• Management & Information Systems Review
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• v.34 no.2
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• pp.1-20
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• 2015

The purpose of this study is to examine the direct effect of project manager's authentic leadership on field staffs' intention to leave, and a mediating role of field staffs' perceived organizational support as a moderator. We collected data from 630 field staffs in the 75 different construction sites. The results of this study are as flows. First, the project manager's authentic leadership has positive impact on field staffs' perceived organizational support. Second, the project manager's authentic leadership has no significant impact on field staffs' intention to leave. Third, the field staffs' perceived organizational support has negative impact on field staffs' intention to leave. Finally, field staffs' perceived organizational support has perfectly mediated effects on the relationship between project manager's authentic leadership and field staffs' intention to leave. In conclusion, project manager's authentic leadership has significantly influenced field staffs' perceived organizational support, which also has significantly influenced field staffs' intention to leave. Especially, because of the rare studies on project manager's leadership this study has an important meaning.

• Asia-Pacific Journal of Business
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• v.13 no.1
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• pp.19-36
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• 2022

Purpose - Previous studies tried to find antecedents of innovative behavior. However, research on knowledge hiding behavior, psychological mechanism, and perception of organizational justice has been relatively limited. In this sense, this study has investigated the impact of organizational justice on employees' innovative behavior and explored the factors that affect the above relationship. Especially, this study tested the direct effect of organizational justice on innovative behavior. This study also examines the mediating roles of knowledge hiding behavior in this causal relationship. Moreover, the process of organizational justice to innovative behavior is assumed to be influenced by leadership style. Therefore, we examined the moderating effect of authentic leadership on the relationship between organizational justice and knowledge hiding behavior. Design/methodology/approach - For the empirical test, we collected data via a questionnaire survey of a sample of 252 employees from Korean firms. We conducted a hierarchical regression analysis to test hypotheses. Results - The results of the empirical analysis revealed that organizational justice was positively related to innovative behavior and negatively related to knowledge hiding behavior. The results also showed that knowledge hiding behavior negatively mediated the relationship between organizational justice and innovative behavior. In addition, we found the moderating role of authentic leadership. More importantly, we found that the conditional indirect effect of organizational justice on innovative behavior via knowledge hiding behavior was depending on authentic leadership. Uncovering the relationship between organizational justice and innovative behavior through the mediating role of knowledge hiding behavior and the moderated mediating role of authentic leadership has useful theoretical and practical implications. We also suggest directions for future research by providing several limitations.

• Journal of the Korea Convergence Society
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• v.11 no.8
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• pp.341-350
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• 2020

This study was conducted to investigate the relationship between authentic leadership of nursing managers and team creativity: the mediation role of positive psychological capital. The study participants were 124 staff nurses. The measurements included authentic leadership, psychological capital and team creativity. Data were analyzed using Pearson's correlation coefficient and Baron and Kenny's three-level hierarchical regression analysis with SPSS 25.0 to identify correlation among variables and mediating effect of positive psychological capital. The research results indicated that the higher the authentic leadership, the higher the team's creativity and the higher the nurse's positive psychological capital and confirmed that positive psychological capital has a partial mediating effect in the relationship between authentic leadership and team creativity. The findings suggest that in order to improve the team creativity of staff nurses, converged organizational behavior management strategies are needed to improve the authentic leadership of managers perceived by staff nurses and the positive psychological capital of staff nurses.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.3
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• pp.121-132
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• 2018

The study aims to investigate methods for companies to contribute to not only social and national developments, but also on the promotion of individuals and companies by re-examining the various phenomena that define companies. The study examines the relationship between subordinate factors of social responsibility activities and job performances as well as the role of CEOs in showing authentic leadership and meaningfulness of work. A total of 312 valid questionnaires were obtained, and hypotheses were tested using regression analysis, hierarchical regression analysis, and 3-way interactions. The results suggest that corporate social responsibility activities not only enhanced the performance of the members, but also confirmed the importance of the authentic leadership of the CEO. Additionally, the role of the members in the company also showed to play a very significant role in a company's developments. The results also show that the CEO and members need to make efforts to increase ethics as well as gain more competitiveness and improve their reputation by promoting their sense of calling and feeling of compassion in the workplace. In other words, the members of the high-ranking book and the members of the relatively low position will have different degrees of information transfer and evaluation of the company policy may be different.

