• The Journal of Asian Finance, Economics and Business
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• 제7권10호
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• pp.443-450
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• 2020

This study aims to add insight into the effectiveness of e-training, e-leadership, work-life balance, and work motivation on millennial generation employees' performance in today's work life amid the outbreak of the COVID-19 pandemic that requires to work more online. Unlike previous generations, millennials are technology-literate, intent on succeeding quickly, give up easily, and seek instantaneous gratification. The population in this study are millennial generation employees at one of Honda motorcycle dealers in Jakarta, Indonesia. The number of samples collected was 200. The sampling technique used is the side probability method, with proportional random sampling technique. The research method used is an associative quantitative approach through survey methods and Structural Equation Modeling. Data were collected through questionnaires distributed to millennial generation employees, with results then processed through the Lisrel 8.5 program. The results of this study show, first, that e-training, e-leadership, and work-life balance have positive effect on work motivation. Second, e-training, e-leadership, work-life balance, and work motivation have positive effect on employees' performance. The findings indicate that companies must pay attention to the factors of e-training, e-leadership, and work-life balance to keep employees motivated and to maintain optimal employee performance, especially during the COVID-19 pandemic through working online.

• 한국전자거래학회지
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• 제4권1호
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• pp.117-143
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• 1999

As information technology becomes an increasingly intrinsic part of business operations and it's use has grown more widespread and ingrained, the demand for study on the CIO's leadership increases.. This study was accomplished to analyze the effect that CIO's transformational and transactional leadership have on leadership performance in pursuit of the ideal leadership required of CIO. The study results reveal the followings. First, CIO's transformational. transactional, and laissez faire leadership is statistically related with leadership performance. Especially, the transformational leadership was more correlated with leadership performance than transactional leadership. Second, leadership performance both of transformational leader and transactional leader was higher than than of laissez faire leader. But leadership performance between transformational leadership and transactional leadership was not statistically significant. Third, many CIOs turn out to possess both transformational and transactional leader's trait, and therefore, the subjects were categorized into the three groups such as: purely transformational leaders, purely transactional leaders, and transformational-transactional leaders. The result shows that leadership performance was high in order of transformational-transactional leader, purely transformational leader, and purely transactional leader. It reveals that leaders possessing both transformational and transactional leadership were more acceptable than the others to the subordinates.

• 예술인문사회 융합 멀티미디어 논문지
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• 제9권6호
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• pp.341-352
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• 2019

최근 e-sports에 대한 사회적 관심이 증대하면서 게임 리더십과 관련된 심리사회적인 요인들을 발굴하기 위한 노력이 점증하고 있다. 게임 리더십이란 게임 내에서 주어진 과제를 효율적으로 수행하기 위해 필요한 능력을 가리키는 것으로, e-sports 경기 진행과 팀워크 향상을 위해 매우 필요한 역량이라고 할 수 있다. 이러한 점에 착안하여 본 연구는 심리적 요인(자기통제, 사회지능, 자존감)과 게임 동기, 게임 효능감이 게임 리더십과 어떤 관계를 맺고 있는지를 살펴보고자 했다. 이를 위해 MOBA(Multiplayer Online Battle Arena) 장르를 이용하는 청소년 196명의 데이터를 활용하여 회귀분석을 실시하였다. 분석 결과 인터넷 게임 이용시간, 사회지능, 게임 효능감은 모두 게임 리더십과 정적인 관계를 보이고 있었다. 이와 함께 게임 동기 요인 중 사회성, 탐험 그리고 도피 동기가 게임 리더십과 유의미한 관련이 있는 것으로 나타났다. 그러나 자존감과 자기통제는 게임 리더십에 아무런 영향을 미치지 않았다. 이후 결과를 분석하고 논의하였다.

• 인터넷정보학회논문지
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• 제19권1호
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• pp.113-122
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• 2018

In today's rapidly changing environment, companies need to have proper strategies in place to meet the challenges that constant change presents. Being flexible, responding and adapting to changes can be valuable. However, they are essentially passive ways of dealing with situations. Creating new values and innovation are more active and effective strategies fora constantly changing environment. As such, most companies in e-business should focus on developing creativity across the board. Employees' creativity has become a critical factor in e-business. This paper explains how to increase workers' creativity through authentic leadership and psychological empowerment. As it is not machines or computers, but people, that are ultimately still responsible for creating novel outcomes, this study emphasizes the overriding importance of members' ability and leader's roles, which greatly influence followers' levels of motivation. Authentic leadership encourages members to reach and display their potential, and enhances their intrinsic motivation. Moreover, members' psychological empowerment is directly associated with both intrinsic motivation and autonomy, preconditions for creativity. Hence, these two dimensions- leadership and an individual's psychological state- will increase workers' creativity, which works to increase performance and create more opportunities not only at the individual level, but also at the team or organization level. The purpose of this paper is to explain the effects of authentic leadership on creativity and the moderating effects of psychological empowerment between authentic leadership and creativity in the e-business environment.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2004년도 International Conference on Digital Policy & Management
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• pp.423-434
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• 2004

The role of CIO is examined in the context of three successful e-government implementations in the U.S. The leadership role of CIO turns out to be crucial to the utilization of information technology for competitive gains: cheap government, speedy service, and increased satisfaction of citizens. A balanced leadership model emerges. An effective CIO should strike a balance between strategic and operational leadership roles, as well as between forceful and enabling leadership roles. To take a maximum advantage of IT, we propose government CIO positions with responsibility, power, and qualification specified along the balanced leadership model need to be created in Korea through legislation.

