• The Journal of Asian Finance, Economics and Business
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• 제7권6호
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• pp.387-397
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• 2020

The purpose of this study is to determine the effect of work motivation and leadership on job satisfaction and its implications on employee performance. A total of 355 samples of Bukit Asam Coal Mining Company Ltd. in Indonesia were selected proportionally with random sampling. Data were obtained through questionnaires. Data analysis technique employed structural equation modeling (SEM) with AMOS 22. The results of the study show that leadership and work motivation have a positive and significant effect on job satisfaction. Leadership has a more considerable influence (0.263) than work motivation (0.171) toward employee job satisfaction. The influence of leadership towards job performance is 0.175. The influence of work motivation towards job performance is 0.166. Job satisfaction has the most dominant influence (0.363) towards employee performance. The direct effect of leadership on employee performance is 0.175 greater than the indirect influence of leadership on employee performance through employee job satisfaction, which is only 0.096. Likewise, the direct effect of work motivation towards employee performance is 0.166 greater than the indirect effect of work motivation towards employee performance through employee job satisfaction, which is only 0.062. Thus, job satisfaction does not mediate the effects of leadership and work motivation toward employee performance.

• International Journal of Advanced Culture Technology
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• 제11권2호
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• pp.142-151
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• 2023

The purpose of this study is to verify the research model and identify the causal relationship among leader's super leadership, self-leadership, psychological empowerment, sport commitment and performance perceived by Taekwondo athletes. The subjects of the study were middle and high school Taekwondo athletes registered in the Korea Taekwondo Association in 2020 and 2021, and data from 454 people were used as final effective samples through convenience sampling. The collected data used the SPSS 23.0 version and the Amos 21.0 version to verify the hypothesis. As a result, the following conclusions were obtained. First, we discovered that the leader's super leadership had a positive impact on the athlete's self-leadership, psychological empowerment, and sport commitment. Second, we found that the athlete's self-leadership had a positive effect on psychological empowerment, sport commitment, and performance. Third, we found that athlete's psychological empowerment had a positive effect on sport commitment and performance. Fourth, we found that the athlete's sport commitment had a negative effect on performance. Therefore, this study has reminded us about importance of psychological empowerment and sport commitment for explaining the relationship between leadership type and performance perceived by Taekwondo athletes, and might contribute to the theoretical discussion of variables related to athletes' performance.

• 품질경영학회지
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• 제46권2호
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• pp.283-300
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• 2018

Purpose: Since the servant leadership of project managers is seemingly related to the project performance by influencing project team members' positive attitude and behavior, this study attempts to provide empirical evidence for a link between servant leadership and project performance. In addition, the present study investigates the mediating effects of customer satisfaction on the servant leadership-project performance relations. Methods: The data of servant leadership and project performance were collected from 185 project team members of a company providing IT service, and customer satisfaction data were collected from 100 project clients served by the company. Before testing the hypotheses, we calculated aggregation statistics(e.g., $r_{wg}$, ICC(1), and ICC(2)) to ensure appropriate aggregation of servant leadership scores. The statistics confirmed the use of 67 team level servant leadership scores with project performance and customer satisfaction. Results: The results show that servant leadership is significantly related to three project performance measures(perceptions of performance contribution and sales contribution, and actual project profits) in the current team-level sample. Results also indicate that the clients' perception of customer satisfaction shows a mediating effect in the process of servant leadership affecting sales contribution of project performance. Conclusion: The present study empirically confirms that servant leadership plays a major role in enhancing project performance on team level analysis. The results suggest that servant leadership increases customer satisfaction since the project managers serve and care for their team members which translate into effective customer service. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.

• 한국의류산업학회지
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• 제10권6호
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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.

• 한국경영과학회지
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• 제25권1호
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• pp.105-124
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• 2000

The purpose of this paper is to investigate the relationships among transformatonal leadership, gropefficacy, and group performance. A total of 321 empolyees of a fire and marine insurance frim in Seoul anonymously completed the Multifactor Leadership Questionnaire-Form V, which consists of three factors(charisma, individualized consideration and intellectual stimulation) for transformational leadership, and two factors(contingent reward and management by exception) for transactional leadership. The sample, which largely consists of sales supervisors and salesmen, includes 41 sales office branches. The findings of the study are as follows. Transformational leadership is closely associated with group-efficacy and group performance. That is, there are significant correlations between transformational factors and group-efficacy, between the factors and group performance, and between group-efficacy and group performance. A stepwise multiple regressio analysis revealed that transformational leadership augmented the subordinates's extra efforts. It was also found that group-efficacy was mediating the relationship between transformational leadership and group performance. The managerial implications of these findings and future directions of research are also discussed.

