• 한국의류학회지
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• 제34권10호
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• pp.1687-1700
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• 2010

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

• 한국의류산업학회지
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• 제11권3호
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• pp.399-408
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• 2009

The purpose of this study is to analyze whether leadership of team leaders and trust of team members have an effect on job commitment and satisfaction in fashion companies. A survey was conducted from December 8 to 22 in 2008, among team members of fashion companies. The data was collected with 464 subjects, the statistical analysis methods were frequency analysis, factor analysis, reliability analysis and multiple regression analysis. The results of this study were as follows; first, contingent reward, intellectual stimulation and individualized consideration of leadership had an effect on all factors of trust. Charisma of leadership had an effect on calculus-based trust and identification-based trust, but management by exception had an effect on knowledge-based trust. Second, calculus-based trust and identification-based trust about team leaders had an effect on job commitment and satisfaction of team members. Third, charisma, contingent reward and intellectual stimulation of leadership had an effect on job commitment and satisfaction of team members.

• 인터넷정보학회논문지
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• 제18권5호
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• pp.103-112
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• 2017

Work engagement and job burnout are crucial problems in Korea, particularly in the business environment, and they also indicate people's motivation. Online-based teams in e-business also have these issues. Especially the role of the leader in this new type of teams is more crucial for members' motivation, behavior, and performance. Contingency leadership theories posit that different situations need different traits or behaviors of a leader. For an online-based team, which is internet-based team in e-business, a leader should use specific communication strategies to enhance a team's performance and members' motivation. In an online-based team and an offline-based team, the ways in which leaders motivate members will be different. This paper suggests particular communicative strategies for leaders of online situations. Online-based team members communicate using mobile phones or IT tools, and leaders mayinfluences members in virtual meetings. Moreover, online-based leadership needs to be more entrepreneurial and risk encouraging, and less conservative than offline-based leadership. In addition, online-based leadership should be energetic, decisive, adaptable, and inspiring, and furtherutilize communication tools such as being more gregarious/talkative, assertiveness, linguistic diversity and affect. This paper explains the roles of communicative elements such as coordination, expression, direction-giving/uncertainty reduction, empathy, meaning-making, satisfaction, and competence to decrease job burnout and to increase work engagement. The purpose of this study is to suggest communication strategies' differentiated influences on work engagement and job burnout in an online-based team.

• 문화기술의 융합
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• 제8권4호
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• pp.253-261
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• 2022

본 연구의 목적은 중국 대학 태권도 지도자의 변혁적리더십와 팀응집력 및 팀성과의 관계를 규명하는데 있다. 구체적으로는 변혁적리더십이 팀응집력 및 팀성과에 미치는 영향과 팀응집력이 팀성과에 미치는 영향을 규명하며, 나아가 변혁적리더십과 팀성과의 관계에서 팀응집력의 매개효과를 검증하는데 있다. 연구목적을 달성하기 위하여 중국 대학의 태권도 지도자를 모집단으로 설정한 다음 총 350명을 표집하였다. 이 연구에서 사용한 측정도구는 설문지로서 인구통계학적 특성에 관한 항목 5개 문항, 변혁적리더십에 대한 총 19개 문항, 팀응집력에 대한 10개 문항, 팀성과 4개 문항으로 구성하였다. 설문지의 타당도는 탐색적 요인분석을 통해 검증되었으며, 신뢰도는 신뢰도 분석을 통하여 검증하였다. 설문지의 신뢰도 Cronbach's α는 변혁적 리더십의 경우 α=0.755-0.799, 팀응집력의 경우 α=0.848, 팀성과의 경우 α=0.740으로 나타났다. 자료처리 방법은 SPSS WIN을 활용하여 탐색적 요인분석 및 신뢰도 분석, 일원분산분석(One-Way ANOVA), 다중회귀분석이 사용되었다. 이상과 같은 연구방법 및 절차를 통해 도출한 결론은 다음과 같다. 첫째, 중국 대학 태권도 지도자의 변혁적리더십은 팀응집력에 영향을 미쳤다. 둘째, 중국 대학 태권도 지도자의 변혁적리더십은 팀성과에 영향을 미쳤다. 셋째, 중국 대학 태권도 지도자의 팀응집력은 팀성과에 영향을 미쳤다. 넷째, 중국 대학 태권도 지도자의 변혁적리더십은 팀성과에 직접적인 영향을 미칠 뿐만 아니라, 팀응집력을 통하여 간접적인 영향을 미친다. 따라서 지도자의 변력적리더십을 통해 중국 태권도 선수들이 최고 경기를 위한 팀응집력과 팀성과에 영향을 줌으로써 경기력 향상에 도움이 될 것으로 사료된다.

