• Journal of Digital Convergence
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• v.15 no.11
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• pp.209-220
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• 2017

Organizational environments are becoming increasingly complex, dynamic and interdependent. To overcome these environmental, the Organization pay attention to the Empowering Leadership. And Empowering leadership leads to OCB(Organizational Citizenship Behavior) of the organization's members. To the empirical analysis of the theoretical relationship, we was set up the research model based on the literature research method. We used total 346 questionnaires from the Manufacturing workers in Dea-gu and Kyung-buk region. The results of this study are as followings; First, Empoewering Leadership are positively related to OCBI and OCBO. Second, Self Leadership is positively related to OCBI and OCBO, and Trust is only positively related to OCBI. Third, the mediating effects of Self Leadership is a significant partial mediations effect on the relationship between Empowering Leadership and OCBI, OCBO. This result is contribute to the development of the research field leadership.

• The Journal of the Korea Contents Association
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• v.18 no.11
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• pp.594-610
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• 2018

In this study, we examined the impact of empowering leadership on leader-member exchange(LMX), leader trust, and in-role behavior. The role of LMX and leader trust in the relationship between empowering leadership and in-role behavior was verified. We surveyed 289 small and medium enterprises in Yangsan, Ulsan and Gyeongju city. SPSS 18.0 was used for overall descriptive statistics and exploratory factor analysis. AMOS 18.0 was used to conduct confirmatory factor analysis to confirm the validity of the research variables and to conduct a covariance structure analysis to verify the research hypothesis. The result of this study were as follows. First, empowering leadership has a significant effect on LMX, leader trust. Second, empowering leadership did not have a significant effect on in-role behavior. Third, LMX has a significant effect on leader trust and in-role behavior. Fourth, leader trust has a significant influence onin-role behavior. Finally, LMX and leader trust play a mediating role in the relationship between empowering leadership and in-role behavior. Based on the results of this study, it is suggested that the LMX and leader trust should be strengthened through the leader's empowering leadership in order to enhance the employee's in-role behavior.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.595-604
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• 2021

This research aimed to explore the relationship between the challenge and enjoyment dimensions of intrinsic motivation and employee creativity at an individual level. Besides, the study focused on investigating the moderating role of empowering leadership in promoting employee creativity at work. In particular, in the context of Vietnam's electricity industry, the power generation stage faces significant challenges, forcing to innovate and restructure strongly to respond flexibly to the requirements of the electricity market development in Vietnam as well as gradually integrate with other countries in Southeast Asia. The authors used structural equations modeling (SEM) combined with Hayes' moderator variable analysis method (2017) based on primary data. The data included 550 questionnaires from technicians, engineers, and experts directly involved in the operation and production of 36 power generation businesses Vietnam. The results showed the relationship between the enjoyment dimension of intrinsic motivation and employee creativity is not statistically significant, which partly explains the instability of the link between intrinsic motivation and employee creativity. Meanwhile, the challenge dimension is positively associated with employee creativity, but this relationship is more robust in empowering leadership. The study also indicated the challenge dimension of intrinsic motivation is an important predictor of employee creativity.

• Journal of Digital Convergence
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• v.12 no.8
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• pp.85-99
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• 2014

The empowering leadership as perceived by the members of the organization have an influence on the psychological attitudes of them toward their jobs, and again these psychological attitudes might affect their Organizational culture type. Thus, this study tried to mediating effects of Organizational Culture on the relationships between Empowering-Leadership and Creativity and Job attitude. The results of this study are as followings; First, Empowering-leadership is positively related to Creativity, Organizational commitment and Job satisfaction. except leading by example & participative decision-making in organizational commitment of Job attitude. Second, the mediating effects of Organizational culture had a significant effects on part of relationships in each variable. Results indicated that managing Organizational culture is contributed to the member's attitude and organization performance so that the supervisor should make efforts to develop managing skill in their Organizational culture to fit their nature.

• Journal of Digital Convergence
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• v.10 no.4
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• pp.95-106
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• 2012

The purpose of this paper is that analyze the influence of empowering leadership and constituent individual of organization's creativity and the moderating effect of leader-member exchange. For the verify the variables relationship, we perform the hierarchical regression analysis. As a result, empowering leadership positively effect creativity when appear the leader's leading by example, coaching, informing and showing concerning. And also, we are confirm the moderating effect LMX. To conclude, Empowering leadership influence positive and negative effect to creativity by the sense of the affect, the loyalty, the contribution, professional respect.

