• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.97-122
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• 2010

This research investigated the effect of leadership on organizational effectiveness in the public hospital. As a result of multi-regression analysis based on the data of 384 employees in 5 public hospitals in Korea, transformational leadership positively affected organizational commitment and job satisfaction. Transformational leadership had a significantly negative effect on turnover intention. Transactional leadership had a significantly positive relationship with organizational commitment and job satisfaction. This study has means that was first analysed relationship between the leadership style and organizational effectiveness of public hospital in Korea. The difference that demographic variables have on organizational commitment, job satisfaction, and turnover intention examined. Variables like gender and type of occupation have a significant difference.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.583-593
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• 2021

The purpose of this study was to examine the relationship between transformational leadership and organizational performance with readiness to change and empower knowledge sharing quality as mediating variables. The survey was conducted by collecting the respondents' data by filling up forms which were designed using the google form application and collecting it using WhatsApp. This was performed on 400 respondents, encompassing employees from the National Agency of Drug and Food Control in Indonesia. The research model adopted was validated using Structural Equation Modeling technique with AMOS tool. The findings showed transformational leadership as a significant predictor of readiness to change and it proved relevant in empowering knowledge sharing quality, which in turn affects organizational performance. Furthermore, the effects of both two mediating variables was also examined, and only readiness to change significantly influenced the relationship between predictors of transformational leadership and organizational performance. The findings of this study showed the need for transformational leaders as the research focused on understanding the differences in employee character. This is required to encourage better performance by empowering quality knowledge dissemination mechanisms, with continuous in-house training activities. Therefore, the model adopted in this research and the hypotheses prove the direct effect of transformational leadership on organizational performance, achievable through the mediating role of readiness to change.

• Health Policy and Management
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• v.16 no.3
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• pp.1-18
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• 2006

The organizational effectiveness of hospital in various environmental fluctuations is a large and complex problem. Hospital CEO leadership characteristics may be a critical determinant of employees' job satisfaction and turnover intention. Several empirical studies on transformational leadership found that transformational leadership behaviors were positively related to workers' job satisfaction and turnover intention. Very little research related to this subject has been done in health care settings in Korea. The author explores the relationship between hospital CEO leadership style and its effect on job satisfaction and turnover intention among the all staffs of general hospital. The relationship of hospital CEO leadership style to employees' job satisfaction was investigated using the Bass's leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire(MLQ) and the index of job satisfaction and turnover intention were completed by 493 hospital employees(doctors, nurses, hospital administrators, technicians, and assistants). The findings show a similar trend to the previous studies. Hospital CEO leadership behaviors and employee outcomes were significantly correlated. Correlations showed a significant positive relationship between those hospital CEO exhibiting a transformational leadership style and the job satisfaction of their staffs. The results of multiple regression analysis indicate that the effect of charisma in transformational leadership behaviors is more higher than other variables. Transformational leadership style may be a more effective strategy and have a greater effect on staff outcomes, attitudes and behaviors. The findings of this study reveal implications for efficient hospital management and the importance of understanding relationship between hospital CEO's leadership style and subordinate behaviors in the context of CEO's desirable role and function for hospital strategy planning and future direction.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.282-289
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• 2016

This study examined the mediating effects of social capital between transformational leadership and organizational commitment in hospitals nurses'. The survey was conducted with 244 nurses working in a general hospital. The data was collected with the transformational leadership, social capital and organizational commitment and analyzed using the SPSS/WIN 21.0 and Amos 18.0. A positive relationship was observed between transformational leadership, social capital, and organizational commitment; social capital had a partial mediating effect of a transformational leadership and organizational commitment. To increase the organizational commitment, mediating between the head nurse' transformational leadership and social capital is recommended.

