• The Journal of the Korea Contents Association
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• v.12 no.12
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• pp.201-211
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• 2012

This study was carried out in order to verify the influence that recognition was mad to organization commitment, organizational culture type leadership of a social welfare organization. The study object a total Part 456 was used to analysis as social worker engaged in to social welfare agency. It was for an independent variable to revolutionized leadership, exchanged leadership as leadership type, and it was organizational culture an mediator variable, analyzed correlation of organization commitment, analysis return in order to grasp an influence to be mad to organization commitment material leadership type, executed path analysis so that direct and indirect effect being mad to organization commitment organizational culture through leadership type. Result of research, A total effect to affect regarding organization commitment, there is most a lot of revolutionized leadership, affected that organization culture appeared group culture of an organization, exchanged leadership, development culture. A leader of a social welfare organization shall improve self-participation and business efficiency voluntary of an employee through revolutionized leadership, in order to improve organization commitment of an employee, this leadership types had to improve organization commitment of an employee as group culture of an organization.

• Journal of Korea Society of Digital Industry and Information Management
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• v.13 no.3
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• pp.167-183
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• 2017

The objective of this paper is to investigate the effect of character traits of employees of consulting firm on job satisfaction through self-leadership and self-efficacy. The proposed model is based on big5 model of Coasta and McCrae(1992). To validate the proposed model, structural equation model is analyzed with the valid 140 questionnaires collected from Seoul and nearby cities by using Smart PLS 3.0. The results are as follows. First, extraversion has a positive effect on self-leadership, not on self-efficacy. Second, agreeableness has a positive effect on self-leadership, not on self-efficacy. Third, conscientiousness has a positive effect on both self-leadership and self-efficacy. Fourth, emotional stability does not have a positive effect on both self-leadership and self-efficacy. Fifth, openness to experience has a positive effect on both self-leadership and self-efficacy. Sixth, self-leadership has a positive effect on self-efficacy. Seventh, self-leadership has a positive effect on job satisfaction. Last, self-efficacy has a positive effect on job satisfaction. This research proves that, while the character of employees generally forms the meaningful relationship with self-leadership and self-efficacy, in some entries of Big 5 character elements it has still produced the different results with the previous researches, which betrays that the relationship between one's character and self-leadership and self-efficacy can differ according to the characteristic of jobs. It requires further study to prove how each of Big 5 elements differently effects on self-leadership and self-efficacy according to diverse characteristic of jobs.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.1
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• pp.132-139
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• 2012

The purpose of this study is to examine the effects of transformational leadership and organizational citizenship behavior. It also investigated the mediating effect of self leadership on the causal relationship between transformational leadership and organizational citizenship behavior. Research results, transformational leadership had a positive affected on the self leadership, The self leadership had a positive affected on organizational citizenship behavior. And transformational leadership did not make a significant impact on organizational citizenship behavior. Finally, the self leadership was a full mediator on the relationships between the transformational leadership and the organizational citizenship behavior. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

• Journal of the Korea Safety Management & Science
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• v.25 no.2
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• pp.175-185
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• 2023

Prior studies focusing on safety behavior have not given sufficient consideration to the potential impact exerted by different leadership styles. Of these various styles, my attention is specifically drawn to the influence of ethical leadership on safety behavior. In this paper, I delve into the influence of ethical leadership on safety behavior, shedding light on both the underlying mechanisms(mediators) and a significant contextual factor(moderator). I probe into the successive mediating roles of employees' trust in the organization and their commitment to it, within the context of the relationship between ethical leadership and safety behavior. Further, I posit that authentic leadership positively adjusts the connection between ethical leadership and organizational trust. My findings underscore that ethical leadership enhances employee safety behavior, facilitated by the chain mediation of trust in the organization and organizational commitment. Moreover, I discover that authentic leadership, as a positive moderator, magnifies the favorable impact of ethical leadership on organizational trust. This paper will also articulate the theoretical implications, practical applications, and limitations of the study.

• Journal of Distribution Science
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• v.13 no.3
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• pp.93-100
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• 2015

Purpose - Since the early 1990s, it has been observed that the number and substance of studies on female leadership have been increasing. One of the reasons for this development may be concerned with the increasing number of female labor market participants as well as the greater opportunities for them to take higher positions in various organizations. In addition to this, the transition from mechanistic organizational structures that emphasize authority, control, and efficiency toward organic ones that focus on environmental adaptability, equality, and trust has also encouraged research on female leadership. The research tendency is based on the assumption that male and female leaders tend to exhibit different leadership styles according to their gender differences. Recent research has cast doubt on this assumption, by showing that the sociological gender roles of men and women are independent such that some female leaders show authoritative and control-oriented leadership, which were once considered to be male leadership styles. Research design, data, and methodology - This research attempts to carry out an empirical study on the gender-related leadership styles of female leaders and to examine their effect on group performance in the K business organization. This study also focuses on leader attributes such as trust, and it aims to discover whether these attributes should be regarded as independent or as moderating variables between leadership styles and performance. For these purposes, this study generated four hypotheses based on a review of the literature and it tested them using a survey. Female workers in the sales departments of the K Company, all of whom are women, were asked to provide answers to the presented questionnaires. This study hypothesizes that the type of gender roles played by women leaders will affect the job satisfaction and organizational commitment among the members of the sales group, and that the level of trust that is garnered by women leaders will also affect the types of gender roles that they play as well as employee job satisfaction and organizational commitment. Results - The results of this study show that both androgynous and masculine leadership styles are superior to the feminine leadership style in terms of employee job satisfaction and organizational commitment. However, contrary to our expectations, this study fails to show the superiority of the androgynous leadership style over the masculine leadership style. Moreover, there are no significant differences between these two leadership styles with regard to group performance. Conclusions - This study shows that it is important that different attributes of leaders, such as how trusted they are, be treated as moderating variables between leadership and performance rather than as independent variables. Finally, as this is the first attempt to view the role of the gender in a new perspective, the managerial implications of this study for leadership research, as well as its limitations, are presented. Suggestions for future related research are also proposed.

