• The Journal of the Korea Contents Association
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• v.17 no.4
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• pp.48-62
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• 2017

The present empirical research examines the effect of team leader's ethical leadership on team members' in-role behavior and psychological capital. This study also predicts that management decoupling and personal decoupling will moderate the effect of ethical leadership negatively. A growing body on leadership research highlights the role of team leader's moral manager in team settings. Ethical leadership also becomes a salient issue in the situation of unethical decision making and misuse of management power which have done by unethical leaders all around the world. In order to identify the effect of ethical leadership, I collected data of 922 team members from bank, semiconductor manufacturer, and university hospital. Our findings show that ethical leaderships have a positive effect on team members' in-role behavior and psychological capital. In addition, I also found the significant moderation effect of management decoupling which team members perceive their top management team's inauthenticity. Contrary to the prediction, however, the result doesn't support the moderation effect of personal decoupling. I discussed implications of confirming and disconfirming findings in details.

• The Journal of the Korea Contents Association
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• v.21 no.9
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• pp.790-805
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• 2021

The purpose of this study is to empirically examine the relationship between the ethical leadership of the top management of a company and the knowledge-sharing and innovative behaviors of the members of the organization in order to present a strategy that can be used to strengthen the innovative behaviors of the members. Also, by examining the moderating effect of the awareness of organizational support among the members. The findings of this study were as follows; First, the ethical leadership of the top management had a significant, positive impact on the innovative behaviors of the members of the organization. Second, the ethical leadership of the top management had a significant positive impact on the knowledge sharing among the members. Third, the sharing of knowledge among the members had a significant positive impact on innovative behaviors. Fourth, in the relationship between the ethical leadership of the top management and the innovative behaviors of the members, the sharing of knowledge among the members had a significant mediating effect. Fifth, the awareness of organizational support had a moderating effect in the relationship between the ethical leadership of the top management and the sharing of knowledge among the members.

• The Journal of the Korea Contents Association
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• v.22 no.9
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• pp.531-543
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• 2022

This study aims to examine the mediating effects of ethical leadership and the moderating effects of organizational culture in relation to the impact of public service motivation on innovative behavior by public officials. This research utilizes data from the 2021 Public Employee Perception Survey conducted to public officials by the Korea Institute of Public Administration. Public service motivation had a positive effect on innovative behavior and ethical leadership, while ethical leadership had a positive effect on innovative behavior. In addition, ethical leadership mediated the relationship between public service motivation and innovative behavior. Under organizational culture, hierarchical and innovative cultures exhibited moderating effects. The policy and practical implications of these findings are as follows. First, it is important to build ethical leadership in order to retain the national competitiveness of public officials and encourage innovative behaviors that can adapt to changes at public organizations. Second, the competition rate for public service examinations has fallen recently. This may be interpreted as an unfavorable perception of public service bureaucracy among the MZ generation. Consequently, in line with the changing times, the organizations of public officials must adopt to a future-oriented, innovative culture. Third, it is necessary to explore alternative methods for developing an innovative culture, such as giving greater flexibility and autonomy through transfer of authority to public officials who address the public directly.

• Journal of Distribution Science
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• v.14 no.8
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• pp.59-66
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• 2016

Purpose - This study has its purpose to identify the correlation between factors and moderating variables that can reduce job burnout by setting a positive relationship with a leader and ethicality of the leader as factors reducing job burnout and helping behavior as a moderating variable. Research design, data, and methodology - The research design would make theoretical perceived ethical leadership and LMX toward helping assistance, and job burnout using by structural equation method. Results - As a result, both positive behaviors and recognition on ethical leadership of a leader have been confirmed to influence on mitigation of job burnout. Especially, among the two factors, ethicality has shown to be more efficient to alleviate exhaust compared with positive behavior of a leader. Conclusions - Theoretical perceived ethical leadership and LMX toward a leader, helping assistance, and job burnout are statistically significant, however, the helping behavior of members is the factor increasing a job burnout. These results can be interpreted as the difficulties of relation setting with the members for the leader, and although loyalty and responsibility toward right leader may induce helping behavior, and positive behavior for organization can impact on the job burnout. It can be concluded that the ethicality of a leader is an essential factor for the development of organization.

• Journal of Information Technology Applications and Management
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• v.28 no.3
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• pp.31-48
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• 2021

Knowledge is a key resource for organizations to gain and maintain competitive advantage. Therefore, it is important for organizations to motivate employees to share knowledge with each other in order to achieve optimal performance of knowledge resources. Despite the efforts of organizations to share knowledge, knowledge hiding is still prevalent among employees. In this paper, we want to analyze the factors that may cause more general and pervasive knowledge-hiding behavior in organizations through empirical analysis. The results of this study show that, first, the relationship between team cohesion and knowledge hiding has been verified differently depending on the sub-behavior of knowledge hiding : playing dumb, evasive hiding, and rationalized hiding. Team cohesion has been shown to significantly reduce the playing dumb and evasive hiding. On the other hand, it was shown that team cohesion did not have a significant causal relationship with rationalized hiding. Second, the moderating effect of ethical leadership has been statistically significant in terms of team cohesion and relationships with playing dumb and evasive hiding. In other words, the higher the ethical leadership, the stronger the negative relationship between team cohesion and knowledge hiding. Finally, the theoretical and practical implications of this paper and future research directions are discussed.

