• Journal of Digital Convergence
• /
• v.20 no.4
• /
• pp.235-245
• /
• 2022

This study confirmed the effects of leaders' behavioral integrity on organizational members' voice behavior. It verified whether trust in leaders mediates behavioral integrity and voice behavior and ascertained the moderating effect of members' psychological safety on trust in leaders and members' voice behavior through leaders' behavioral integrity. It targeted organizational members in the service industry, including insurance, securities, banks, consulting, and credit card companies, with a questionnaire survey carried out with 424 response copies. The study results confirmed a significant and positive effect of leaders' behavioral integrity on trust in leaders and voice behaviors. Second, trust in leaders was found to mediate between leaders' behavioral integrity and members' voice behavior. Third, members' psychological safety had a moderating effect on trust in leaders and members' voice behavior. When psychological safety was higher than average, there was a moderated mediating effect of psychological safety in the behavioral integrity on voice behavior with trust mediation in leaders. Therefore, this study has significance in that it was determined that trust in leaders and the psychological safety of the members are essential for leaders' behavioral integrity to enhance members' voice behavior.

• Knowledge Management Research
• /
• v.17 no.4
• /
• pp.1-25
• /
• 2016

The main purpose of this study is to examine relations among authentic leadership, trust for leaders, psychological well-being, and knowledge sharing. Authentic leadership proposes positive and interactional approach between leaders and subordinates. Authentic leaders are aware of their values and belief, and they keep their personal goals and support their followers. Such behaviors boost psychological well-being, knowledge sharing, and trust for leaders. To analyze the framework proposed, survey data was collected from 164 employees of three companies. In particular, this study designed a robust research method by assessing model fit and avoiding common method bias issues. The empirical results of this study are as follows. Authentic leadership positively influences trust for leaders and psychological well-being. Trust for leaders is shown to have positive impacts on psychological well-being and knowledge sharing. In addition, followers' psychological well-being positively influences knowledge sharing activities. This study contributes to the comprehension of the structural relationships among authentic leadership, trust for leaders, psychological well-being, and knowledge sharing. The results suggest that authentic leadership and trust for leaders were key success factors of building positive mindset and capability of employees in the forms of psychological well-being and knowledge sharing activities.

• Journal of Digital Convergence
• /
• v.14 no.9
• /
• pp.99-109
• /
• 2016

This paper aims to examine the role of mediating effect of trust to leaders on the relation between internal marketing and customer orientation. A survey was conducted to examine the responses of 570 employees. Reliability, confirmatory factor analysis and structural equal modeling were used for results. The following are the summary of hypothesis test. First, internal marketing has positive effect on customer orientation. Second, internal marketing has positive effect on employee's trust to leaders. Third, trust to leaders has positive effect on customer orientation. Fourth, the mediating effects of trust to leaders partially mediated the relationships among empowerment, training, reward, internal communication and customer orientation and fully mediated the relationship between management support and customer orientation. Therefore, the results of this study have many theoretical and practical implications.

• Fashion & Textile Research Journal
• /
• v.11 no.3
• /
• pp.399-408
• /
• 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.

• Journal of Distribution Science
• /
• v.13 no.3
• /
• pp.93-100
• /
• 2015

Purpose - Since the early 1990s, it has been observed that the number and substance of studies on female leadership have been increasing. One of the reasons for this development may be concerned with the increasing number of female labor market participants as well as the greater opportunities for them to take higher positions in various organizations. In addition to this, the transition from mechanistic organizational structures that emphasize authority, control, and efficiency toward organic ones that focus on environmental adaptability, equality, and trust has also encouraged research on female leadership. The research tendency is based on the assumption that male and female leaders tend to exhibit different leadership styles according to their gender differences. Recent research has cast doubt on this assumption, by showing that the sociological gender roles of men and women are independent such that some female leaders show authoritative and control-oriented leadership, which were once considered to be male leadership styles. Research design, data, and methodology - This research attempts to carry out an empirical study on the gender-related leadership styles of female leaders and to examine their effect on group performance in the K business organization. This study also focuses on leader attributes such as trust, and it aims to discover whether these attributes should be regarded as independent or as moderating variables between leadership styles and performance. For these purposes, this study generated four hypotheses based on a review of the literature and it tested them using a survey. Female workers in the sales departments of the K Company, all of whom are women, were asked to provide answers to the presented questionnaires. This study hypothesizes that the type of gender roles played by women leaders will affect the job satisfaction and organizational commitment among the members of the sales group, and that the level of trust that is garnered by women leaders will also affect the types of gender roles that they play as well as employee job satisfaction and organizational commitment. Results - The results of this study show that both androgynous and masculine leadership styles are superior to the feminine leadership style in terms of employee job satisfaction and organizational commitment. However, contrary to our expectations, this study fails to show the superiority of the androgynous leadership style over the masculine leadership style. Moreover, there are no significant differences between these two leadership styles with regard to group performance. Conclusions - This study shows that it is important that different attributes of leaders, such as how trusted they are, be treated as moderating variables between leadership and performance rather than as independent variables. Finally, as this is the first attempt to view the role of the gender in a new perspective, the managerial implications of this study for leadership research, as well as its limitations, are presented. Suggestions for future related research are also proposed.

