• International Journal of Advanced Culture Technology
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• v.12 no.2
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• pp.236-248
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• 2024

This study aims to empirically analyze the effects of leadership level and toxic leadership on leadership performance results among male and female military leaders in the Army, and to verify whether the leader's gender has a moderating effect in this process. Additionally, by comparing and analyzing the leadership level, toxic leadership, and leadership performance results of female military leaders by position, this study seeks to examine the characteristics of female military leadership according to position. The research model was established with leadership level and toxic leadership as independent variables, leadership performance results as the dependent variable, and the leader's gender as a moderating variable. Data were collected through a survey of 216 male and female officers serving in the positions of platoon leader, company commander, and battalion commander in the Army. The collected data were analyzed using descriptive statistics, reliability analysis, correlation analysis, and hierarchical regression analysis. The results showed that leadership level had a significant positive effect on leadership performance results, while toxic leadership had a significant negative effect. The leader's gender moderated the relationship between leadership level and leadership performance results, with female leaders receiving lower evaluations than male leaders at the same level of leadership competency. Gender also moderated the relationship between toxic leadership and leadership performance results, with female leaders exhibiting the same level of toxic leadership receiving lower performance evaluations than male leaders. In the comparative analysis of female military leadership characteristics by position, the leadership level of the platoon leader and company commander groups was not significantly different from that of male soldiers, but the battalion commander group showed slightly lower leadership competency compared to male soldiers. Based on these results, this study suggests ways to improve the leadership level of female military leaders, reduce toxic leadership, and prepare support measures to strengthen the leadership competency of female military officers at the battalion commander level and above from policy, institutional, and educational perspectives.

• The Journal of Society for e-Business Studies
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• v.4 no.1
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• pp.117-143
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• 1999

As information technology becomes an increasingly intrinsic part of business operations and it's use has grown more widespread and ingrained, the demand for study on the CIO's leadership increases.. This study was accomplished to analyze the effect that CIO's transformational and transactional leadership have on leadership performance in pursuit of the ideal leadership required of CIO. The study results reveal the followings. First, CIO's transformational. transactional, and laissez faire leadership is statistically related with leadership performance. Especially, the transformational leadership was more correlated with leadership performance than transactional leadership. Second, leadership performance both of transformational leader and transactional leader was higher than than of laissez faire leader. But leadership performance between transformational leadership and transactional leadership was not statistically significant. Third, many CIOs turn out to possess both transformational and transactional leader's trait, and therefore, the subjects were categorized into the three groups such as: purely transformational leaders, purely transactional leaders, and transformational-transactional leaders. The result shows that leadership performance was high in order of transformational-transactional leader, purely transformational leader, and purely transactional leader. It reveals that leaders possessing both transformational and transactional leadership were more acceptable than the others to the subordinates.

• Knowledge Management Research
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• v.14 no.3
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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.

• 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.

• The Korean Journal of Franchise Management
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• v.7 no.2
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• pp.37-45
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• 2016

Purpose - This study aims to examine the impact of leadership on organizational trust and innovation performance, and to identify whether organizational trust plays a mediating role in the relationship between leadership and innovation performance. Also, this study attempts to find out how to improve organizational efficiency and effectiveness based on leadership-based or trust-based strategies. And, this research proposed that organizational trust plays a core mediating role in the relationship between transactional and transformational leadership and innovation performance. Research design, data, and methodology - In order to test the hypotheses of this study, the survey was conducted towards franchise coffee shop employees between November 7 and 18, 2016. We contacted top executives of coffee shop franchise headquarters and explained the purpose of this study. Among 150 questionnaires distributed, 123 were collected. Of these collected questionnaires, 102 questionnaires were coded and analyzed for further analysis. In order to test the unidimensionality and reliability of the factors, factor analysis and reliability test were performed using SPSS/PC+ 22.0. And, the hypotheses were tested using hierarchical mediated regression analysis. Result - The results are as follows. First, transactional leadership, and intellectual stimulation, motivation of transformational leadership had significant impacts on organizational trust. Second, organizational trust, transactional leadership, and influence of transformational leadership had significant impacts on innovation performance. Third, the mediating test of organizational trust showed that transactional leadership plays a partial mediator, and intellectual of transformational leadership plays a full mediator in the relationship between leadership and innovation performance. Conclusions - The implications of this study are as follows. First, the top management should provide their organizational members incentives or rewards based on their performance. Second, top management should identify and express a clear vision and desirable organizational goals for the future, present an idealized vision, and communicate to organizational members that the vision is achievable, also have organizational members to think creatively and find optimal solutions to difficult problems. In sum, this study revealed the important role of leadership in embedding organizational trust in and improving innovation performance of coffee shop employees and the mediating role of organizational trust in the influence of leadership on innovation performance.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.545-553
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• 2021

This study examines the role of Leadership style and Organizational culture in predicting employee Performance. The aim of the research is: 1) to know the direct effect of Democratic Leadership on employee Performance, 2) to know the direct effect of Democratic Leadership on organizational culture, 3) to know the direct effect of Organizational culture on employee Performance, 4) to test the role of Organizational culture as mediation the effect of Democratic Leadership on employee Performance. The respondents were all employees at the Education Office East Java. The sampling method was used to collect data from 106 employees at the Education Office East Java, Indonesia, using surveys and questionnaires. The data obtained were analyzed using the Path Analysis with SPSS statistical software. The study had four findings. Firstly, Democratic Leadership has a significant effect on employee Performance. Secondly, Democratic Leadership also has a significant effect on Organizational culture. Thirdly, Organizational culture has a significant effect on employee performance. Fourthly, organizational culture mediates the effect of Democratic Leadership on employee Performance. Furthermore, the direct effect of Leadership style and the mediation role contribute to knowledge. The results showed that implementing Democratic Leadership supported by a conducive organizational culture guides employee to perform better.

• International Journal of Quality Innovation
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• v.6 no.3
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• pp.19-37
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• 2005

It is generally accepted that leadership is the foundation for creation of a company's business results. However, empirical evidence is lacking. This paper examines the relationship between leadership and key performance results based on a Return on Leadership Model. The model links Denison's four leadership traits to people results, customer results, and ultimately key performance results. Further specified, the model is a structural equation model with nine latent variables, each measured by a set of indicators, observed by survey questions. To validate the model, an empirical study was conducted, and 379 managers from medium-sized and large companies in Denmark participated. The estimation of the model shows that the model structure explains return on leadership very well, and the findings support the developed model. We are able to quantify the relationships from leadership to people results, customer results and key performance results and, in this way, the data presented here provide evidence that leadership is linked to key performance results. Several results and applications of the model are shown. The findings provide new knowledge about how leadership can be linked to performance, and how excellent leadership creates key performance results.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.127-137
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• 2022

Purpose - The purpose of this research is to test the impact of transformational leadership on subordinates' performance (job performance and creativity) in Chinese companies. In addition, it intends to verify the mediating effect of subordinates' organizational identification on the relationship between transformational leadership and employee performance. Research design, data, and methodology - To this end, a survey was conducted on the members of Chinese companies. Out of 400 returned responses to the final questionnaire, 349 were used for analysis after excluding invalid responses. Data were analyzed using SPSS 24 and AMOS 24. Result - The analysis results are as follows. First, transformational leadership has a direct effect on subordinates' job performance and creativity. Second, transformational leadership was found to increase subordinates' organizational identification. Third, the mediating effect of organizational identification was verified in the relationship between transformational leadership and performance (job performance and creativity). Conclusion -This study analyzed the effect of the transformational leadership on subordinate's job performance and creativity amid the deepening of China's market economy policies after economic opening. The study expands the related studies.