• Journal of Industrial Convergence
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• v.8 no.2
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• pp.61-77
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• 2010

The purpose of this study is to examine the relationship between justice factors and organizational citizenship behavior through the role of leader-member exchange. It is expected that leader-member exchange was mediated on the relationship between justice factors and organizational citizenship behavior. According to this result. leader-member exchange mediate between justice factors and organizational citizenship behavior, also justice factors direct effected to organizational citizenship behavior. Resultingly organizational citizenship behavior effected on justice factors and leader-member exchange. And mediated effect of leader-member exchange was positively related to between justice factors and organizational citizenship behavior As a result, this study is to be more useful to manage employees in organization.

• Journal of Contemporary Eastern Asia
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• v.19 no.2
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• pp.216-233
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• 2020

Over the last 70 years, South Korea has gone through countless provocations from North Korea. Provocation is something that must be delicately calculated before the actual action, since it can be extended to a serious conflict. Among the possible factors, this paper focuses on the leader's characteristic, because 1) under North Korean dictatorship, the leader's thoughts are critical influence to policies and 2) personal characteristic, especially if it is the dictator's, hardly changes even when the external circumstances change. The purpose of this paper is in analyzing the correlations between North Korean leader's characteristics and provocation pattern. First, three generations of Kim Il-sung, Kim Jong-il, and Kim Jong-un's personal characteristics will be described. Next, particular provocation features in respective leader's period will follow. Lastly, how each leader's characteristic and concerns were reflected on the provocations will be analyzed.

• Journal of the Korean Chemical Society
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• v.50 no.6
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• pp.494-505
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• 2006

This study was performed for 7th grade students to analyze by leader style, the verbal interactions between students in a small group in an MBL(Microcomputer-Based Laboratory) experiment class. The study was performed after arranging the students into four kinds of groups, including groups with leaders of inclusive, persuasive, and alienating styles and a group with no clear leader. The analysis of total frequencies of verbal interaction revealed that the group with an inclusive leader showed the highest frequency of verbal interaction, followed by the group with a persuasive leader, an alienating leader and lastly, the group with no clear leader. The group with an inclusive leader showed the highest frequency of interaction from a cognitive aspect related to question(Q), response(R), making suggestion(MS), and receiving opinions(RO), while interactions from an affective aspect related to behavioral participation(BP) and students' attitudes(SA) were observed more often in a group including an alienating leader than in any other group. An analysis of characteristics of verbal interaction according to leader style showed that a group with an inclusive leader had a permissive atmosphere. It also showed that all members of the group actively participated in discussion and they had a sense of belonging and self-pride with their group. In a group with a persuasive leader, the leader took the lead of most experimental and discussion activities and he was rarely challenged by other students in the group. Rather, other group members showed a tendency to depend on their leader. In a group with an alienating leader, the relationship between leader and members of the group was not harmonious and unfiltered expressions of dissatisfaction and ignorance often took place. The leader's lack of concern about members' low achievement became an obstacle in active discussion. In a group with no clear leader, most interactions during discussion were short and simple. Many answers to the question given by their members were not clear and the interactions were sometimes interrupted for a short while.

• Journal of the Korea Convergence Society
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• v.11 no.6
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• pp.227-235
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• 2020

This study expanded the superiority of random leader selection procedure on group decision-making task to actual group performance task, and examined the interaction effects of leader selection procedure(LSP) and collective efficacy(CE) on group performance. 2(LSP: formal/random)×2(CE: low/high) between subject design was used. The result revealed the significant main effect of LSP, which showed that groups with random leader performed better than those with formally selected leader. Further, significant interaction effect of LSP and CE revealed that when group's CE was high, group with random leader performed better than group with formally selected leader, and the difference between two groups was not significant when group's CE was low. These results suggested that LSP should not impair shared social identity of the group in order to maintain the positive effect of CE on group performance. The necessity for expanding these results to work team was discussed.

• The Transactions of the Korean Institute of Electrical Engineers C
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• v.52 no.1
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• pp.35-41
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• 2003

In this paper statistics on the radiation field waveforms produced by stepped leaders just prior to lightning return strokes were described. As a parameter of stepped leader pulse characteristics, the time interval between the final leader pulse and return stroke peak, the pause time between stepped leaders, the ratio of the final leader peak to the return stroke peak and the stepped leader pulse width at half maximum were examined. The average time intervals between the final leader pulse and return stroke peak were about 16.2 and 14.8$mutextrm{s}$ for the positive and negative polarities, respectively. When the stepped leader approaches closely to ground, the time interval between leader steps was decreased and the mean value was about 17$mutextrm{s}$, and the present results were in reasonable agreement with the data observed in Florida and Japan. The large fraction of the ratios of the final stepped leader pulse to the lightning return stroke peak were distributed over the range from 5 to 35% and in average the ratio of the final leader pulse to the return stroke peak was 17.4$\pm$11.9% for the positive and 18.5$\pm$9.4% for the negative electric field waveforms. In addition, the mean pulse widths at half maximum of the stepped leaders are 1.4Us with a standard deviation of 0.9 for the positive Polarity and 2.2us with a standard deviation of 1.2 for the negative polarity, respectively.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.24 no.10
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• pp.1355-1360
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• 2020

In a map, placing the labels, corresponding to names or explanations of specific features, is called map labeling. In this paper, n points on a line are given, and placing rectangular labels for the points is considered. Particularly, the labels have a same height and their lower sides lie on a straight line in the upper of the line on which the given points are. The points and the labels are connected by polygonal lines, which are called leader lines. The leader lines are classified into straight leader lines and bended leader lines, where the straight leader line consists of only the vertical line and the bended leader line consists of vertical, horizontal, vertical lines. The problem is placing the labels to minimize the number of bended leader lines, and we propose an O(nlogn)-time algorithm, which improves the O(n2)-time algorithm previously provided in [13].

