• Journal of Engineering Education Research
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• v.17 no.4
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• pp.21-24
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• 2014

The purpose of this study is to develop the engineering students leadership program and evaluate the pilot test. To this end, literature reviews covering various leadership programs were studied and a needs analysis survey was conducted. The needs analysis survey found that student subjects believe leadership to be an important quality, but that the current availability of leadership training programs is lacking. Furthermore, results of the study are as follows, with respective results listed in descending order. The majority of students selected on-line learning as their preferred training method, followed by blended learning and in-person learning. Students also indicated their preferred instructional method to be through on-line courses. Based on these results, a preliminary pilot program was experimentally launched for only 1 class's use. This process of the development for the Engineering Leadership Program consists of 4 stages. The first stage is a needs analysis survey, followed by the design of the program based on results from the needs analysis survey. Afterwards comes the development stage, followed by the implementation stage, comprised of two parts; the pilot test and the distribution. The final stage is the overall evaluation step. We are currently in the first step of the third stage (the pilot test) and only the overall evaluation stage remains. After the distribution, a follow-up study will be conducted to analyze the effectiveness of the implemented program.

• 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.

• International journal of advanced smart convergence
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• v.13 no.1
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• pp.152-161
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• 2024

The purpose of this study sought to determine the impact of shared leadership perceived by organizational members on team effectiveness and team learning behavior. For this purpose, the results of the empirical analysis of 206 organizational members are as follows. First, shared leadership was analyzed to improve team effectiveness. Second, shared leadership had a positive effect on team learning behavior. Third, team learning behavior was statistically significantly analyzed for team effectiveness. This study confirmed the importance of shared leadership, which has a positive impact on team effectiveness and team learning behavior. This may require building a new culture that can demonstrate the inherent leadership of organizational members in the influence relationship between shared leadership, team effectiveness, and team learning behavior. In other words, in order to systematically demonstrate and implement shared leadership, the execution ability of executives, managers, and working-level managers is important. To this end, it is necessary to build an organizational culture that matches the characteristics of the organization and develop and continuously implement human resource development systems and programs that can implement this.

• The Journal of the Convergence on Culture Technology
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• v.4 no.1
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• pp.183-186
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• 2018

After core virtues for character development are determined, how to train and embody character qualities is important issue. It is not only by having knowledge of character qualities but also by practicing them and expanding opportunities of experiencing them. In this paper, core virtues are classified by 7 leadership perspectives, and through poll validity of character development in view of 7 leadership perspectives is studied. Using the result of the study, each student can focus on developing character qualities which are more needed for his own leadership style.

• Journal of Digital Convergence
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• v.20 no.4
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• pp.343-352
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• 2022

This study attempted to suggest a useful measurement method based on previous. For the empirical analysis of this study, based on the previous studies presented above, the effect of HRM strategy fit on leadership development execution was examined, and the mediating effect of the leadership development attitude of the owner-managers was verified. The questionnaire was set based on the questionnaire verified and used in previous studies, and for empirical analysis, 300 paper of the questionnaire were collected and the entire collected questionnaire was used for statistical analysis. As a result of analyzing the effect of HRM strategy fit on leadership development execution, it was verified to be statistically significant.

• Human Ecology Research
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• v.53 no.6
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• pp.605-617
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• 2015

This study verifies the effectiveness of developing and implementing a leadership educational program specifically customized to improve of leadership competencies among members of multicultural family support centers and healthy family support centers. This program refers to Triangle Leadership that consists of three categories: finding individual strengths and self-esteem to enhance self-leadership, constructing a vision and roadmap to develop transformational leadership, and stress and teamwork management for competent servant leadership. In order to improve its completeness, focus group interview was adopted for 10 employees in the center and supervised by two professionals. The program was also conducted twice for 142 members of multicultural family support centers and healthy family support centers across the Korea. The result of implementation (with regard to the satisfaction level for the contents of the program) showed that both first and second rounds had improvement in all three categories compared to what was expected before taking the education program. The level of satisfaction for instructor and program operation was more enhanced (as well for the second time) compared to the first round. The evidence of program effectiveness indicates that there is a high anticipation for another approach that suits for the circumstances and requirement of centers and facilitator training.

