• Journal of Community Nutrition
• /
• v.7 no.4
• /
• pp.207-214
• /
• 2005

The purpose of this study is to identify the transformational or transactional leadership styles of Korean dietitians. The study was completed with Korean dietitians (n = 268, $67\%$ response) using mail survey. The leadership styles were divided into transformational (including charisma, intellectual stimulation, individualized consideration) and transactional (contingent reward, management by exception) leadership found in the several literature. Overall, the score of Korean dietitians' transactional leadership was higher than that of the transformational leadership (p < .05). Among three sub-dimensions of the transformational leadership styles, the score of 'individualized consideration' was higher than 'charisma' and 'intellectual stimulation'. Between two sub-dimensions of the transactional leadership styles, Korean dietitians used more 'management-by-exception' than 'contingent reward'. ANOVA results suggested that the transformational leadership was more likely to be used by the younger dietitians, while the transactional leadership was more likely to be used by the older dietitians (p < .05). Data showed that dietitians having 3-6 year dietetic experience used more transformational leadership than other experienced dietitians (p < .05). It was also found that the Korean dietitians' leadership styles were influenced by the type of dietetic practice area. Data showed that 'charisma', 'intellectual stimulation', 'individualized consideration' and 'contingent reward' were more likely to be used by Korean dietitians from school than by dietitians from health. care and industry (p < .05). This study will be useful for dietitians to guide the application of appropriate leadership style in order to increase employees' job satisfaction as well as organizational performance. (J Community Nutrition 7(4) : $207\∼214$, 2005)

• Journal of the Korean Society of Clothing and Textiles
• /
• v.34 no.1
• /
• pp.102-111
• /
• 2010

This study examines how CEO leadership influences employee trust, job satisfaction, and commitment in fashion companies. A survey was conducted from June 17 to July 15 in 2009. The data were collected from fashion company employees in the Seoul metro area and 360 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. The results of this study are the transactional leadership of CEOs in fashion companies classified by contingent reward leadership and management through exceptional leadership. The transformational leadership of CEOs in fashion companies is classified by charismatic leadership and individualized consideration leadership. Second, CEO's contingent reward leadership, charismatic leadership, and individualized consideration leadership influence employee trust in the CEO. Third, the employee trust in the CEO has an effect on job satisfaction and commitment in fashion companies.

• Asia-Pacific Journal of Business
• /
• v.6 no.2
• /
• pp.63-79
• /
• 2015

The purpose of this study is to examine the effects of transformational leadership on job satisfaction and to examine the effects of transactional leadership on job satisfaction. This study tried to verify the facial feedback hypothesis in causal relations of charisma, intellectual stimulation, individualized consideration, contingent reward, management by exception, job satisfaction. The self-administerd survey was undertaken against 380 respondents who soldier working in Daegu. A total of 375 responses were collected. Excluding missing data, 337 usable data were used for analysis. Results of this study are as follows. First, it is found that charisma factor is positively impact on job satisfaction. Second, it is found that individualized consideration factor is positively impact on job satisfaction. Third, it is found that contingent reward factor is positively impact on job satisfaction. Fourth, it is found that management by exception is positively impact on job satisfaction. The theoretical implication and practical implication for the army and government are discussed. The limitations are also mentioned.

• Journal of Korean Society for Quality Management
• /
• v.27 no.2
• /
• pp.57-80
• /
• 1999

This research uses measures of transformational and transactional leadership to examine its impact on subordinate psychological empowerment and on his/her creativity in 3 resort complexes. For a total of 462 respondents, followers' sense of increased empowerment and creativity are significantly and positively related to the transformational leadership behaviors of their immediate superior, including charismatic attributes and behaviors, individual consideration, and intellectual stimulation. Two of the three transactional leadership measures, including contingent reward and management-by-exception(active), correlate positively with the followers' perceived empowerment and creativity, but the rest one, management-by-exception(passive), negatively with them. The impact of all of the three measures of transformational leadership and the two of transactional leadership(i.e., contingent reward and active management-by-exception) on subordinate creativity is partially mediated by the subordinate empowerment.

• Management & Information Systems Review
• /
• v.11
• /
• pp.111-135
• /
• 2002

Since companies are increasingly aware of the importance of upstream and downstream organizations to their performance, companies' leaders would also like to influence operations with supply chain partners. This paper aims to study the SCM performance and the influencing factors, that is Buyer's leadership and Vendor's relationship-orientation. Also, I try to examine the mediating effect of relationship-orientation between leadership and SCM performance. The results of this study can be summarized as follow; (1) The charismatic trait and individual consideration in transformational leadership factors, and contingent reward in transactional leadership factors positively effected to the relational-orientation. But intellectual stimulation and management-by-exception did not effected to relational-orientation. (2) Only contingent reward in transactional leadership factors was significantly related to the SCM performance. (3) Relational-orientation mediated between SCM leadership and SCM performance.

