• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• The Journal of Information Technology
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• v.4 no.3
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• pp.35-48
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• 2001

Information technology leadership roles have undergone fundamental change over the past decade. Despite increase interest in recent years, little empirical research on Information Technology has been done. This paper suggests results from a survey in Korea on Information Technology. The survey collected data on general leadership roles such as information roles, decisional role and interpersonal role, as well as on specific Information Technology leadership roles such as planning leader, R&D manager, general manager, chief operating strategist. The role of a change leader is positively influenced by the number of years, the extent of strategic responsibility and the organization's revenue while it is negatively influenced by the number of years in the current position. R&D manager can be predicted by strategic responsibility and chief executive's IT use, Manager can be predicted by the extent of strategic responsibility. Although several significant predictors of Information Technology leadership roles were identified, the more signigicant study should continue in the future.

• Journal of the Korea Convergence Society
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• v.10 no.1
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• pp.163-176
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• 2019

The purpose of this study is to examine the impact of PM consultant leadership competence on consulting repurchase intention and the impact of SME CEO participation on consulting repurchase intention. The validity of the measurement model was secured through CFA (Confirmative Factor Analysis) for the questionnaire data, and consistency was secured through the same method convenience, and significant results were obtained. In other words, not only the ability of PM consultant in repurchase of consulting is important, but also confirms that repurchase intention differs according to the participation of manager. Therefore, the performance that manager feels depends on the degree of manager's interest in repurchase and plays an important role in repurchase. As a result, it is important for PM to report to manager and / or make the manager participate in consulting process so that manager can be interested. In this study, it is difficult to generalize the relationship between PM's leadership role and manager's involvement in the repurchase intention. However, it is meaningful that PM's competence as well as management's participation are very important, and that this study figured out which drection PM's leadership should focus on. The purpose of this study is to investigate the effect of the variables on the repurchase intention.

• Asia pacific journal of information systems
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• v.29 no.1
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• pp.83-116
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• 2019

Given the critical role of information technology (IT) in achieving organizations' strategic goals, it becomes increasingly important for organizations to develop and retain a competent IT workforce. We investigate how organizations make IT personnel feel content with their job, motivate them to perform at their best, and consequently retain them. We develop a model in which IT leadership, conceptualized as "transformational" and "transactional" IT leader behaviors, influences IT personnel's perceptions of requisite soft skills and IT personnel's Quality-of-Work-Life (QWL), and how IT personnel's QWL in turn affects IT personnel's intention to stay. Using survey data from 205 IT professionals, we found that IT leadership behaviors, particularly transformational leadership behaviors, positively influence IT personnel's intention to stay. We also found that this relationship is fully mediated by IT personnel's QWL. In addition, we found that transformational leadership behaviors positively influence IT personnel's perceptions of requisite soft skills. We discuss the implications of our findings for theory and practice.

• 재활복지
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• v.22 no.3
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• pp.93-114
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• 2018

The purpose of this study is to investigate the effect of manager's leadership perceived by the person in charge of cultural arts education of the welfare centers for people with disabilities on the job attitude and performance of the work. For the study, the questionnaire response data of 188 persons responsible for arts and culture education of the welfare centers for people with disabilities were analyzed. The main results of the study are as follows. As a result of analyzing the effect of manager 's leadership on the job attitude, it was found that conditional reward, which is a sub - factor of transformational leadership, intellectual stimulation and transactional leadership, And the exceptional management, which is a subordinate factor of intellectual stimulation and transactional leadership, has a positive effect on organizational commitment. Second, the analysis of the influence of the manager 's leadership perceived by the person in charge of cultural arts education of the welfare centers for people with disabilities on the operational performance showed that the intellectual stimulation, which is a sub - factor of transformational leadership, had a positive effect on the service quality. Therefore, managers should propose specific standards on objectives which organizations should accomplish in order to enhance job attitude and operational performance shown by workers in charge of edudation on cultural art at welfare center for the people with disabilities. If these objectives are accomplished, they need to be encouraged by suggesting financial rewards. In addtion, leadership that spurs constant efforts for addressing problems should be demonstrated.

• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.

• Journal of Contemporary Eastern Asia
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• v.14 no.2
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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.

• The Journal of the Korea Contents Association
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• v.19 no.8
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• pp.10-22
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• 2019

The objective of this study is to analyze the relationships among manager' positive leadership, organizational member's organizational commitment and job performance. The questionnaire was performed for organizational members 387 in Seoul and metropolitan area. The collected data was analyzed by structural equation model and Sobel test. As a result of analysis, positive leadership factors such as positive climate, positive relationships, positive communication and positive meaning showed a statistically significant positive effects on the organizational member's organizational commitment. The organizational member's organizational commitment also showed a statistically significant positive effects on the job performance in company. The positive leadership factors such as positive climate, positive relationships, positive communication and positive meaning showed a no statistically significant effects on the organizational member's organizational commitment. But, they showed a statistically significant effects on job performance in indirect manner with the mediating effect of the organizational commitment. It is worthwhile that in this study, the effect of positive leadership of manage on the organizational member's organizational commitment and job performance was verified, and then, it is meaningful to present the role and importance of manager' positive leadership.

• Journal of the Korean Society of Safety
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• v.37 no.2
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• pp.54-68
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• 2022

The purpose of this study is to provide implications for improving the safety behavior of university lab students by grasping the relationship between leaders' safety leadership, the lab's safety climate, and individual safety motivation variables. To this end, a survey was conducted on nationwide university laboratories, and the main results are as follows. First, transformational and transactional safety leadership had a positive effect on safety behavior, while the laissez-faire one had a negative impact.Second, it was found that the laboratory safety climate plays a mediating role in the relationship in which safety leadership affects safety behavior. Third, it was found that individual safety motivation was governed by the laboratory safety climate's effect on safety behavior. Fourth, individual safety motivation was found to control the mediating effect of the laboratory safety climate in the relationship between safety leadership and safety behavior. The conclusion of this study is the following: to strengthen the safety behavior of university laboratory students, the laboratory manager must operate the laboratory with a transformational and transactional safety leadership. Additionally, educational institutions must effectively operate their own safety-day programs to create a safe climate for each laboratory and improve students' safety motives.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.3
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• pp.347-356
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• 2000

The purpose of this study was to identify the relationship between the nursing organizational characteristics and job satisfaction. Subjects were 362 nurses at a general hospital in Seoul. Data were collected from November 1, 1999 to November 31, 1999 with the structured questionnaires and analyzed by $SPSS-PC^+$ 8.0 for descriptive statistics, ANOVA, Pearson correlation, and stepwise multiple regression. The results were as follows; 1. The average score of the nursing organizational characteristics was 3.7. The score of head nurse's leadership was highest and supervisor's was lowest. The average score of the job satisfaction was 3.1 and was similar to the results of other studies. 2. Being regarded to the nursing organizational characteristics and job satisfaction by general demographic variables, The head nurse's leadership, the supervisor's leadership and interaction, and the overall nursing organizational characteristics showed significant differences by year of career, position status, and service-department(p<.1, p<.05). The job satisfaction showed significant difference by position status(p<.01). 3. There were correlations between the nursing organizational characteristics and job satisfaction(r=0.358-0.815). 4. The most important variable in the job satisfaction was 'organizational climate' and it was explained 32.0% out of the total variance of job satisfaction and 'all of nursing organizational characteristic factors' explained 47.5%. According to the results of this study, the suggestions were as follow: 1. To improve nurses' job satisfaction, the strategy for the development of the cooperative nursing organizational climate and for the strengthening of 'the nursing manager's leadership and interaction' in the nursing department are necessary. It should to be considered the differences in the nursing organizational characteristics and job satisfaction by nursing manager and staff nurses. 2. Further study needed to analysis the organizational climate for the management of the nursing organization. Also it is necessary for further investigation regarding to the relationship between the nursing organizational characteristics and job satisfaction of pre and post-organizational change.