• Journal of Family Resource Management and Policy Review
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• v.16 no.2
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• pp.19-39
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• 2012

Many students who attend university are worried about their future employment and academic achievement. Self-leadership is the ability to deal wisely with employment matters and to recognize the employment strategies of students who display self-leadership qualities. For this purpose, 320 questionnaires were distributed to students attending universities in Seoul. The 304 collected questionnaires were used as data for the final analysis. First, the university students' average self-leadership rate was 3.73, and their average employment rate was 3.24. In terms of self-leadership by subordinate domains, the most common strategy was to introduce "natural compensation activities", and the least common strategy was to focus on "inner compensation". For the employment strategy, "academic credit" was the best managed, and "active behavior" was the least well managed. Second, in terms of the differences in self-leadership due to social demographic variables, the self-leadership levels showed significant differences, according to their credits in general. Furthermore, they showed significant differences depending on gender and the leadership experience among the subordinate variables. Moreover, the university students' employment strategies showed significant differences according to gender, leadership experience and leadership education. Third, in terms of the difference between self-leadership and employment strategies due to psychological variables, self-efficacy and university-life satisfaction levels made significant differences in terms of self-leadership. Fourth, the group with high self-leadership levels also had highly developed employment strategies, compared to the group with low self-leadership levels. Fifth, after analyzing the social demographic variables, the psychological variables and the influence of self-leadership, it appears that the explanation level increased at each step. This study demonstrates that experiencing many opportunities that promote self-leadership during university causes students to worry about their future careers and prohibits them from developing into independent, responsible adults who can accomplish their goals.

• Knowledge Management Research
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• v.15 no.3
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• pp.1-12
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• 2014

It is tried to draw the failure traits of leadership by extracting leadership parts from previous failure studies and including some parts which mention failure leadership among leadership-related books. All of 5 patterns are drawn through total 13 types of study data. From 'insensitive to change' and authoritarianism which is mentioned 8 times in such 13 studies, to 'interpersonal problem', which is mentioned five times, traits which are mentioned at least five times are selected. There are drawn 5 traits including ${\Delta}$ authoritarianism ${\Delta}insensitive$ to change ${\Delta}lack$ of executive ability ${\Delta}populism$ and ${\Delta}interpersonal$ problem. As being examined in these 5 types of failure traits, the failure of leadership is ultimately happened because of communication heading for the inside without any communication(exchange) to the outside. That is, it is understood that authoritarian leaders don't perceive change correctly but make a wrong communication (populism) or break down communication. Additionally, the executive ability is to perform actually one's idea and to be achieved through incessant communication with members. Compared with other various studies to draw failure factors, these leadership traits have something in common. In the previous researches conducted the study of general failure factors, ${\Delta}adherence$ to preexisting business and resistance to change ${\Delta}unfeasible$ expansion strategy ${\Delta}blind$ faith in successful technology and innovation and ${\Delta}insufficiency$ to grasp competitor(consumer) are pointed out as the failure factors. It is deemed that these are happened because organizational management is headed for the inside without any communication (exchange) to the external environments. Matters unfolded through this paper until now are an attempt to apply the failure knowledge to a leadership part which is an individual field in business administration. It is considered that this study will be complemented through additional case study or quantitative analysis in the future.

• Culinary science and hospitality research
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• v.20 no.5
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• pp.101-105
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• 2014

The topics of leadership and culture have attracted substantial interest from both academics and practitioners. This study examines the effects of leadership styles and national culture on affective commitment in samples of the restaurant employees in US. In detail, this study examines how employees evaluate their leaders with different national cultures and the ways in which cultural similarity influences employees' affective commitment. The findings suggest that participative leadership style and supportive leadership style have effects on affective commitment but instrumental leadership style does not. In addition, the findings show that employees evaluate differently leaderships of their leaders with different national culture. Finally, in order to increase the employees' affective commitment, it is recommended for managers to employ supportive leadership style toward employees of different national cultures. Participative leadership style is more effective when a manager is familiar with his or her employees' national culture.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.165-175
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• 2013

This study identifies the empirical effects of CEO's transactional leadership & transformational leadership(LEADERSHIP) on organizational effectiveness(OE) in the consulting industry. Next, this study identifies that if there are any differences on understanding on LEADERSHIP and OE depending on consulting organizations with a propensity for individualism. The analysis of the data shows LEADERSHIP is positively related to OE. Finally it is shown in this study that the consulting organizations with a high individualistic propensity(IP) show perception differences on charismatic leadership, compared to those with a low IP.

• Journal of National Security and Military Science
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• s.3
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• pp.265-288
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• 2005

The study of leadership has been an important and central part of various organizations. The purpose of this study is to provide an overview of the literature on organizational leadership, with an emphasis on recent trends and developments likely to dominate the field through the turn of the century. Leadership has been studied in different ways, depending on the researcher's conception of leadership and methodological preferences. Most of the studies divide naturally into distinct lines of research and can be classified according to whether the primacy focus is on leader traits, behavior, influence, or situational factors. Charismatic and transformational, and self leadership, a subject that became popular in recent years, can be viewed as a hybrid approach that involves elements from each of the other approaches. Finally, it discussed implication of the present study and the research required in the future.