• The Journal of Asian Finance, Economics and Business
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• 제8권12호
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• pp.141-151
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• 2021

This study aims to: 1) analyze the effect of leadership style on job satisfaction and organizational commitment, 2) analyze the effect of leadership style, job satisfaction and organizational commitment on employee performance, 3) examine the indirect effect of leadership style on employee performance mediated by job satisfaction and organizational commitment. The population of this research is all employees who have structural positions totaling 95 respondents. The sample was selected using the census technique, resulting in a total of 95 respondents in the research sample. Methods of data collection was using a questionnaire. The research model is structural so that the research data is analyzed using SEM Smart PLS 2. Research results: 1) leadership style has a positive and significant effect on job satisfaction and organizational commitment, 2) leadership style, job satisfaction, and organizational commitment have a positive and significant effect on employee performance, 3) Job satisfaction and organizational commitment mediates the influence of leadership style on employee performance, and has a positive and significant effect. Indirect influence gives stronger results than direct influence. As a result, it is hoped that university leadership will use an effective leadership style and pay attention to employee work satisfaction and commitment to boost employee performance.

• 무역학회지
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• 제44권3호
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• pp.203-226
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• 2019

This study incorporates the structural relationships between leadership styles (LS), affect climate (AC), and organizational performance (OP) in Korean export manufacturing companies with three or more overseas subsidiaries. A theoretical model is suggested with the following empirical results. First, the positive effect of engaging leadership (EL) on organizational citizenship behavior (OCB), as well as of engaging leadership, involving leadership (IL), and goal-oriented leadership (GL) on team performance (TP), proved to be significant. Second, both engaging leadership and goal-oriented leadership have significant positive effects on optimism, while involving leadership has significant negative effects on pessimism. Third, only optimism has a positive (+) effect on OCB and TP. The mediating effects were proved to be significant in two paths: one in EL->optimism->OCB and the other in EL->optimism->TP. Finally, in responding to rapid changes in the external environment of exporting companies, the engaging leadership is a key source of organizational performance by forming a favorable affect climate. Therefore, top management should recognize the role of team leaders and strengthen their leadership training. In addition, it was confirmed that leaders with emotional intelligence that can respond to the affects of members play a more important role in forming an optimistic climate in Korea export manufacturing enterprises with foreign subsidiaries.

• 간호행정학회지
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• 제8권2호
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• pp.335-346
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• 2002

Purpose: This study is to analyze the relationship between leadership, empowerment, organizational commitment, and nursing performance. Method: The method of the study is the establishment of the analytical framework of the theoretical model and the hypotheses for the empirical survey, analysis of the data collected by the empirical survey, and the provision of a revised model explaining more clearly the causal relationship between variables. Result: Transformational leadership has greater influence on empowerment and nursing performance than transactional leadership. Self determination and impact of empowerment factors greatly influence on organizational commitment, competence and impact significantly influence on nursing performance, and organizational commitment is closely related to the general nursing affair, the human relationship, and the job as an organizational member. Transactional and transformational leadership, in provision of the revised model by verification of goodness-of-fit of the hypothetical model, affects all parts of nursing performance by intervening competence and self determination of empowerment factors. Especially, transactional leadership directly influences on nursing performance without intervening the empowerment factor. Conclusion: The conclusion of the study is transformational leadership exerts a more positive influence on empowerment, organizational commitment, and nursing performance than transactional leadership.

• 유통과학연구
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• 제20권9호
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• pp.29-38
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• 2022

Purpose: The purpose of this study to determine the effect of distribution transformational and transactional project manager leadership style on the extra-role performance of project team members using multi-level modelling analysis. Research design, data and methodology: The role of psychological factors as the mediating variable namely is self-efficacy in the effect of project manager's leadership style on the project team members' performance was also studied using the Monte Carlo bootstrapping method. The sample of the study consisting of 370 project team members from 74 contractors registered with the Construction Industry Development Board in the Klang Valley was selected using a simple random sampling and a survey using a questionnaire. Results: The findings showed that the transformational leadership of project managers was a dominant predictor of extra-role performance of project team members. Furthermore, the study show the self-efficacy of project team members acted as a mediator in the relationship between transformational and transactional leadership of project manager leadership on the extra-role performance of project team members. Conclusions: The findings are expected to be used by the relevant parties in planning, arranging and implementing efforts to improve the work performance and ensure that projects are implemented according to the specified specifications.

• 한국병원경영학회지
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• 제8권2호
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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.