• 디지털융복합연구
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• 제13권7호
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• pp.117-124
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• 2015

최근 리더십 연구에서 변혁적 리더의 진정성 여부가 이슈가 되고 있다. 변혁적 리더가 보이는 진정성 여부가 부하들의 태도와 성과에 큰 영향을 미치기 때문이다. 이에 본 연구의 목적은 변혁적 리더십이 신뢰와 조직헌신을 통해 팀성과에 미치는 영향과 구성원이 지각하는 진정성의 조절효과를 융합적으로 검증하는데 있다. 부산지역의 특1급 호텔 팀원 232명을 대상으로 실증 분석을 한 결과는 다음과 같다. 첫째, 변혁적 리더십 지각은 신뢰와 조직헌신에 정(+)적으로 유의한 영향을 미치는 것으로 나타났다. 둘째, 리더에 대한 신뢰는 팀성과에 정(+)적으로 유의한 영향을 미치나, 조직헌신은 팀성과에 유의한 영향을 미치지 않는 것으로 나타났다. 셋째, 리더의 진정성은 변혁적 리더십과 신뢰 간에 유의한 조절효과를 미치나 변혁적 리더십과 조직헌신 간에 유의한 조절효과를 미치지 않는 것으로 나타났다. 따라서 본 연구의 결과는 변혁적 리더의 진정성이 팀원의 태도에 영향을 미치는 조절요인으로 검증함으로써 향후 리더십 연구에서 진정성이 조절효과로서의 중요성을 시사한다.

• 디지털산업정보학회논문지
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• 제10권2호
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• pp.187-201
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• 2014

This research attempts to see the phenomenon that how job satisfaction formulate through the analysis of structural relationships between the degrees of authenticity, self-concept, self-efficacy and organizational goals and objects. The survey collected questionnaires of the authentic leadership, self-efficacy and job satisfaction. 152 numbers of samples are collected for survey to observe empirical relationships, causal and correlation, for elucidating respected structural equation model. Structural equation modeling was carried out to explore the relationship of authentic leadership, self-efficacy, and job satisfaction. The mediation model posits that self-efficacy mediate the linkage between authentic leadership and job satisfaction. The result of this research indicates the positive impact of authenticity may not affect job satisfaction. As much leader authenticity affects positive impact to self-efficacy which is individual identity, the leader should invest them to foster the authenticity. In other words, authentic leadership on job satisfaction of subordinates is not directly affected. In order to increase job satisfaction of subordinates, leaders should be focused to raise self-efficacy.

• 아동학회지
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• 제27권1호
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• pp.67-79
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• 2006

Participants were 272 teachers from kindergartens and child care centers who responded to 2 survey questionnaires: translated and revised versions of Laub's (1999) Servant Organizational Leadership Assessment(SOLA) and Jorde-Bloom's(1989) Early Childhood Job Satisfaction Survey(ECJSS). Components of SOLA were values people, develops people, displays authenticity, builds community, provides leadership, and shares leadership; components of ECJSS were co-worker relationships, administrator relationship, job itself, working environment, possibility of rewards/promotions, feelings about the organization. Data were analyzed by SPSS WIN computer program, Pearson's correlation and multiple regression analyses. Relationships were found between servant leadership of the early childhood educational institution and job satisfaction. Components of perceived servant leadership that predicted job satisfaction were 'develops people', 'displays authenticity', 'values people' and 'provides leadership.'

• 아태비즈니스연구
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• 제14권4호
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• pp.1-21
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• 2023

Purpose - The study investigates the role of authenticity of B2B salespersons has on their consultative selling competence. The study also examines the mediating effect of customer orientation between the authenticity of B2B salespersons and their consultative selling competence, as well as the moderating role of trust in the buyer-seller exchange. Design/methodology/approach - This research utilized a covariance-based structural equation model technique. The study assessed the research model's moderation effects through a stepwise approach, which allowed for an examination of the moderating effect of trust in the buyer-seller relationship. Findings - As a result of structural equation analysis, this study found that the authenticity of B2B salespersons influences their consultative selling competence by mediating their customer orientation significantly. In addition, trust in the buyer-seller exchange plays a significant role as a moderating variable between customer orientation and competitive selling competence, but it is not significant as a moderating variable between the authenticity and customer orientation of B2B salespersons. Research implications or Originality - This research proposed the role of authenticity of the B2B salesperson as a key factor in the trust-based relationship and a key variable of consultative selling competence. The study has taken the research on the authenticity of the B2B salesperson one step further from the study of authenticity of the brand and the company's leadership.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.41-50
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• 2009

Project leadership lifts management to a new level where projects are seen as strategic weapons that help firms to develop competitiveness. For too long, the focus on projects has been on short-term, tool-oriented management. There is a need for fresh understanding of project leadership and appreciation of its importance. A state-of-the-art review of research on leadership in project management is presented. Results of an aspect of a global study on leadership in the construction industry are discussed. The need for project managers to be effectively developed as leaders is underscored.