• Journal of Distribution Science
• /
• v.13 no.11
• /
• pp.23-30
• /
• 2015

Purpose - Small- and medium-sized enterprises often rely on the owner's personal characteristics. This study aims to verify the impact of the awareness of such a business leader's sincerity and the sincerity of their leader-member exchange (LMX) on employee psychological ownership and organizational commitment. The findings offer clues to how small- and medium-sized company leaders should engage with employees. Research design, data, and methodology - A total of 289 valid questionnaires were examined using frequency, descriptive statistics, and correlation analyses and structured equation modeling. Results - Authentic leadership and LMX were both found to have a positive impact on each trust factor, each trust factor had a positive impact on psychological ownership and organizational commitment, and psychological ownership had a positive impact on organizational commitment. Conclusion - These results suggest that small- and medium-size company leaders should use self-awareness and self-regulation to encourage the recognition of their sincerity, and strive to achieve a positive relationship with employees. It also suggests that leaders should improve trust between employees and establish various strategies to enable employee psychological ownership.

• Knowledge Management Research
• /
• v.18 no.2
• /
• pp.23-43
• /
• 2017

This study analyzes the structural relationships among communication pattern of leader, followers' trust in leader, organizational commitment and innovative behavior. In order to analyze hypotheses, the survey was collected by distributing questionnaire to 250 workers in small and medium-sized companies. As a result, total 213 workers participated in the survey and their rates were included for the test process. The collected data analyzed structural equation modeling, a statistical program. The results of this study are as follows; First, supportive and reflective communication pattern of leader have meaningful positive influences on followers'trust in leader. Directive communication pattern of leader, by contrast, is negatively related to followers'trust in leader. Second, followers'trust in leader has a positive impact on organizational commitment. Third, organizational commitment has a positive effect on followers'innovative behavior. Based on these results, it can be said that followers'trust in leader is more important for boosting organizational commitment and innovative behavior because it has a positive effect on organizational commitment with supportive or reflective communication behavior of leader. Therefore, this study proposes practical benefits to leaders regarding how to display communication process and trust quality more effectively. Future studies are required to investigate the research agendas on the issues between communication patterns and innovative behavior.

• International journal of advanced smart convergence
• /
• v.9 no.2
• /
• pp.212-223
• /
• 2020

We study to confirm the relationship between leadership trust and job satisfaction on the leadership style of managers recognized by ICT organization members. To this end, the research hypothesis established by using SPSS23.0 for the survey results of 230 ICT organization members was analyzed as follows. First, the hypothesis 1 person leadership type (individual consideration: H1-1, intellectual stimulation: H1-2, charisma: H1-3, conditional compensation: H1-4, exceptional reward: H1-5) had a significant effect on leader trust. The results were obtained. Second, the hypothesis 2 manager's leadership type (individual consideration: H21-1, intellectual stimulation: H2-2, charisma: H2-3, conditional compensation: 2-4, expected compensation: H2-5) is based on job satisfaction. As a result of verifying the impact relationship, all showed significant effect on job satisfaction. Third, it acted as a positive factor in the job satisfaction of the leader of the hypothesis 3-member organizational member. It was confirmed that the job satisfaction of organizational members started based on the trust of actual leaders. Fourth, the role of leadership trust was partially confirmed between leadership type and job satisfaction. Through this study, in order to improve job satisfaction of ICT organizational members, the importance of exerting competency on the leadership type of managers and trusting the leaders on the characteristics consistent with ICT organizational characteristics was emphasized.

• Journal of Navigation and Port Research
• /
• v.38 no.2
• /
• pp.111-120
• /
• 2014

The purpose of this study was to find out how a canoe leader's revolutionary leadership affects his trust and how a leader's trust affects the organizational commitment. 350 participants were selected out of male and female registered as canoeists by the Korea Canoe Federation in 2011 through the random sampling. Except for 26 data with those not seriously taken, 324 responses were taken as valid samples. Frequency analysis, reliability analysis, factor analysis, correlation analysis, and multi-regression analysis have been conducted. The conclusion is as follows: First, a leader's revolutionary leadership positively affects his trust. Secondly, a leader's revolutionary leadership has a positive effect on his organizational commitment. Lastly, a leader's trust positively affect the organizational commitment.

• Asia-Pacific Journal of Business
• /
• v.13 no.1
• /
• pp.197-212
• /
• 2022

Purpose - The current paper not only investigates the intermediating process of the association between job insecurity and organizational performance, but also tries to find a factor which mitigates the negative influence of job insecurity. Design/methodology/approach - By conducting structural equation modeling(SEM) analysis with survey data from 351 employees, this study tried to identify the mediating effect of organizational trust, as well as the moderating influence of ethical leadership in the job insecurity-organizational trust link. This paper built hypotheses that job insecurity decreases the level of employee's organizational trust, then the level of the employee's organizational trust would influence organizational performance. In addition, ethical leadership would function as a buffering factor between the association between job insecurity and organizational trust. Findings - This paper found that job insecurity had a negative influence on employee's organizational trust, and the employee's organizational trust had a positive influence on organizational performance. The ethical leadership mitigated the negative impact of job insecurity on organizational trust. Research implications or Originality - By empirically delving into the importance of ethical leadership and organizational trust to increase organizational performance, this paper may provide top management and leaders in an organization with important insights that they should adequately monitor and manage the level of ethical leadership and organizational trust.