• Journal of National Security and Military Science
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• s.5
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• pp.203-239
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• 2007

The current problems with the changing nature of the battlefield of the future point up the serious need for more and better research on the nature of effective military leadership. The purpose of this study was to examine effective leadership traits and behaviors of junior officers in combat situation. During times of peace, leader study battles and imagine themselves in all sorts of combat situations while at the same time, they must cope with numerous challenges and fill a variety of roles that they perceive are not battle related. This illustrates one of the fundamental paradoxes of the peacetime environment. Early studies, showing that combat leadership and noncombat leadership needed different talents, produced some clusters of traits which good combat leader were said to possess. Good combat leaders, for example, were described as possessing courage(e.g., bravery, fearlessness, daring, prowess, gallantry, guts, intrepidity, undaunted courage, fighting spirit, aggressive action), personal integrity(e.g., sincerity, flair, calmness, modesty), adaptability(e.g., flexibility, rapidity in action, speedy decision-making, clarity of thought) and so on. Behaviors found to be important in both combat and noncombat situations bore some relation to role requirements common to both situations. Behaviors important in one situation but not the other could be explained in terms of situational differences in role requirements for effective leadership. In order to achieve this purpose, a number of literature reviews were analysed. These results, though obtained in a somewhat rough and ready fashion, were useful not because they pointed to different leaders in war and in peace, but because they showed leaders the different things that were expected of them in different situations. It was also worth knowing how develop combat leadership. While these findings clearly suggest combat and noncombat differences, they do not necessarily confirm the complete study on effective leadership in combat situation. In conclusion, this study would be useful basis for further improvement on effective combat leadership and some further researches were recommended.

• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.308-328
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• 2016

The purpose of this study is to examine, at the team level, the relationship between shared leadership and team work engagement and team psychological capital which have rarely been introduced into academic leadership research in Korea. This study tested the impact of shared leadership on team work engagement and the mediating role of team psychological capital between the two variables. And also, this study tested moderating role of task characteristics between shared leadership and team psychological capital. A total of 421 employees of 100 teams in 16 companies in South Korea participated in this study. The SPSS 23.0 statistical program was used in this study to analyze and statistically process the collected survey data. The result showed that high level of shared leadership positively influence team work engagement and team PsyCap works as mediator in the relationship between shared leadership and team work engagement. This results means that shared leadership is a crucial factor to facilitate team's psychological capital toward team's work engagement. However, Task characteristics had no moderating effect between shared leadership and team PsyCap. Finally, theoretical and practical implications of the study results have been discussed along with limitations and future direction of the study.

• Journal of Technology Innovation
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• v.22 no.2
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• pp.247-285
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• 2014

Despite the important role of the transformational leadership and Creative Climate to achieve firms' sustainable competitive advantage, there has been limited empirical studies linking the transformational leadership and creative climate in employee's innovative performance. This study investigated the impact of transformational leadership on innovative performance based on employees of R&D department in IT services. This paper also investigated the mediating role of creative climate and moderating role of employee's innovative tendency in this relationship. Main findings of our empirical analysis are as follows. While the relationships between transformational leadership and innovative performance was positively associated, creative climate had positive effect on innovative performance. As expected, we also found that the creative climate had positively mediated the relationship between transformational leadership and innovative performance. Also, the innovative tendency has statistically significant moderating effect on this relationship. Based on the findings, we have suggested theoretical and practical implications while future research directions with limitations of the research are discussed.

• 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.

• The Journal of the Korea Contents Association
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• v.17 no.4
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• pp.48-62
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• 2017

The present empirical research examines the effect of team leader's ethical leadership on team members' in-role behavior and psychological capital. This study also predicts that management decoupling and personal decoupling will moderate the effect of ethical leadership negatively. A growing body on leadership research highlights the role of team leader's moral manager in team settings. Ethical leadership also becomes a salient issue in the situation of unethical decision making and misuse of management power which have done by unethical leaders all around the world. In order to identify the effect of ethical leadership, I collected data of 922 team members from bank, semiconductor manufacturer, and university hospital. Our findings show that ethical leaderships have a positive effect on team members' in-role behavior and psychological capital. In addition, I also found the significant moderation effect of management decoupling which team members perceive their top management team's inauthenticity. Contrary to the prediction, however, the result doesn't support the moderation effect of personal decoupling. I discussed implications of confirming and disconfirming findings in details.