• 한국도서관정보학회지
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• 제49권3호
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• pp.361-382
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• 2018

본 연구의 목적은 기존 리더십의 대안적인 개념인 공유 리더십, 진정성 리더십, 셀프 리더십이 대학도서관 사서들의 조직유효성 인식에 미치는 영향을 규명하는 것이다. 그리고 이러한 리더십 유형 중 어떤 리더십이 조직유효성 인식에 더 큰 영향을 미치는지, 각 리더십과 조직유효성의 관계에서 감성지능의 조절효과가 있는가에 대해 검증해 보고자 하는 것이다. 전국의 대학도서관 중 10인 이상의 정규직 사서가 근무하는 55개 대학도서관 사서 275명을 대상으로 140부의 설문지를 회수하여 분석하였다. 독립변인인 대안적 리더십과 조직유효성과의 영향 관계에서는 부분적으로 유의미한 관계가 도출되었고, 각 리더십의 종속변인에 대한 영향 차이에서는 셀프 리더십이 직무만족에 가장 큰 영향을 미쳤으며, 감성지능의 조절효과에 관한 검증 결과 공유 리더십과 조직유효성과의 관계에서 부분적인 조절효과가 나타나는 것으로 분석되었다. 본 연구는 리더십과 조직유효성의 영역에 새로운 개념과 사실을 주장하고 있지는 않지만, 문헌정보학 분야에서 비교적 연구되지 않았던 대안적 리더십에 대한 새로운 개념들에 대해 이론적 관계를 도입하는 기여를 하고 있다고 볼 수 있다.

• 한국비블리아학회지
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• 제28권1호
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• pp.253-270
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• 2017

지식시회에 있어서 대안적 리더십은 수평적, 정서적인 접근, 책임감을 통해 조직원들을 동기부여 하여 자발적 참여를 유도하게 한다. 대안적 리더십에 대한 이론적 연구와 대학도서관에서의 적용 가능성에 대한 이론적 논의는 거의 전무하다. 본 연구에서는 그 첫걸음으로 대안적 리더십들에 대한 이론적 고찰과 대학 도서관에서 지식경영 패러다임 변화, 관리자와 사서의 역할 변화와 대안적 리더십 적용에 대한 논의를 통해 대학도서관을 주도할 사서들의 리더십 강화를 위한 개발 방향을 제시하고자 한다.

• 디지털산업정보학회논문지
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• 제19권1호
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• pp.43-55
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• 2023

The purpose of this study is to examine the effects of authentic leadership on employee job satisfaction as well as the mediating role of motivation in the relationship between these two variables. Prior literature on authentic leadership have repeatedly argued that authentic leadership is not simply the ethically "right" thing to do, but also can effectively boost firm performance by increasing employees' job satisfaction and motivation. This study investigates whether the proposition is supported by empirical evidence in the context of Korean companies. Survey data were collected from 230 employees from several companies in South Korea. The results show that authentic leadership has a positive effect on employees' job satisfaction. As to the effects of authentic leadership and work motivation, authentic leadership turns out to have a positive effect on both extrinsic and intrinsic work motivation. The study also confirmed partial mediating effect of job satisfaction in the relationship between authentic leadership and job satisfaction.

• 디지털융복합연구
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• 제15권10호
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• pp.161-171
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• 2017

최근 리더십 연구에서 리더의 진정성이 중요한 이슈로 부각되고 있다. 리더십 발휘에 있어서 리더의 진정성 여부는 조직구성원들의 행동, 태도 및 성과에 큰 영향을 미치기 때문이다. 이에 본 연구는 진성리더십이 조직몰입, 조직시민행동 및 직무성과에 어떠한 효과가 있는지 살펴보고, 진성리더십의 효과성은 공공조직과 사조직에 모두 유효한지를 실증적으로 분석해 보고자 한다. 국내 다양한 조직에 종사하는 조직구성원들을 대상으로 설문을 실시하였으며, 회수된 설문지 444부(공공기업 243부, 민간기업 201부)가 분석에 사용되었고, 통계분석은 SPSS/WIN 23.0과 STATA 14.0 통계패키지를 사용하여 요인분석 및 회귀분석으로 검증하였다. 연구 결과를 요약하면, 진성리더십은 공공조직과 사조직에 대해 조직몰입, 조직시민행동, 직무성과 모두에 정(+)의 영향을 미치는 것으로 확인되었다. 요컨대, 진성리더십은 리더가 조직을 보다 효과적으로 이끌어 가는데 긍정적인 도움을 줄 수 있을 것으로 기대되고 이러한 관계는 공공조직이나 사조직에 모두 유의미한 효과를 가지는 것으로 보인다.

• 한국프랜차이즈경영연구
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• 제8권4호
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.