• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.577-588
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• 2020

The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study's sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

• Journal of Digital Convergence
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• v.14 no.12
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• pp.303-311
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• 2016

This study was to identify the effects of shared leadership on team performance and team commitment of Team-Based Learning(TBL) in nursing students and verify the mediating effects of team trust on the relationships between shared leadership and team performance and team commitment. Data were collected via survey from 99 nursing students to participate in TBL for 6weeks, in June 2016. The major findings were as follows: Shared leadership had a significant correlation with team performance and team commitment and team trust. Shared leadership had a positive effect on team performance and team commitment. Team trust had a partial mediating effect in the relationship between shared leadership and team commitment. The results of study show that shared leadership of TBL is very important for high team performance and team commitment and shared leadership make effect on team commitment under the mediation of team trust. Therefore, it is necessary to increase shared leadership and team trust for high team effectiveness in TBL.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.14 no.2
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• pp.789-806
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• 2020

The 4^th Industrial Revolution (FIR) has already begun. Corporations have to fulfill their social responsibilities to the FIR. This study explores the leadership and attitudes required in the FIR era for companies to fulfill their social responsibilities. In the FIR era, workers should have certain attitudes, such as self-efficacy, expectancy, and acceptance of change. If workers have these attitudes, they will be able to make a difference in the future. This study suggests the leadership styles that are needed to improve these attitudes. Participation, creativity, delegation of leadership, and inspirational motivation of leaders involves organizational change and improvement of organizational performance. This paper demonstrates the kind of leadership that is more important for each attitude through statistical analysis. Furthermore, when workers have these attitudes, not only the future, but also their current performance can be improved. To explain this relationship, the paper describes the effect of attitudes on job satisfaction. If workers have certain attitudes, their current and future performance will improve. As a result of the research, all four leadership styles had positive effects on attitudes toward FIR, and attitudes showed a mediating effect on the relationship between leadership styles and job satisfaction. In addition, it has been proven that the role of participative and delegating leadership, which is more member-oriented leadership, is more important. Leadership will enable workers to have a particular attitude through member-centered leadership, and workers will be able to increase current and future performance. Through these efforts, companies will be able to increase their performance in the current and FIR era, and fulfill their social responsibilities more faithfully. Therefore, in the FIR era, companies will play an important role in the development of society, and create new values.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.4
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• pp.201-212
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• 2019

The study aims to identify the role of transformational leadership toward work performance through intrinsic motivation in pharmaceutical field by a survey of 220 pharmacists in Vietnam. The pharmaceutical industry in Vietnam is experiencing rapid growth, accompanied by the need for a change in leadership for managers. The transformational leadership creates a proactive, positive attitude, passion, interest or an increase in intrinsic motivation of employees, thereby affecting work performance. This study performed reliable verification by Cronbach's Alpha coefficient, then the factors are analyzed by EFA before conducting multivariate regression analysis. The results showed that the transformational leadership style includes such factors as: idealized influence (attributed and behavior), inspirational motivation, intellectual stimulation, individualized consideration have a positive impact on intrinsic motivation and thereby positively affecting work performance. It confirms that employees will have a higher intrinsic motivation level when working under transformational leadership from their leaders. It makes employees work more efficiently. According to the research results, the pharmacist has an intrinsic motivation to work hard on tasks that contribute to the group overall goal of. That requires managers to have a task assignment strategy to connect the goals of the members together as well as of the members to the group.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.769-781
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• 2020

This study attempts to examine the relationships between transformational leadership, learning orientation, firm innovativeness, and financial performance. Specifically, the moderating effect of learning orientation and firm innovativeness. The data collected from 606 SMEs in Thailand were evaluated using the structural equation modeling, typifying that quantitative research. The results revealed that transformational leadership had a positive effect on learning orientation. Similarly, transformational leadership had a positive effect on firm innovativeness. Further, the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of learning orientation. The results of the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of firm innovativeness. Transformational leadership and learning orientation to improve innovation within the organization, including organizations and leaders among themselves. Especially, innovative firms inculcate ideals of promise to learning, open-mindedness, and shared vision. Furthermore, practitioners can use the findings of this study when they perform their role of leaders to challenge creativity and innovation among followers. Finally, those developments would influence a procedure of evidence procurement, evidence distribution and shared explanation that escalations equally individual and administrative effectiveness owing to its influence going on products.

• Journal of Distribution Science
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• v.21 no.8
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• pp.11-21
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• 2023

Purpose: This study examined the effect of situational, transformational, and transactional leadership on the firm survival of restaurants distribution in Thailand during the COVID-19 pandemic. Following the existing literature, situational, transformational, and transactional leadership are the origin of firm performance leading to firm survival. Therefore, situational, transformational, and transactional leadership were the critical factors in creating the firm implementation of restaurants distribution in Thailand. Research design, data, and methodology: The sample consisted of 400 restaurants in Thailand, and the statistical approach for data analysis was an ordinary least-squares regression. The study analyzed the response bias, validity, and reliability. Results: Significantly, these findings firmly revealed that situational, transformational, and transactional leadership primarily positively affected firm performance. However, the uncertain environmental conditions had a moderate impact, resulting in a negative correlation between the three leadership styles and the company's performance. Conclusions: Despite the COVID-19 situation in Thailand, the research findings show no significant positive correlation between the performance of restaurants distribution and their survival as a business due to the COVID-19 pandemic is rare for firms to endure and survive, including restaurants distribution in Thailand. In conclusion, we have presented practical and theoretical ideas and recommendations for future research.