• The Journal of the Korea Contents Association
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• v.18 no.1
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• pp.607-622
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• 2018

In this study, we investigated path that influence task performance through mediation of leader identification, regulatory focus (promotion focus and prevention focus). The results of this study are summarized as follows. First, ethical leadership has a positive effect on leader identification. Second, leader identification has played a crucial role in the relationship between ethical leadership and regulatory focus, and regulatory focus also have an important mediating effect on the relationship between leader identification and task performance. These results show that leader identification, regulatory focus play as an important mediator in relationship between ethical leadership and task performance.

• The Journal of the Korea Contents Association
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• v.18 no.5
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• pp.397-408
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• 2018

The purpose of this study is to investigate the effects of business ethics and ethical leadership on business performance and social performance. For this purpose, we surveyed 173 social enterprise workers in Chungnam and Sejong area. The main results are as follows. Among the sub - factors of ethical management of social enterprise, ethical leadership has a statistically significant effect on social performance and social performance of social enterprise. In other words, as employees' perceptions of ethical leadership of social enterprise managers increase, business performance and social performance increase. In addition, the results of the study show that the work performance of the workers in the social enterprise providing social service is increased. The results were the same as the effects of ethical management on corporate performance in general commercial enterprises. The results of this study confirm the necessity of strengthening social entrepreneurship which has been emphasized in social enterprise. In order to introduce ethical management into social enterprises, the concept of ethical management suitable for social enterprise and application plan should be prepared.

• The Journal of the Korea Contents Association
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• v.16 no.10
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• pp.730-744
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• 2016

This study attempt to test not only the impact of leadership(second-level supervisor's ethical leadership, immediate supervisor's transformational leadership) on followers' proactive behavior, but also the effect second-level supervisor's ethical leadership on leader's transformational leadership(i.e. TL). In particular, immediate supervisor's TL is explored as a mediating variable in the relationship between second-level supervisor's ethical leadership and followers' proactive behavior. The summary of the hierarchical regression analyses results was as follows: First, the paper showed that second-level supervisor's moral behavior was positively related to immediate supervisor's TL. But behavioral integrity and consistency across contexts was not found to play a unique role in predicting immediate supervisor's TL. Second, second-level supervisor's moral behavior was a positive impact on employee' taking charge behavior and helping behavior. and behavioral integrity was a positive impact on employee' taking charge behavior. But consistency across contexts was not found to play a unique role in predicting proactive behavior. Third, immediate supervisor's TL was a positive impact on employee' taking charge behavior and helping behavior. Finally, the effects of second-level supervisor's moral behavior on employee' proactive behavior were mediated by immediate supervisor's TL. Theoretical and practical implications of our findings as well as directions for future research are provided.

• Journal of Engineering Education Research
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• v.25 no.5
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• pp.33-43
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• 2022

This study started from a critical review of the current problem of ethics education in engineering colleges, how it has become stereotyped and perfunctory and hence, is failing to properly foster engineers with a sense of responsibility. Existing engineering ethics education occupies a very limited role and weight in the periphery of the engineering curriculum, unable to hold a central position. This situation is of grave concern, especially when the leadership of engineers with social and professional responsibility is of great importance. Therefore, this study explored new directions and strategies for engineering ethics education while reviewing domestic and foreign studies dealing with the current status and problems of engineering ethics education. First, this study discussed the need for and direction of shifting to ethical engineering education instead of ethics education centered on liberal arts courses. Second, this study presented specific practical strategies to construct the ethical engineering curriculum. For example, it is necessary to establish the ethical engineering curriculum with an education linking ethics with human development goals, ethics education using Korea's current issues and agendas, micro- and macro-level analysis related to engineering, and leadership education.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1057-1066
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• 2021

Servant leadership has been noticeable in the last decade in the leadership literature on account its focus on serving others first. The target of servant leadership is not the organization, but rather the followers and their development and also the ability to motivate others to become servant leaders. Serving leadership has been recognized as a leadership philosophy that addresses ethical concerns, which is linked to ethical leadership. This study aims to investigate the relationship between dimensions of servant leadership and public service motivation of civil servants. Data were collected from civil servants working in public organizations at district level in Ho Chi Minh City of Vietnam through survey forms. The research hypotheses are tested by factor analysis and regression. The results report that 7 dimensions of servant leadership positively affect public service motivation in the following ascending order: Empowerment, standing back, forgiveness, humility, integrity, accountability, and courage. On the other hand stewardship has an insignificant impact on the role of leading and supervising. Our study contributes to the existing literature on servant leadership as well as public service motivation by throwing light onto a so-far neglected transitional country like Vietnam. Thereby, this study proposes a number of implications for the leaders to improve leadership style to enhance public service motivation of civil servants.