• The Journal of Industrial Distribution & Business
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• v.15 no.5
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• pp.39-46
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• 2024

Purpose: This study seeks to address the following research questions: (1) What are the fundamental principles of sports psychology that can be applied to business leadership? (2) How can these principles enhance business leadership effectiveness? As a result, the study may evaluate the necessity and benefits of incorporating sports psychology principles into business leadership practices. Research design, data and methodology: The data collection process in this study involved a systematic Literature review approach, following the prior literature analysis guidelines by numerous past studies. This methodical approach to selecting articles can be useful in synthesizing existing literature and can be referred to as Literature review and selection. Results: The literature analysis has indicated that there is much support for assumptions underpinning business leadership modules, which can be enhanced by applying sports psychology. This topic discusses the traits of self-positivity and mental toughness, goal perspective and interpersonal relationships within a team, and visualization in a sporting organization that can be implemented in business management to support organizational performance. Conclusions: All in all, it can be concluded that organizations must consider adopting Sports Psychology principles into their Leadership Development Programs. Psychological skills development training that includes mental toughness, goal setting, team cohesion,

• Korean Journal of Human Ecology
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• v.10 no.2
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• pp.153-163
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• 2001

The purpose of this study was to find the relationship between the leadership type of the chief and the occupational satisfaction of a teacher as well as the desirable type to fullfill the educational purpose of pre-school institutes. The subject of this study were 191 teachers in private pre-school institutes. Halpin's "Leadership Behavior Description Questionnaire" and Paula Jorde Bloom(1989)'s "Early Childhood Job Satisfaction Survey" have been modified and used for this study. The results are as follows: First, the leadership types of the chief teacher is recognizing can be classified into effective leadership, initiating structure, consideration, and ineffective leadership. Second, in regard to the occupational satisfaction of teachers they are satisfied with occupation itself and relationship between people rather than pay, social stability, and the environment of working. Third, the relationship between the leadership types of the chief and the occupational satisfaction shows the meaningful difference and consideration among the leadership types indicates the higher satisfaction of teachers. On the other hand, the type of ineffective leadership shows the lower satisfaction. As a result, the type of leadership of consideration contributes to the satisfaction rather than the types of leadership such as effective, ineffective, and initiating structure.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1057-1066
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• 2021

Servant leadership has been noticeable in the last decade in the leadership literature on account its focus on serving others first. The target of servant leadership is not the organization, but rather the followers and their development and also the ability to motivate others to become servant leaders. Serving leadership has been recognized as a leadership philosophy that addresses ethical concerns, which is linked to ethical leadership. This study aims to investigate the relationship between dimensions of servant leadership and public service motivation of civil servants. Data were collected from civil servants working in public organizations at district level in Ho Chi Minh City of Vietnam through survey forms. The research hypotheses are tested by factor analysis and regression. The results report that 7 dimensions of servant leadership positively affect public service motivation in the following ascending order: Empowerment, standing back, forgiveness, humility, integrity, accountability, and courage. On the other hand stewardship has an insignificant impact on the role of leading and supervising. Our study contributes to the existing literature on servant leadership as well as public service motivation by throwing light onto a so-far neglected transitional country like Vietnam. Thereby, this study proposes a number of implications for the leaders to improve leadership style to enhance public service motivation of civil servants.

• Journal of Engineering Education Research
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• v.12 no.3
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• pp.13-20
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• 2009

This study was conducted to compare the self-leadership strategies and self-efficacy among the four types of career development in the Korean engineering college students. When the two variables including career decision level and career preparation behavior were considered, four different types of career development were obtained: immature, behavioral, pseudo, and ideal type. The results showed that the ideal type obtained the significantly higher scores on the self-leadership and self-efficacy scales than the other three types. The results of stepwise analysis suggested that each subtype had unique characteristics in relation to self-leadership strategies. Therefore, it would be useful to provide the engineering students with the specialized self-leadership training program based on the types of career development.