• Journal of Korean Academy of Nursing Administration
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• v.21 no.4
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• pp.375-385
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• 2015

Purpose: The purpose of this study was to identify the relationship of nurses' job performance with job embeddedness, self-leadership and social support and the role of self-leadership and social support in the relation between job embeddedness and job performance among general hospital nurses. Methods: The participants for this study were 244 nurses from 3 general hospitals in Seoul and Gyunggi Province. Data were analyzed using frequency, percentage, mean, standard deviation, t-test, ANOVA, $Scheff\acute{e}$ test, Pearson correlation and Hierarchical Multiple Regression. Results: Job performance showed positive correlations with job embeddedness (r=.56, p<.001), self-leadership(r=.68, p<.001), organizational support (r=.30, p<.001), supervisors' support (r=.31, p<.001) and colleagues' support (r=.31, p<.001). Job embeddedness and self-leadership had significant influence on nurses' job performance. However self-leadership and social support did not show moderating effects of job embeddedness on nurses' job performance. Conclusion: These findings indicate that job embeddednes and self-leadership are important factors to enhance nurses' job performance. Therefore, promoting activities for job embeddedness and self-leadership might be a way to increase nurses' job performance. As there was no moderating effects of self-leadership and social support on job embeddedness and job performance, further studies are necessary to refine these findings in different environments.

• Journal of Korean Critical Care Nursing
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• v.16 no.3
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• pp.48-61
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• 2023

Purpose : This study aimed to identify and describe the leadership experience of advanced practice nurses (APN). Methods : Data were collected through five focus group interviews in 2022 with a total of 24 APNs in groups of 4-6 participants. All interviews were recorded, transcribed, and data were analyzed using qualitative content analysis. Results : Nine categories emerged from three main themes. First, "Roles of APN leadership" comprised a trusted clinical expert, a moderator for the entire team, a resource person for nurturing the next generation, and a change agent for improving clinical practice. Second, "Facilitators and barriers to APN leadership" included ambiguity of APN role, support system, and institutional backing. Third, "Strategies for strengthening APN leadership competencies" comprised systematic leadership education and speaking up for APNs. Conclusion : APNs are passionate about their expertise and practice, but lack the legal and organizational authority and support to provide successive leadership. Systematic education including leadership and organizational advocacy will enable APN to provide leadership that benefits patients, institutions, and the wider healthcare system.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.29 no.3
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• pp.1-14
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• 2021

This study examined the mediating role of cognitive emotion regulation in the relationship between calling and posttraumatic growth (PTG) and the moderating role of transformational leadership among Air Force pilots. A total of 215 ROK Air Force pilots participated in this study twice with an interval of 4 weeks. The results of this study were as follows. First, calling, transformational leadership, adaptive emotion regulation, and PTG showed statistically significant correlations. Second, a mediating model showed that the relationship between calling and PTG was mediated by adaptive emotion regulation. Third, the moderation effect of transformational leadership in the relationship calling on adaptive emotion regulation was found. Finally, transformational leadership also moderated the mediating effect of calling on PTG through adaptive emotion regulation was identified. Implications, limitations, and future research suggestions were discussed.

• Asia pacific journal of information systems
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• v.29 no.1
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• pp.83-116
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• 2019

Given the critical role of information technology (IT) in achieving organizations' strategic goals, it becomes increasingly important for organizations to develop and retain a competent IT workforce. We investigate how organizations make IT personnel feel content with their job, motivate them to perform at their best, and consequently retain them. We develop a model in which IT leadership, conceptualized as "transformational" and "transactional" IT leader behaviors, influences IT personnel's perceptions of requisite soft skills and IT personnel's Quality-of-Work-Life (QWL), and how IT personnel's QWL in turn affects IT personnel's intention to stay. Using survey data from 205 IT professionals, we found that IT leadership behaviors, particularly transformational leadership behaviors, positively influence IT personnel's intention to stay. We also found that this relationship is fully mediated by IT personnel's QWL. In addition, we found that transformational leadership behaviors positively influence IT personnel's perceptions of requisite soft skills. We discuss the implications of our findings for theory and practice.

• 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.