• Safety and Health at Work
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• v.10 no.2
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• pp.180-187
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• 2019

Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles. Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries. Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries). Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.

• 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.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.1
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• pp.102-111
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• 2010

This study examines how CEO leadership influences employee trust, job satisfaction, and commitment in fashion companies. A survey was conducted from June 17 to July 15 in 2009. The data were collected from fashion company employees in the Seoul metro area and 360 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. The results of this study are the transactional leadership of CEOs in fashion companies classified by contingent reward leadership and management through exceptional leadership. The transformational leadership of CEOs in fashion companies is classified by charismatic leadership and individualized consideration leadership. Second, CEO's contingent reward leadership, charismatic leadership, and individualized consideration leadership influence employee trust in the CEO. Third, the employee trust in the CEO has an effect on job satisfaction and commitment in fashion companies.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.2
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• pp.229-244
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• 2012

The purpose of this study is to highlight the effects of the two leadership styles, namely: transformational leadership and transactional leadership, on the different types of followership through analyzing their impact in the productivity and competitiveness of human resources in IT SMEs. The paper focuses on determining whether transformational leadership or transactional leadership is more effective as shown by the levels of empowerment derived from these two types of leadership under study. From this study, alien, role model and passive types of followership, transformational leadership appears to be more influential for personal empowerment. As for group level of empowerment, the transformational type of leadership shows higher effectiveness in alien, role model, passive, and practical types of followership. On the other hand, transactional leadership yields positive impact on practical and conformist types of followership. In summary, personal empowerment plays a direct impact on group empowerment. Thus, with the exception of conformist type of followership, transformational leadership has more impact in human resources of IT SMEs.

• Journal of the Korean Society of Safety
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• v.35 no.6
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• pp.61-77
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• 2020

In order to establish a conceptual basis and future research direction of safety leadership, this study reviewed domestic and foreign research trends related to safety leadership through systematic literature review methods. The literature search was conducted by combining terms related to safety leadership without limiting the period databases. A total of 195 documents were found, of which the final 59 were used for analysis. As a results, the safety leadership study was the most frequent in relations among variables. The most leadership types were based on transactional leadership and transformational leadership. In addition, studies have been conducted to categorize safety leadership as an independent concept. Safety leadership was mainly studied in the fields of safety engineering, disaster prevention, and business administration. Quantitative studies were mainly conducted to research methods. Based on the results, the research trend related to safety leadership was discussed, and suggestions for future research direction was presented.

• Journal of the Korean Home Economics Association
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• v.50 no.8
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• pp.97-112
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• 2012

The purpose of this study is to develop the concept of manner leadership for adolescents based on the manner of the East and leadership of the West. Also, it is to investigate the influence of manner leadership on happiness of adolescents. For this, manner leadership was developed through literature review, focus group interview, empirical study, in-depth interview, exploratory factor analysis, and confirmatory factor analysis. The sub-dimensions of manner leadership consisted of time management, academic performance, goal attainment and citizenship behavior, communication, family relationship, social relationship, image management and conflict resolution. The data were obtained by administering a self-reported questionnaire to high school students residing in Seoul. Statistical analyses were carried out using SPSS and AMOS. The main results of the study can be summarized as follows. First, the level of the adolescents' manner leadership tended to be more than average. In addition, they were good at image management but time management was absolutely lacking among the sub-dimension of manner leadership. On the other hand, it appeared that the adolescents' happiness level was lower than the manner leadership. Second, the result of the study was that the manner leadership was positively correlated with happiness of adolescents. Finally, happiness of adolescents was affected on these variables, such as grade, self-efficacy, emotional intimacy between mother and adolescent, time management, goal attainment, communication, and family relationship. Based on this study, it is expected that the manner leadership programs for enhancing happiness for adolescents would be developed.

• The Korean Journal of Community Living Science
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• v.26 no.2
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• pp.249-259
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• 2015

This study examines the effects of parental leadership and verbal control modes on preschool children's leadership. The sample included 202 children between the ages of 4 and 5 and their mothers, and data were collected using an index of parental leadership, an index of parental verbal control, and an inventory of preschool children's leadership. A statistical analysis was conducted using a t-test, a correlation analysis, and a multiple regression analysis. According to the results, there were significant differences in preschool children's leadership according to the child's age. According to a correlation analysis, parental leadership and verbal person-oriented control modes had significant positive correlations with preschool children's leadership, and imperative control and position-oriented control modes had negative correlations. In addition, parental leadership and verbal control modes were significant predictors of preschool children's leadership. In particular, parents' communication skill, relationship skill, group activity skill, person-oriented control mode, and position-oriented control mode were significant predictors of preschool children's leadership.

• Journal of the Korean Society of Safety
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• v.33 no.6
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• pp.66-76
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• 2018

This study examined the influence of safety leadership on safety behavior, safety climate and accident using meta analysis. Specifically, safety leadership model which incorporated both transformational and active transactional leadership styles was tested using meta analysis. The results showed that both transformational and active transactional leadership had a positive relationship with safety compliance and participation behavior, and organizational safety climate. However, both leadership styles had a negative relationship with accident. In addition, transformational leadership had significant greater effects on safety behaviors and accident than transactional leadership. In contrast, although there were no significant differences, transactional leadership has a greater effect on the safety climate. These findings suggest that active transactional leadership is important in establishing perceived safety climate of employees, whereas transformational leadership is more related with improving employees' safety behaviors. Therefore, in line with the previous studies of safety leadership, a combination of both transformational and transactional styles will be most beneficial for developing organizational safety management program. Based on these results, practical implications and further research in terms of development for safety leadership program are discussed.

• Journal of Information Technology Applications and Management
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• v.30 no.1
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• pp.97-114
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• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.

• 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.