• Fashion & Textile Research Journal
• /
• v.11 no.3
• /
• pp.399-408
• /
• 2009

The purpose of this study is to analyze whether leadership of team leaders and trust of team members have an effect on job commitment and satisfaction in fashion companies. A survey was conducted from December 8 to 22 in 2008, among team members of fashion companies. The data was collected with 464 subjects, the statistical analysis methods were frequency analysis, factor analysis, reliability analysis and multiple regression analysis. The results of this study were as follows; first, contingent reward, intellectual stimulation and individualized consideration of leadership had an effect on all factors of trust. Charisma of leadership had an effect on calculus-based trust and identification-based trust, but management by exception had an effect on knowledge-based trust. Second, calculus-based trust and identification-based trust about team leaders had an effect on job commitment and satisfaction of team members. Third, charisma, contingent reward and intellectual stimulation of leadership had an effect on job commitment and satisfaction of team members.

• The Journal of Industrial Distribution & Business
• /
• v.9 no.7
• /
• pp.71-82
• /
• 2018

Purpose - This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology - Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results - As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions - This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

• Journal of Technology Innovation
• /
• v.6 no.1
• /
• pp.215-249
• /
• 1998

This study empirically examines the relationship between the career orientations of R&D professionals and their demographic characteristics (age, tenure, and education level), affiliated organizations (public and private organizations), reward systems. It further explores the contingent effects of the career orientation fit between leader and members on their performance. The results reveal that : 1) five different career orientations (technical, manager, project, technical transfer, and entrepreneur) are empirically distinguished, 2) technical orientation of R&D professionals is higher in public in private sectors, 3) technical, project, and manager orientation are positively associated with the education level, while technical transfer and entrepreneur orientation are negatively associated with the education level, 4) manager and technical transfer orientation is positively related with age and tenure, 5) the career orientation fit between leader and member is closely related with job satisfaction and organization commitment, and partially related with technical performance, 6) R&D professionals with different types of career orientation exhibit different preference to various rewards. Based on these findings, this study suggests several practical implications for the design of career ladder, mentoring, and reward systems of R&D professionals.

• Journal of Korean Academy of Nursing Administration
• /
• v.11 no.1
• /
• pp.13-21
• /
• 2005

Purpose: The Purpose of this study was to identify the relationship between leadership styles and self-esteem, satisfaction of clinical practice in nursing students. Method:The subjects were 386 nursing students who were in college and university located around Seoul, Kyounggi, Chungchung, Kangwon province. The data were collected from July 26 to September 18, 2004 by the structured questionnaires. For data analysis, descriptive statistics, Pearson correlation coefficient, and stepwise multiple regression with SAS package were used. Results: 1. The score of the nursing students' transformational leadership were higher than that of the nursing students' transactional leadership. 2. The mean of satisfaction of clinical practice perceived by nursing students was 3.07, and its subcategories were practice contents 3.28, practice evaluations 3.11, practice hours 3.00, practice environments 2.99, practice directions 2.98. 3. 'Transformational leadership', 'charisma', 'intellectual stimulation' and 'individual consideration' were positively related to 'self-esteem', 'satisfaction of clinical practice' of nursing students. 4. 'Contingent reward' was positively related to 'self-esteem'. And 'Management by exception' was negatively related to 'self-esteem'. 5. 'Transactional leadership', 'Contingent reward' were positively related to 'satisfaction of clinical practice' of nursing students. 6. As a result of multiple regression analysis, the key determinants of 'self-esteem' were 'charisma' and this explained 27.41% of the total variance of it. And the key determinants of 'satisfaction of clinical practice' were 'charisma' and this explained 10.94% of the total variance of it.

• Journal of the Korean Society of Food Culture
• /
• v.20 no.5
• /
• pp.561-573
• /
• 2005

This research is to examine the structural relationships between transformational/transactional leadership, empowerment, relationship quality, and organizational commitment in Chinese restaurant context. In order to empirically investigate the proposed model, the data were collected from 188 respondents randomly selected from among the managers who work in 188 Chinese restaurants in Seoul and Kyonggi-do, which registered in Korean Food Central Association, korean foodservice management Association, Menupan.com We choose to limit our investigation to luxury Chinese restaurants where the average check is above 12,000 won. The survey was executed during two-week period in the autumn of 2004. The findings and discussion are as follows: First, intellectual stimulus behavior of transformational leadership had a positive effect on empowerment. Second, contingent reward leadership had a positive effect on empowerment. Third, empowerment had a positive effect on affective organizational commitment. Fourth, empower had a negative effect on continuous organizational commitment. Fifth, intellectural stimulus behavior of transformation leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. Finally, contingent reward leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. At the end of this paper, managerial implications, discussions, and limitations and future research directions are presented.