• Health Policy and Management
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• v.22 no.3
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• pp.347-364
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• 2012

Objective : The purpose of this study was to investigate the effect of preceptors' transformational leadership on job stress and clinical performance among new graduate nurses. Methods : The study subjects were 180 new nurses in three University Hospitals. General characteristics, leadership, job stress and clinical performance were collected using self-reported questionnaires. Transformational leadership consisted of charisma, intellectual stimulation and individual consideration. T-test, ANOVA, pearson correlation and multiple regression analysis were performed to access the effect of leadership on job stress and clinical performance. Results : Of 180 subjects, 94.4% were female. The mean scores of transformational leadership, charisma, intellectual stimulation and individual consideration were $3.9{\pm}.46$, $3.9{\pm}.46$, $3.9{\pm}.57$ and $4.0{\pm}.58$, respectively. In multiple regression analysis, overall transformational leadership(${\beta}$=.154, p=.006) and charisma(${\beta}$=.388, p=.008) significantly increased the job stress. On the other hand, individual consideration significantly decreased the job stress (${\beta}$=-.671, p=.048) and increased the clinical performance(${\beta}$=2.472, p=.024). Conclusions : Charisma of preceptors was associated with the increase of job stress, and individual consideration was associated with the decrease of job stress and improvement of clinical performance. Therefore, the preceptors' leadership focusing on individual consideration rather than charisma may reduce job stress and improve clinical performance in the University hospital organization.

• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.137-144
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• 2019

The Leaders in organization play various core roles in workers' performance and organizational performance. A leader presents a vision and a direction to enable members to achieve higher performance. Especially, transformational leadership suggests members a strong vision and influences them to have identification with the organization. Based on previous researches, transformational leadership is a close connection to identification with job and organization satisfaction. This study explains the influence of the university professors' transformational leadership on students' university satisfaction and university identification. In this study, the subjects of statistical analysis are Chinese international students studying in Korea. As a result, first, professors' transformational leadership enhanced the level of students' university satisfaction. Second, university identification had a partial mediating influence on the relationship between professors' transformational leadership and students' university satisfaction. Professors' transformational leadership had an influence on the students' identification with their universities. Through this process, students become aware of identification and more satisfied with their universities. As a result of the transformational leadership of the professor, the identification and satisfaction of the international students will be improved and they will be better able to adapt to their study life and achieve high results. The purpose of this study is to emphasize the roles of transformational leadership as a necessary leadership for the successful study abroad life of Chinese students studying in Korea today.

• Culinary science and hospitality research
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• v.23 no.5
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• pp.187-198
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• 2017

The purpose of the study was to investigate the relationships among leadership, organizational commitment and management performance of restaurant workers from the Busan Haeundae area. Normally, each leadership type(transactional leadership, transformational leadership, servant leadership) effected organizational commitment and management result. For the field test and verification, 200 staffs of the Haeundae restaurant participated in the survey from April 1st to May 30th, 2017. The research result was summarized as follows. First, all leadership types(transformational leadership, transformational leadership, servant leadership) of Haeundae restaurant staffs had a positive impact on affective involvement. Second, transformational leadership and transactional leadership of restaurant staffs had a positive influence on continuous commitment. Lastly, continuous commitment of restaurant staffs in Haeundae affected management result. In conclusion, precedent study explained only hotel investigation.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.303-311
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• 2021

Ambidexterity and leadership agility have become the most researched topics to analyze their application in companies, especially in this dynamic era. Several researchers have analyzed it in large companies. However, only a few have discussed the two topics simultaneously and at the MSME level. This study aims to analyze the relationship between ambidexterity and leadership agility and innovation capability and performance at MSMEs in Yogyakarta and East Java, Indonesia. This study is analyzed by using quantitative methods with SEM (Structural Equation Model) methods. The data in this study is primary data that is obtained through distributing 230 questionnaires to MSME managers in Yogyakarta and East Java, Indonesia. From 230 questionnaires distributed, 200 questionnaires are returned and completed, so the response rate in this study is 86%. The results in this study indicate that ambidexterity and leadership agility have a significant effect on innovation capability and MSME performance. This study also proved that innovation capability has a significant effect on MSME performance. Therefore, it is recommended for MSME managers to develop ambidexterity and leadership agility so they can create innovation and good performance. In the end, this study has provided findings related to the combination of ambidexterity and leadership agility variables.