2010

Leadership is a critical factor for success or failure of an organization. Project managers in construction projects are 'field CEO' so their leadership affects performance of the projects. The objectives of this study is to evaluate the leadership of project managers and to analyse its major characteristics. The LBDQ(Leader Behavior Description Questionnaire) technique was used to evaluate and identify types of leadership of project managers from 'heaven' and 'hell'. Relationships between leadership and performance of the projects were also discussed.

• Journal of Ethics
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• no.97
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• pp.279-306
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• 2014

This study presents the leadership model that is to build of ethical and cultural leadership. This model is to operat the functions of a systemof leadership that based on the universal principles of life, that is performed bybalance and harmonized judgment of the ideal ethical oughtfulness and cultural values, and practise ethically through relationship, process, and skill of leadership. And this model turn out to lead a real impact and then overcome conflict, problem solving, motivation. To check the validity of leadership, this study analysis the case study of leadership of King Sejong. His leadership is based at heaven that on the basis of the universal principles of life. The ideal ethical oughtfulness is to cares for people and the value of the cultural is to cherish the people's will. His leadership is to be balance and harmonized judgment of the ideal ethical oughtfulness and the cultural values by practice of virtues through relationship, process, and skill of leadership. Leadership relationship is a equal role relationship that are the children of the sky, thus to be coexistence and harmonyin close collaboration. Leadership process is a process of transvaluation to ensure the validity of the values by rational discussion and persuasion. Leadership skills led to active obedience through leading by example and love of learning. King Sejong' leadership is the leadership that ethical and cultural leadership become well-implemented.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.155-161
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• 2022

Until now, many leadership styles have focused only on behavioral characteristics or skills. However, genuine leadership focuses on the essence of leadership. This study intends to analyze the effects of genuine leadership, the main body leading the corporate organization, on the organization's influence in order to achieve the organizational mission. In order to examine the relationship between genuine leadership, job satisfaction, and organizational commitment after deriving a research model as a method of research, we conducted a regression analysis after frequency analysis, validity, and reliability analysis to examine the effect of genuine leadership on organizational commitment and job satisfaction. looked at the As a result of the analysis, it was found that leadership had a positive effect on organizational commitment and job satisfaction.

• Journal of the Korean Society for Library and Information Science
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• v.52 no.3
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• pp.91-119
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• 2018

The primary focus of this study was on the development of a leadership scale to measure the leadership capacities of university library middle managers. The study included the following research activities. Firstly, broad and narrow scopes were determined and their corresponding questions were selected to develop a leadership scale of university middle managers by analyzing the previous related research findings. Secondly, the scopes and the questions were revised through the Delphi survey method, Thirdly, a survey was conducted to develop a simplified model of the leadership scale. The research outcomes led to three types of leadership scale of the university library middle manager. This study identified the leadership factors of middle managers in the university libraries. The resulting developed leadership scale should serve as the basic information for the existing middle managers' leadership capacity development.

• Management & Information Systems Review
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• v.29 no.4
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• pp.187-205
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• 2010

Empirical study comparing the leadership styles of women an men is a popular on management in organization. Consistent with study comparing women and men on many organizational behavior, I have identified that leadership style from survey. The this study examined follower's perception of the women and men the leadership in organization. More specifically, I examined how male and female follower evaluated the leadership style and effectiveness of women and man, how these evaluations were affected by the degree of stereotypes of the followers toward gender roles, finally the variables affecting the evaluation of the leadership effectiveness. Total 158 follower's participated in this survey to explore these research questions. The results that female evaluator were evaluated higher in the transformational leadership than male evaluator, while the evaluation for man leader was higher than the woman leader in terms of the transactional and task-oriented leadership style. Also, another analysis the gender difference of the organizational member revealed that woman leader better than man was higher leader relational and transformational leadership. However, both male and female followers who were no gender-difference in decision making work, interpersonal work, relation coordination work, consulting work.

• The Journal of the Korea Contents Association
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• v.21 no.10
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• pp.434-443
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• 2021

The purpose of this study is to analyze hotel chefs' perceptions of each type of leadership, to help improve teamwork and work efficiency through the improvement of job satisfaction and work skills by hotel cooks and the impact of leadership on human relations. In particular, by conducting Q methodological analysis on the subjectivity of the total chef's leadership type recognized by hotel chefs in vertical command systems according to the nature of the work in the hotel company. The analysis of leadership types showed that Type 1 (N=4): both transformative and servent leadership is a combination of preferences or non-preferences, Type 2 (N=4): transformative leadership preference, Type 3 (N=3): both transformative and non-preferred leadership. The leadership of the executive chef, recognized by hotel chefs, is believed to prefer leadership that is considered for individual situations that match each other's experiences and work skills (ability values) rather than uniform leadership such as transformational or servent leadership. Along with the theoretical discussion of Q methodology, the leadership type is explained, and based on the subjectivity research analysis method of Q analysis, the subjectivity of hotel chefs will be identified in various ways and new leadership will be presented.

• 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.

• Culinary science and hospitality research
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• v.16 no.1
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• pp.61-77
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• 2010

Hotel practitioners are searching for leadership typology to maximize employees' capabilities and consistency in their attitude. Also, they are increasingly interested in their employees' traits which constitute and influence their job attitude. This study sought to investigate the impact of servant leadership mediated through self-leadership on employees' job attitude. Focused on hotel restaurant employees, representing 15 hotels in Seoul Metropolitan Area, a survey was conducted and 272 respondents out of 297 were empirically analyzed. The collected data was analyzed with the SPSS 12.0 for Windows and AMOS software program. Structural equation modeling was conducted to test the hypotheses. The results suggested that servant leadership has a significant impact on self-leadership. Furthermore, self-leadership was found to have a significant impact on job satisfaction. However, direct influence of self-leadership on organizational commitment was not found. Finally, servant leadership was found to have a direct impact on job satisfaction. On the other hand, servant leadership positively influences on organizational commitment when mediated through self-leadership. In addition, this study provides practical implications for hotel restaurant professionals in linking servant leadership mediated through self-leadership to job attitude.

• The Journal of the Korea Contents Association
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• v.12 no.12
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• pp.201-211
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• 2012

This study was carried out in order to verify the influence that recognition was mad to organization commitment, organizational culture type leadership of a social welfare organization. The study object a total Part 456 was used to analysis as social worker engaged in to social welfare agency. It was for an independent variable to revolutionized leadership, exchanged leadership as leadership type, and it was organizational culture an mediator variable, analyzed correlation of organization commitment, analysis return in order to grasp an influence to be mad to organization commitment material leadership type, executed path analysis so that direct and indirect effect being mad to organization commitment organizational culture through leadership type. Result of research, A total effect to affect regarding organization commitment, there is most a lot of revolutionized leadership, affected that organization culture appeared group culture of an organization, exchanged leadership, development culture. A leader of a social welfare organization shall improve self-participation and business efficiency voluntary of an employee through revolutionized leadership, in order to improve organization commitment of an employee, this leadership types had to improve organization commitment of an employee as group culture of an organization.