• Korean Journal of Occupational Health Nursing
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• v.32 no.3
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• pp.99-110
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• 2023

Purpose: This study examined the job stress and perception of unit managers' authentic leadership on clinical nurses' intention to stay in nursing. Methods: This descriptive cross-sectional study utilized self-administered questionnaires. The study recruited a convenience sample of 211 clinical nurses from threertiary hospitals in South Korea. The survey was conducted between July and August 2021. The collected data underwent hierarchical multiple regression analyses. Results: The regression analyses indicated that clinical nurses' intention to stay was significantly associated with job stress (B=-0.06, 95% CI [-0.09, -0.04]), six or more years of clinical practice (B=0.60, 95% CI [0.13, 1.07]), men (B=0.87, 95% CI [0.30, 1.44]), and being placed on their desired nursing unit (B=0.39, 95% CI [0.27, 0.76]). Intention to stay was not found to be associated with authentic leadership by the unit managers. Conclusion: It is essential to implement workplace health promotion programs to prevent and reduce job stress among nurses to retain proficient clinical nurses. Additionally, nursing workforce management strategies tailored to the specific sex and career path of nurses are necessary. Moreover, careful consideration should be given to nursing unit placements that align with the individual aptitudes of nurses.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.135-149
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• 2019

Today, a growing number of companies are in trouble because leaders are lack of authentic leadership. Small and midium sized companies have the same issue. To correct the issue, there must be a real change in the relationship between managers and employees of the company as well as outside the company. In 21st century, authentic leadership is required. However, the research about determinants of change supportive behavior is not sufficient. Therefore, the purpose of this study is how manager's transformational leadership and authentic leadership affects change supportive behavior of employees in small and midium sized companies. The study also has to prove the role of positive psychological capital as a parameter. Data were collected from 424 employees working for small and midium sized companies in metropolitan area around Seoul and Gyeonggi. The data were analyzed using statistical package SPSS ver.21.0 and AMOS ver.18.0. Based on the research, First, the transformational leadership does not affect the change supportive behavior. However, authentic leadership affects the change supportive behavior. Also, positive psychological capital playes a role as parameter when transformational and authentic leadership, that are independent variable, affect change supportive behavior. On the other hand, the research shows that authentic leadership has more influence than transformational leadership on positive psychological capital. Transformational leadership without genuine attitude cannot affect change support behavior of employees in small and medium sized companies. Therefore, to affect change supportive behavior of employee, authentic leadership with genuine mind is required. After discussing the conclusions and implications of this study. the direction of the study for the follow - up study was suggested.

• The Journal of the Korea Contents Association
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• v.15 no.12
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• pp.247-256
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• 2015

This study begins with the importance of customer satisfaction in public sector, social welfare and job enthusiasm and how authentic leadership impacts the job engagement and customer orientation. To analyze and to verify the hypothesis, a Structural Equation Model was constructed, with the genuine leadership as an independent variable, the job engagement as a parameter, customer orientation as a dependent variable. Sample data was collected from 230 employees of social welfare organizations located in Yong-in city. Strong association between authentic leadership perception and costomer oreintation was identified from structural equation model, where job engagement plays significant intermediating role. In conclusion, positive perception toward leadership characteristic influence the job performance through desirable attitude formulation. Job engagement as a mediating variable strengthens the influence of autheneic leadership on the improvement in customer orientation which overcame the opposition, the exhaustion due to emotional labor and job burnout from those who are engaged in welfare facilities.

• The Journal of the Korea Contents Association
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• v.17 no.10
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• pp.420-451
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• 2017

This study verified the effectiveness of authentic leadership in promoting coopetition with the mediation of positive psychological capital and identified how this mediating effect of positive psychological capital is moderated by performance-based rewards Our findings showed that positive psychological capital played the role of mediator (indirect effect) between authentic leadership and coopetition. Also, performance-based rewards had negative conditional direct effect on the relationship between authentic leadership and coopetition as well as a positive mediated moderation (conditional indirect effect) when the relationship is mediated by positive psychological capital. This research presents a novel empirical study on the mechanism involved in the promotion of coopetition among organization members, especially concerning the antecendents involved at the individual level.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.101-108
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• 2013

The main purpose of this study was to investigate the effect of authentic leadership on occupational self-efficacy and role-based performance and to investigate the effect of occupational self-efficacy on role-based performance. Moreover, another objective of this study is to analyse the mediating role of occupational self-efficacy in the influence of authentic leadership on role-based performance. To accomplish the purpose of the study, this study employed two methods: literature reviews and empirical studies. The results showed that authentic leadership increase employees' occupational self-efficacy and have a positive influence on role-based performance. And it was found that employees' occupational self-efficacy also positively affect employees' role-based performance.

• Journal of Digital Convergence
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• v.15 no.1
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• pp.171-179
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• 2017

This study analyzes the influence of the four components of authentic leadership on employees' OCB and job performance to suggest the implications behind the developing of authentic leadership. A survey was conducted on employees of various business areas in Korea, and 448 responses were used in statistical analysis. The results are as follow: First, self-awareness has not shown significantly effective on organizational citizenship behavior and job performance. Second, internalized moral perspective has shown significantly effective toward organizational citizenship behavior and job performance. Third, relational transparency has shown significantly effective for organizational citizenship behavior, but not effective for job performance. Forth, balanced processing of information has not shown significantly effective on organizational citizenship behavior and job performance. This paper makes significant contribution by considering the supervisor's relational transparency and internalized moral perspective, because these authentic leadership dimensions improve employees' OCB and job performance.