• International Journal of Quality Innovation
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• v.5 no.2
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• pp.17-25
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• 2004

Despite the fact that much has been published about Six Sigma in the business and academic press and on the Internet in recent years, there is still confusion among many people, particularly those who work in the transactional and service environments, about the nature of Six Sigma. It is true that Six Sigma like other process improvement programs before was first applied to manufacturing processes; however, many corporations including General Electric and Sony have successfully applied Six Sigma to their transactional and service processes as well. Six Sigma is used by many companies not only to improve the quality of their products and services but also to achieve quantifiable financial results, improve management style and communication, and achieve customer and employee satisfaction. Whether in manufacturing or non-manufacturing environments, the application of Six Sigma differs from organization to organization. Although there are many common elements between these applications, however, special care must be taken when customizing Six Sigma to suit the organizations' needs. In this paper, the author provides some practical and useful guidelines for Six Sigma deployment. This paper is not about the use of numerous statistical tools and techniques that can be found in a typical Six Sigma toolbox. The main emphasis has been placed both on the concept and the implementation of Six Sigma, particularly within the non-manufacturing areas of business.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.2
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• pp.196-203
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• 2006

Purpose: The Purpose of this study was to identify the relationship between leadership styles and empowerment of nursing students. Method: The subjects were 386 nursing students who were in college and university. The data were collected from July 26 to September 18, 2004 by the structured questionnaires. For data analysis, descriptive statistics, Pearson correlation coefficient, t-tets and ANOVA with SAS package were used. Results: Transformational leadership showed a significant difference according to school career, present grade, interpersonal relations, admission motive, satisfaction degree for nursing, satisfaction degree for practice, meaning on nursing job and transactional leadership showed a significant difference according to last session study score, satisfaction degree for nursing. Empowerment showed a significant difference according to school career, present grade, interpersonal relations, satisfaction degree for nursing, satisfaction degree for practice, meaning on nursing job. Charisma, intellectual stimulation, individual consideration and contingent reward perceived by nursing students were positively related to empowerment. Management by exception perceived by nursing students was negatively related to empowerment. Conclusion: The result of this study may be helpful in empowerment improvement of nursing students.

• The Journal of the Korea Contents Association
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• v.8 no.11
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• pp.306-322
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• 2008

The purpose of this study is to inquire into the effect of characteristics of public enterprise CEOs' leadership (transforming leadership and transactional leadership) on the leader trust and organizational effectiveness of organizational members. A survey was made on 1,124 persons being in the service of 14 marketable and quasimarketable public enterprises. The results of this study were as follows. First, it showed that the individualized consideration had an effect on the confidence level of leader. Second, it showed that the transforming and transactional leaderships had an effect on the organizational effectiveness, which the hypothesis was adopted. Third, it showed that calculable, intellectual and identical factors had a positive effect on the job satisfaction and organizational commitment, but the organizational commitment of calculable variable was rejected in the confidence level. In general, the effect of transforming and transactional leaderships as public enterprise CEOs' leadership characteristics on the organizational effectiveness by mutual confidence level of calculable, intellectual and identical standards showed that the organizational commitment was rejected in the base of identification. And other factors were adopted as a positive mechanism, which they were a mechanism suitable to public enterprise CEOs' leadership characteristics.

• Industry Promotion Research
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• v.9 no.3
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• pp.273-284
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• 2024

The objective of this thesis is to analyze the impact of transactional and transformational leadership styles on job performance. This research employs questionnaire surveys and statistical analysis to examine the relationships among the three variables. The subjects of this thesis are bank employees, and the survey was conducted using a random sampling method via online questionnaires. Data was statistically analyzed using SPSS 28.0, which included frequency analysis, reliability and validity analysis, correlation analysis, and regression analysis. The findings indicate that transformational leadership can significantly enhance job performance by encouraging innovation and boosting employee morale. Conversely, transactional leadership, with its excessive emphasis on rules and procedures and a strict reward and punishment system, may limit employees' innovative capabilities and reduce their satisfaction, thus negatively affecting job performance. This thesis contributes to understanding the impact of leadership styles on organizational effectiveness, advancing leadership theories, and providing theoretical support for organizational management decisions.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.1
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• pp.102-111
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• 2010

This study examines how CEO leadership influences employee trust, job satisfaction, and commitment in fashion companies. A survey was conducted from June 17 to July 15 in 2009. The data were collected from fashion company employees in the Seoul metro area and 360 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. The results of this study are the transactional leadership of CEOs in fashion companies classified by contingent reward leadership and management through exceptional leadership. The transformational leadership of CEOs in fashion companies is classified by charismatic leadership and individualized consideration leadership. Second, CEO's contingent reward leadership, charismatic leadership, and individualized consideration leadership influence employee trust in the CEO. Third, the employee trust in the CEO has an effect on job satisfaction and commitment in fashion companies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.223-235
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• 2022

The satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. Meanwhile, organizational identification is a fundamental organizational behavioural concept in business that influences employee belongingness with the organization. Taking into account the relevance of this research topic, this paper aims to understand of organizational identification and leadership styles in SMEs. It also investigated the mediation role of organizational true. For the analysis, a questionnaire survey was conducted on employees of SMEs, and the collected data were analyzed using the hierarchical multiple regression analysis. Analysis results are as follows: First, out of leadership style, transformational leadership, transactional Leadership had a positive effect on job satisfaction. Second, organizational identification had a positive effect on job satisfaction. Third, in the relationship between leadership, organizational identification and job satisfaction, the mediating effect of organizational true had significant transformational leadership→organizational truer→job satisfaction, transactional leadership→organizational truer→job satisfaction, organizational identification→organizational truer→job satisfaction. The results of this study show that the role of middle managers is very important in SMEs. The leadership of SME managers can also be linked to organizational performance through the job satisfaction of workers. Therefore, SME' CEO should provide opportunities to receive professional training on the leadership of middle managers. In addition, SME' CEO need a strategy to instill a positive image of the organization in workers through the organizational vision.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.11
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• pp.7424-7432
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• 2015

The purpose of this study is to find out the effectiveness of four leadership types to employees that affected by leaders of the University-Industry Collaboration Foundation(UICF). This study has analyzed through structural equation modeling(SEM) using AMOS after surveyed for 178 employees out of 404 employees about IUCF of 35 universities in nationwide. In order to examine the power of influence that leadership types of leader how to improve organizational effectiveness on IUCF, leadership types were classified with transformational leadership(TFL), transactional leadership(TAL), coaching leadership(CL) and servant leadership(SL) as independent variables and job satisfaction(JS), organizational commitment(OC) and self efficacy(SE) as a dependent variables. The results are following; first, job satisfaction and organizational commitment were affected by transformational leadership, transactional leadership and coaching leadership. second, self-efficacy was not statistically significant for power of influence that affected by transactional leadership and servant leadership. third, the employees of UICF in connection with self-efficacy were only weak affected by transformational leadership and coaching leadership. fourth, job satisfaction, organizational commitment and self-efficacy as the three dependant variables were not utterly influenced by servant leadership.

• Knowledge Management Research
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• v.10 no.3
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• pp.133-152
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• 2009

The purpose of this study is to enhance an understanding of employee's OCB(organizational citizenship behavior) in manufacturing innovations like a TPM(total productive maintenance). OCB is examined as a dependent variable in three dimensions; compliance behavior, altruistic behavior, and innovative behavior. The six determinants of OCB are considered based on previous literature : organizational culture, team climate, transactional leadership, transformational leadership, job satisfaction, and organizational commitment. And the moderating effect of TPM on the relationships between OCB and determinants are examined. Data is collected through questionnaires and interviews from 684 employees in the Korean medium-sized manufacturing company that are conducting TPM. The result indicates that the important influencing factors of OCB are team climate, organizational culture, and job satisfaction. And the moderating effect of TPM on the relationships between OCB and job satisfaction is founded.

• Management & Information Systems Review
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• v.37 no.1
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• pp.55-74
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• 2018

China joined the WTO in 2001, and the Chinese market are growing at a rapid pace in the M&A Market. This Research is an Empirical analysis of China's leadership that subdivides leadership style and is an study on the effects of globalization on leadership and job satisfaction in the globalization as moderation variable. The significance of this study is to Refer to the direction of Chinese investments. This paper places emphasis on the change in Chinese organizational culture as a result of globalization and explores the influence of leadership on job satisfaction and turnover intention by using data from MBA students data of Wuhan City, 178 observations. And all of the data were analyzed using both the multiple regression analysis and the moderated regression analysis as well. Results of the empirical test are suggested as follow. First, transactional, transformational and servant leadership have a positive influence on job satisfaction. But it can't find the significant relationship between leadership and turnover intention. Second, there has a significant result that globalization on leadership is partially via the influence of job satisfaction. The result of the moderated regression analysis through the globalization as moderation variable is that globalization strengthens a positive influence on between transformational, emotional leadership and job satisfaction. On the other hand, In the case of this hypothesis that globalization will have mediating effect in the pathway between leadership and turnover intention, I expect that globalization strengthens a negative influence on turnover intention as dependent variable. But The result of the moderated regression analysis through the globalization as moderation variable is that globalization strengthens a positive influence on transactional, transformational, emotional and servant leadership.

• Journal of the Korean Society of Food Science and Nutrition
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• v.33 no.10
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• pp.1646-1652
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• 2004

This study is to help management of foodservices with the means of preparing a favorable food service environment which will likely improve employees' job satisfaction and present the plans for Quality leadership which are capable of effectively improving the aims of food service. Transformational leadership (4.08) that includes charisma (4.12), intellectual stimulation (4.12) and individual consideration (4.01) was more strongly observed by employees than transactional leadership (3.35) that includes contingent reward (3.99) and management by exception (2.70). According to employees' age, it was shown that individuals over 40 observed transformational leadership significantly more frequently than those below 30. When considering academic background, both transformational leadership and transactional leadership were more strongly observed in the group of lower education. When the type of employment was considered, contract workers showed higher individual consideration and contingent reward than regular workers. Also, when the consideration of working places was taken into account, employees who were employed by schools presented a stronger observance of transactional leadership than employees in industrial cooperation or hospitals. Employees, especially in schools, were more receptive to dietitians' contingent reward than hospital employees. Regarding age, dietitians below the age of 40 had stronger transformational leadership skills, but there was no significant difference in the case of transactional leadership. According to these items of leadership, dietitians over 40 felt stronger in management without exception. Relationship with co-workers was the highest among job satisfaction (3.84), coworkers (4.00), stability (3.60), autonomy (3.76). In the collective food service organization, there was a positive correlation between management expectations and the expectations of the dietitians' management styles and employees' job satisfaction.