• The Korean Journal of Franchise Management
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• v.7 no.1
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• pp.13-20
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• 2016

Purpose - In the past, the chain hotel chefs only serve food to their customers. However recently, the hotel chefs play a pivotal role in hotel including considering various customer preferences, safety and nutrition of food, and increasing profits through effective human resource management and inventory control. With the change of the chain hotel chef's' roles, pygmalion leadership, one of new leadership styles, focuses on the effect that leader's positive expectation let subordinates have motivation and more engage in work. This study investigates the effect of chain hotel chef's pygmalion leadership on leader trust and organizational trust. Research design, data, and methodology - This study was to investigate the structural relationships among chain hotel restaurant chefs' pygmalion leadership, hotel restaurant cooks' leader trust, organizational trust, and teamwork, and how leader trust and organizational trust play mediating roles in the relationship between pygmalion leadership and teamwork. In this model, pygmalion leadership includes 4 dimensions: Climate, Feedback, Input, and Output. Data were collected using self-administered questionnaire survey on cooks of Deluxe hotel restaurants located in Seoul and Gyonggi-Do. The samples for data analyses were 243 excepting unusable responses. Result - The findings can be summarized as follows: First, climate and feedback had a positive effect on leader trust, respectively. Second, feedback and output had a statistically positive effect on organizational trust, respectively. Third, leader trust had positive effects on organizational trust and teamwork. Fourth, organizational trust had a significant effect on teamwork. Conclusions - As a chain hotel chef treats his/her staffs sincerely, they will be more engaged in work by establishing trust in their leader. Ultimately, it leads to higher sales profit and customer satisfaction. In addition, a hotel can encourage chefs and other staffs to treat each other as if the student-instructor relations, not just commanding staffs. Then, cooks build up their trust to their leader and organization for its sustained growth and development, and the internal bond in organization including teamwork is strengthened. Therefore, to strengthen teamwork and organizational trust, there should be active communication, knowledge sharing, goal sharing, and cooperation between chefs and cooks.

• Journal of Korean Academy of Nursing
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• v.42 no.1
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• pp.85-94
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• 2012

Purpose: This study was done to examine the effects of nurses' perception of servant leadership on leader effectiveness, satisfaction and promoting additional effort. The focus was the mediating effects of leader trust and value congruence. Methods: Data were collected from 361 RN-BSN students and nurses participating in nationally attended in-service training programs. Data were analyzed using descriptive statistics and structural analysis with SPSS 17.0 windows program and Amos 7.0. Results: Direct effects of nurses' perception of servant leadership were negative, but mediating effects of trust and value congruency were positively correlated with leader effectiveness, satisfaction and additional effort, that is servant leadership should be effective through mediating factors. Conclusion: The study results indicate that if the middle managers of nurses can build leader trust and value congruency between nurses through servant leadership, leader effectiveness, satisfaction and additional effort on the part of the nurses could result in a positive change in the long term.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.269-278
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• 2020

The study aims to verify the relationship between leaders' personality traits in leader - member exchange (LMX), and job performance. Hierarchical Regression Analysis was used to examines (a) how leaders' personality traits and LMX affect the influence of social capital on job performance and organizational citizenship behavior; (b) how perceived organization support (POS) can moderate the influences of LMX on social capital, in turn impacting job performance and OCB. Responses are employees in the service industry in Thailand, which consisted of 236 independent samples in 77 groups. Each group included at least one leader and 1-5 followers. The results show that there is a significant relationship between leader's personality traits, LMX and social capital. Leader with the higher level of conscientious, and agreeableness can always create good relations with their followers. The level of LMX are also related to social capital and both of these influence OCB and job performance. The moderating effect of perceived organizational support is also significant that POS can amplify the influence of LMX on social capital. Finally, the research findings show that perceived organizational support is one of the moderating factors in LMX exchanges. Followers perceived organizational support can amplify the influence of LMX on social capital.

• Culinary science and hospitality research
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• v.23 no.7
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• pp.112-128
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• 2017

This study aimed to find the influence with the moderating effects of brand credibility and the mediating effect of brand attitude from the relationship of Loss-Leader marketing factors, brand attitude and revisit intention to make management strategies and provide basic materials for the future restaurant industry. From the findings in this study, only limited sales strategy in the Loss-Leader marketing factors had a positive effect on revisit intention. Both Limited Sales and Price Discount Strategy in the Loss-Leader marketing factors had positive effects on the brand attitude, while Plus Pack strategy had a negative effect on the brand attitude. Also, the brand credibility has a significant moderating effect on the relationship between the Loss-Leader marketing factors and the brand attitude, and the brand attitude has a significant effect on revisit intention. The results indicated that these findings would be basic materials for Loss-Leader marketing factors and related studies in the future. In addition, this study suggests good implications in establishing and using the effective marketing management strategies in the restaurant industry.