• Journal of Korea Society of Industrial Information Systems
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• v.25 no.5
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• pp.103-117
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• 2020

The importance of empowering leadership has emerged, which inspires confidence and attachment to members' task capabilities through delegation of authority between leaders and members. The purpose of this study is to analyze the effect of empowering leadership on work engagement and job performance through self-efficacy and sense of belonging in construction companies. Hypothesis testing of 271 copies of the questionnaire from Busan, Ulsan and Gyeongnam areas was conducted using the structural equation model. First, in the order of information sharing and participatory decision-making, there was a significant positive effect on self-efficacy, whereas the lead and coaching factors were not significant. Second, it was shown that all 4 factors of empowering leadership had a significant positive effect on belonging. Third, the sense of self-efficacy and belonging had a significant positive effect on both work engagement and job performance.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.583-593
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• 2021

The purpose of this study was to examine the relationship between transformational leadership and organizational performance with readiness to change and empower knowledge sharing quality as mediating variables. The survey was conducted by collecting the respondents' data by filling up forms which were designed using the google form application and collecting it using WhatsApp. This was performed on 400 respondents, encompassing employees from the National Agency of Drug and Food Control in Indonesia. The research model adopted was validated using Structural Equation Modeling technique with AMOS tool. The findings showed transformational leadership as a significant predictor of readiness to change and it proved relevant in empowering knowledge sharing quality, which in turn affects organizational performance. Furthermore, the effects of both two mediating variables was also examined, and only readiness to change significantly influenced the relationship between predictors of transformational leadership and organizational performance. The findings of this study showed the need for transformational leaders as the research focused on understanding the differences in employee character. This is required to encourage better performance by empowering quality knowledge dissemination mechanisms, with continuous in-house training activities. Therefore, the model adopted in this research and the hypotheses prove the direct effect of transformational leadership on organizational performance, achievable through the mediating role of readiness to change.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.4
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• pp.217-230
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• 2020

In a view of rapidly changing business environment, the success and competing power of organizations depend on committed, highly motivated and satisfied human resources. Empowerment is mainly concerned with establishing and building trust between management and employees, and motivating their participation. Also, behavioral integrity emphasizing on the characteristics of effective leaders has shown as direct action that strengthens positive consequences in organizations. However, research regarding behavioral integrity is very limited. Based on the Self-determination Theory, this paper investigates the effect of empowering leadership on employee's job satisfaction and work engagement. Multi-group analysis based on behavioral integrity is also analyzed. An online survey was conducted and 298 employees' data were collected. Using structural equation modeling, results suggest as follows. First, empowering leadership had a positive effect on individual's job satisfaction mediated by their work engagement. Second, the result of the multi-group analysis showed that the effect of empowering leadership on work engagement is stronger in the group with high behavioral integrity. Contrary to the prediction, the result doesn't support the moderating effect on job satisfaction. These findings contribute to our understanding of empowering leadership process. Based on the results, several theoretical and managerial implications are discussed.

• Journal of Digital Convergence
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• v.15 no.11
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• pp.155-165
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• 2017

This study divides organizational citizenship behaviors into two dimensions, organizational and individual, in order to clarify the out-role behaviors of organizational members more specifically. In addition, we selected Empowering leadership as an input factor that can lead to organizational citizenship behavior and examined the mediating role of trust. To accomplish this purpose, the authors conducted a survey of employees in manufacturing companies in the Daegu-Gyeongbuk region and the hypothesis was verified through structural equations model. The results of the study are as follows. Empowering leadership has a significant positive impact on OCB-O and OCB-I. Also, Trust has been found to partial mediate effect the relationship between empowering leadership and OCB_O and OCB_I. The results of this study will be specific guidelines for inducing organizational citizenship behavior in organizations, and will further expand the scope of research into organizational citizenship behavior.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.3
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• pp.59-88
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• 2022

As the open innovation paradigm spreads, the ability to search for new external knowledge and combine it with the organization's existing knowledge has been cosidered to play an important role in improving business performance of a company. This study empirically analyzed the influence of such organizational variables as empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance of innovative technology SMEs focusing on the mediating effects of absorption capacity. For this purpose, a survey was conducted on 15,227 INNOBIZ SMEs, and 326 usable questionnaires were collected and analyzed using the structural equation model. Statistical analyses showed that the direct influence of empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance was not found, but indirect effects of three organizational variables on business performance proved significant using absorption capacity as a mediating variable. This result also indicates that empowering leadership, organizational learning culture, and interdepartmental cooperation are important antecedent variables of absorption capacity.