• 인터넷정보학회논문지
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• 제19권5호
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• pp.123-131
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• 2018

A virtual team consists of various members with a range of professional skills. An IT virtual team can confer such advantages as improving creativity and solving problems in e-business. However, virtual teams are less cohesive than off-line based teams, at least partly because they do not meet face-to-face to solve problems. If the cohesion of the members in a team is weak, overall performance can decrease. Therefore, this study seeks to understand the specific types of leadership needed to increase the cohesiveness of the members in a virtual team. Leadership is the most important factor for the successful operation of a virtual team. Leaders engage members with goals, and motivate them by creating positive relationships. This study describes the idealized influence of transformational leadership in which a leader directly engages members in a goal, and the role of participative goal setting in which members set their own goals. In addition, this research demonstrates the benefits of a positive attitude of a leader towards their team members and the influence of leader-member exchanges. If the cohesion of virtual teams is improved through specific leadership, the team members will be more committed to their teams and work, and the team's performance will improve. Furthermore, the successful operation of virtual teams will provide an opportunity for companies in e-business to gain a competitive advantage in the contemporary environment, where creativity is important.

• 안보군사학연구
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• 통권5호
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• pp.203-239
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• 2007

The current problems with the changing nature of the battlefield of the future point up the serious need for more and better research on the nature of effective military leadership. The purpose of this study was to examine effective leadership traits and behaviors of junior officers in combat situation. During times of peace, leader study battles and imagine themselves in all sorts of combat situations while at the same time, they must cope with numerous challenges and fill a variety of roles that they perceive are not battle related. This illustrates one of the fundamental paradoxes of the peacetime environment. Early studies, showing that combat leadership and noncombat leadership needed different talents, produced some clusters of traits which good combat leader were said to possess. Good combat leaders, for example, were described as possessing courage(e.g., bravery, fearlessness, daring, prowess, gallantry, guts, intrepidity, undaunted courage, fighting spirit, aggressive action), personal integrity(e.g., sincerity, flair, calmness, modesty), adaptability(e.g., flexibility, rapidity in action, speedy decision-making, clarity of thought) and so on. Behaviors found to be important in both combat and noncombat situations bore some relation to role requirements common to both situations. Behaviors important in one situation but not the other could be explained in terms of situational differences in role requirements for effective leadership. In order to achieve this purpose, a number of literature reviews were analysed. These results, though obtained in a somewhat rough and ready fashion, were useful not because they pointed to different leaders in war and in peace, but because they showed leaders the different things that were expected of them in different situations. It was also worth knowing how develop combat leadership. While these findings clearly suggest combat and noncombat differences, they do not necessarily confirm the complete study on effective leadership in combat situation. In conclusion, this study would be useful basis for further improvement on effective combat leadership and some further researches were recommended.

• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• Journal of Contemporary Eastern Asia
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• 제14권2호
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• pp.69-79
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• 2015

Among public organizations, does variation in organizational structure explain variation in public managers' leadership styles (e.g., transformational and transactional leadership)? The study of leadership in public organizations is increasingly an area of scholarly interest partly sparked by movements to reform public organizations, particularly in the context of emergency management. There is, for example, a need for effective leadership that can help organizations respond to disasters (Kapucu et al. 2010; Van Wart and Kapucu 2011; Stern 2013). There are numerous documented cases where the lack of leadership skills has been linked to major social and economic losses as a result of poor disaster response (e.g., Hurricane Katrina in the U.S.). Yet, leadership is a complex concept and numerous theoretical frameworks have been developed to help explain it (Van Wart 2005). Practically speaking, the existence of different theories of leadership suggests that public managers can decide to exercise various styles of leadership. The style of leadership that a public manager exhibits matters because some styles are perceived to be more effective than others (Trottier et al. 2008). While the effects of leadership have been extensively studied, antecedents or predictors of leadership style have received little scholarly attention (Wright and Pandey 2009; Nielsen and Cleal 2011). The purpose of this research note then is to explore the potential causal relationship between the structure of an organization and the ability of a public manager to exercise transformational leadership in the context of emergency management in two Asian countries: South Korea and Japan. This research note consists of three main sections. The following section explores the relationship between leadership and organizational structure. The second section examines how certain concepts of leadership and organizational structure were applied in two case studies of disaster response. The final section presents some directions for future research.

• 디지털산업정보학회논문지
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• 제10권4호
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• pp.251-264
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• 2014

This study aims to suggest proper types of leadership that can enhance organizational commitment by examining differences in recognition of department head leadership style. This research is to find out what kind of leadership type is the most efficient to make member committed to their organization among transactional leadership and transformational leadership. To following consequences are gained through this analysis. First, as to the types of department head leadership, the average of transformational leadership was higher than that of transactional leadership. Second, the result of this research indicates the positive impact of transformational leadership affect organizational commitment without continuance commitment at IT departments. But, at non-IT departments, all organizational commitment is affected by transformational leadership. Third, transactional leadership affects affective commitment at IT departments. But, transactional leadership may not affect affective commitment at non-IT departments. Finally, transactional leadership may not affects normative commitment at IT departments, but at non-IT departments.