• Culinary science and hospitality research
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• v.14 no.2
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• pp.193-204
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• 2008

The purpose of this study is to research about the relation between high-involving work system and organizational commitment of kitchen employees in food-service industry as one of the performance variables. For this research, a survey was done based on the people living in Seoul. Total 451 copies of questionnaire were distributed from $2^{nd}{$ April through $30^{th}$ in 2007. The collected data were used in analyzing frequency and factor through SPSS 14.0 and equation model LISREL 8.30 statistical package. The findings of this research are as follows: First, high-involving work system had a positive effect on self-leadership(t=5.85) and job satisfaction(t=3.71) but a negative effect on organizational commitment (t=0.76). But the final effect shows a positive result with job satisfaction as a mediating variable(t=5.99). Self-leadership had a positive effect on job satisfaction(t=9.51) but a negative effect on organizational commitment(t=0.91). This study suggested a desirable work system of organizational commitment for the improvement of productivity in foodservice industry. The concern and efforts of managers and executives to improve work environment for kitchen employees help to make quality better and improve the performance of a company with customer satisfaction.

• Journal of Korea Entertainment Industry Association
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• v.13 no.2
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• pp.219-229
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• 2019

The purpose of this study was to investigate the effects of internal and external motivation and self -efficacy on the development of creative leadership as a collective of self-leadership, servant leadership and problem-solving leadership. For the study, Amabile's work preference, self-efficacy test, and creative leadership test were conducted in 195 nursing students at G city. Correlation analysis and regression analysis were conducted through SPSS24.0 program. First, creative leadership showed a significant positive correlation with internal motivation and self-efficacy. Second, multiple regression analysis was conducted focusing on factors showing significant differences in correlation. As a result, self-efficacy and intrinsic motivation were the factors influencing creative leadership. There was 60% explanatory force. It is necessary to improve self-efficacy and intrinsic motivation in order to improve creative leadership.

• The Journal of the Korea Contents Association
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• v.8 no.12
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• pp.375-385
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• 2008

As hotel industry lately recognize that food and drink industry produces more profits than hotel rooms, multi-various and scientific management policies are required along with the management of profitability. Particularly, as hotel services have become more alike due to the development of technology and sharing information, opportunities for differentiation have decreased. Human resource is a significant key for the hotel business as it could lead to a success or failure. It would be overwhelming for employees if they carry all the burdens on their shoulders to impress the customers and improve the service culture in this fast-changing society with different colors of human desire. Therefore, it is essential to focus on developing strategies of efficient organizational as well as human resource management, and the managerial leadership with capability of understanding the organizational structure should play the leading role, considering the specific characteristics of hotel business. The purposes of the study are transformational leadership and transactional leadership comparison analysis of hotel F&B to management strategy.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• Culinary science and hospitality research
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• v.23 no.3
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• pp.186-195
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• 2017

The purpose of this research was to find the effect of leadership on organizational identification and organizational commitment in casino industry. Prepared questionnaires were distributed to 340 sample employees working in a domestic casino and then a total of 316 questionnaire were used for data analysis. This study was processed by carrying out internal consistency method, exploratory factor analysis besides frequency analysis, multiple regression analysis by using SPSS Win 19.0. The results of research are as follows: 1) transformational leadership had a positive effect on organizational identification. 2) Transformational leadership had a positive effect on affective commitment. 3) Transformational leadership and transactional leadership had a positive effect on continuance commitment. Therefore, this study suggests that transformational leadership is an important factor to raise the employees' organizational identification and affective commitment.

• Journal of Distribution Science
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• v.18 no.7
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• pp.27-36
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• 2020

Purpose: The study examines how emotional leadership affects employee attitude towards work engagement. Leader legitimacy perception is chosen as the mediating variable to understand the effect of emotional leadership on employee work engagement. Research design, data and methodology: The research model is based on theory and empirical research findings in order to examine the mediating effect of leader legitimacy perception on the relationship between the manager's emotional leadership and employee work engagement. For this purpose, a survey was conducted among 188 employees of domestic retail distributors. Confirmatory factor analysis (CFA) and survey data confirmed the construct, and the hypothesis was tested by using structural equation modeling (SEM). Results: a) Emotional leadership has positive influence on leader legitimacy; b) Leader legitimacy is positively related to work engagement; c) Leader legitimacy mediates a positive relationship between emotional leadership and work engagement. However, there is no direct effect on work engagement (of employees) from emotional leadership standpoint. Conclusion: Based on the empirical results, implications and future research directions are discussed.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• International Journal of Advanced Culture Technology
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• v.11 no.1
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• pp.74-81
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• 2023

Based on the hypothesized model and the data obtained from the questionnaire, this paper analyzed the data using the statistical analysis software SPSS 25.0 and AMOS 20.0 to empirically prove the relationship between the variables of transformational leadership, organizational support, organizational justice, and employee engagement. It was found that: First, transformational leadership has a significant positive effect on employee commitment; Second, transformational leadership has a significant positive effect on perceived organizational support. Third, perceived organizational support has a significant effect on employee commitment; Fourth, in the relationship between transformational leadership and employee commitment, the mediating effect of perceived organizational support on them holds; At last, organizational justice plays a moderating role in the relationship between transformational leadership and the perceived organizational support. This study enriches and integrates the theoretical systems and research categories of employee engagement, organizational justice, transformational leadership, and perceived organizational support.

• Culinary science and hospitality research
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• v.22 no.6
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• pp.33-51
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• 2016

The hotel industry needs to make the competitive advantage difficult to be imitated in order to remain sustainable in competitive business circumstances. Front-line employees' service-oriented citizenship behaviors(OCBs) can be such a strength from the perspective of organizational system. With an aim of investigating the antecedents of the hotel front-line employees' service-oriented OCBs, this study proposed a theoretical framework linking authentic leadership to service-oriented OCBs with goal commitment as a mediator. A total of 260 cases without missing values have been used for the final analysis and structural equation modeling (SEM) is employed using the SPSS and AMOS 7. It was first found that self-awareness and relational transparency of authentic leadership made a significant impact on their goal commitment while balanced processing and moral perspective failed to influence them. Second. goal commitment influenced all sub-factors of service-oriented OCBs. Third, moral perspective and relational transparency of authentic leadership significantly influenced service-oriented OCBs while self-awareness and relational transparency failed to make it. Finally, goal commitment significantly makes an intervening effect for the relationship between self-awareness & service-oriented OCBs and relational transparency & service-oriented OCBs but failed to intervene the other relationships. The results provide theoretical and practical implications regarding directions of leadership styles and HR management in the hotel industry and suggestions for the further extended studies.

• Journal of Korea Society of Digital Industry and Information Management
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• v.10 no.2
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• pp.187-201
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• 2014

This research attempts to see the phenomenon that how job satisfaction formulate through the analysis of structural relationships between the degrees of authenticity, self-concept, self-efficacy and organizational goals and objects. The survey collected questionnaires of the authentic leadership, self-efficacy and job satisfaction. 152 numbers of samples are collected for survey to observe empirical relationships, causal and correlation, for elucidating respected structural equation model. Structural equation modeling was carried out to explore the relationship of authentic leadership, self-efficacy, and job satisfaction. The mediation model posits that self-efficacy mediate the linkage between authentic leadership and job satisfaction. The result of this research indicates the positive impact of authenticity may not affect job satisfaction. As much leader authenticity affects positive impact to self-efficacy which is individual identity, the leader should invest them to foster the authenticity. In other words, authentic leadership on job satisfaction of subordinates is not directly affected. In order to increase job satisfaction of subordinates, leaders should be focused to raise self-efficacy.