• 보건행정학회지
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• 제11권3호
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• pp.1-30
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• 2001

This study was conducted to evaluate the effectiveness of team system at university hospitals in Korea. Data were collected from administrative and medical support workers at 4 university hospitals through the self-administered questionnaires and analyzed using frequency analysis, t-test, and oneway ANOVA. The results of this study are as follows. First, teams with higher team management characteristics show higher level of quality of work life and performance effectiveness. Second, teams which consist of members with variety background and skills show higher level of quality of work life and performance effectiveness. Third, team which have the higher autonomy, technology variety, job significance, and feedback show higher team effectiveness. Fourth, team which have team leaders with higher leadership score show higher level of quality of work life and performance effectiveness. Fifth, there are differences in team effectiveness in terms of sicio- demographic variables such as average age, position, and tenure of team members, length of team system, and team size. Sixth, the job autonomy of team members and the leadership of team managers have significant effects on the quality of work life variables. Seventh, the leadership of team leaders, job autonomy of members, and individual contact between team managers and members have significant effects on the team performance variables. In conclusion, in order to increase the effectiveness of team system in university hospitals, it is required to consider the characteristics of team management, diversity of team members, the autonomy of team members, the leadership of team manager, and the socio-demographic factors of team members.

• Journal of the Korean Data Analysis Society
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• 제20권6호
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• pp.2781-2792
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• 2018

From a cognitive perspective, this study investigates the role of emergent leaders in developing team cognition and affecting team performance. With application of the cognitive complexity theory, this study hypothesizes that emergent leaders' cognitive complexity will be positively associated with team cognitive complexity, and that team cognitive complexity will be positively associated with team performance. In addition, team cognitive complexity is hypothesized to mediate the effect of the cognitive complexity of emergent leaders on team performance. To test the research hypotheses, data were obtained from 100 teams comprising a total of 339 undergraduate students who participated in a business simulation game. The findings of this study suggests that the cognitive complexity of emergent leaders is a significant predictor of team cognitive complexity, and that team cognitive complexity is positively related to team performance. Moreover, team cognitive complexity significantly mediates the effect of emergent leaders' cognitive complexity and team 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.

• 기술혁신학회지
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• 제10권2호
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• pp.206-229
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• 2007

본 연구는 국내 공공 및 민간 부문 전자, 통신, 기계, 화학분야 22개 연구기관 92개 팀을 대상으로 수집한 실증 자료를 통해 프로젝트 리더에 의한 챔피언 리더십이 팀에 대한 자원 공급 및 조직 지원, 팀원들의 팀 효력에 미치는 영향을 고찰하였다. 분석결과 프로젝트 리더의 챔피언 리더십은 높은 수준의 조직 지원 및 자원 공급과 관련되어 있으며, 프로젝트 리더의 챔피언 리더십을 높게 지각하는 팀의 팀원들은 보다 높은 수준의 팀 효력을 보였다. 또한, 프로젝트 유형 및 혁신 분위기는 챔피언 리더십과 자원 공급 및 조직 지원, 팀 효력 사이의 관계를 조절하고 있음을 발견하였다. 끝으로, 연구결과의 이론적 및 실무적 시사점이 논의되고 연구의 한계점과 미래의 연구방향이 제시되었다.

• International Journal of Contents
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• 제6권2호
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• pp.21-27
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• 2010

This paper compares and contrasts four different kinds of leadership models in Design Management. Similarities and differences between these four models in contemporary leadership issues and challenges are analyzed and described. Each model will demonstrate the effects of leadership and how these leaders use the different approaches to develop their leadership style in their design field. This paper proposes that contemporary leadership in Design Management involves a unique bonding among leaders and followers, and more flexible and developed leadership will continue in the understanding and skill with which applying to the dynamic of organization change. The results and application of each model's assessment indicate a team of leaders that are capable of achieving excellence through their combined talents and vision to achieve in design fields using their potential inability of their own leadership.

• 지식경영연구
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• 제14권3호
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.