• Culinary science and hospitality research
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• v.23 no.3
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• pp.186-195
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• 2017

The purpose of this research was to find the effect of leadership on organizational identification and organizational commitment in casino industry. Prepared questionnaires were distributed to 340 sample employees working in a domestic casino and then a total of 316 questionnaire were used for data analysis. This study was processed by carrying out internal consistency method, exploratory factor analysis besides frequency analysis, multiple regression analysis by using SPSS Win 19.0. The results of research are as follows: 1) transformational leadership had a positive effect on organizational identification. 2) Transformational leadership had a positive effect on affective commitment. 3) Transformational leadership and transactional leadership had a positive effect on continuance commitment. Therefore, this study suggests that transformational leadership is an important factor to raise the employees' organizational identification and affective commitment.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• Journal of the military operations research society of Korea
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• v.36 no.2
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• pp.125-141
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• 2010

This research is to review various theories on leadership and to apply the transformational leadership that is suitable for military organization to captains of small naval vessels. The research comprehends types and adaptability of the leadership of captains, analyzes problems of them, and suggests the more desirable ways to develop leadership. In order to achieve these objects of the research, positive analyses were conducted through research on various documentations and survey. The first procedure was to survey the status of leadership on mine sweeper prior to the education on transformational leadership. The second procedure is to survey the result of the education on transformational leadership. Also, in order to understand the difference among the controlling groups, random vessels were selected for surveying the effectiveness of the application of transformational leadership on the same period of time.

• Journal of Korean Academy of Nursing
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• v.36 no.2
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• pp.361-372
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• 2006

Purpose: This paper was conducted to examine the effects of transformational leadership behaviors, within the substitutes for leadership model(Kerr & Jermier, 1978). Method: Data was collected from 181 staff nurses in 3 general hospitals, with self-reporting questionnaires(MLQ developed by Bass, rd-SLS developed by Podsakoff, et at., and MSQ developed by Weiss, et al.). Descriptive statistics, factor analysis, Cronbach's alpha and moderated regression analysis were used. Result: 1) The transformational leader behaviors and substitutes for leadership each had correlations with job satisfaction. 2) The total amount of variance accounted for by the substitutes for leadership was substantially greater than by the transformational leadership behaviors. 3) Few of the substitutes variables moderated the relationships between the transformational leader behaviors and job satisfaction in a manner consistent with that specified by Howell, Dorfman, and Kerr(1986). Conclusion: The finding of this study suggest that leaders need to have a better understanding of those contextual variables that influence job satisfaction. Thus future research should focus attention on the moderating effects of substitutes, as well as the things that leaders can do to influence them. In addition, it may be good to examine the effects of substitutes on other criterion variables.

• Journal of Family Resource Management and Policy Review
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• v.11 no.1
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• pp.21-36
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• 2007

The main purpose of the current research was to induce the importance of manners through the relationship between the level of transformational leadership in the family and the degree of job satisfaction in workers. It also examined positive variants that can enhance the degree of job satisfaction. The data from 250 questionnaires were used for the final analysis. The main results of the present study are as follows: First, the level of transformational leadership in the family tended to be relatively low, although it was good at the intellectual stimulus leadership among the sub-dimension of the "Family Multifactor Leadership Questionnaire." Moreover, communication, status, and education level turned out to be most influential background variables. Secondly, the score for job satisfaction that is recognized by the workers appeared to be less than average. It seemed that relative comparison in the level of life, communication and education level were the most influential variables. Indeed, the result of stepwise regression analysis showed that transformational leadership made a comparatively high contribution to job satisfaction. Therefore, it is important to keep in mind that a worker's leadership development is a main source of maintaining job satisfaction.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.600-607
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• 2018

This study is designed to examine the effects of transformational and transactional leadership on organizational commitment. A survey questionnaire is used to gather the data while judgement sampling was utilized to choose the respondents. The results from the study indicate that transformational leadership is found to positively affect emotional and normative commitment respectively. Using multiple regression, it is also found continuance commitment is not related to transformational and transactional leadership. The study partially supports the model that perceived leadership affects organizational commitment. It is proposed that transactional leadership appears to be a more useful predictor of organizational commitment. Given the findings of this study, firms are provided with insights into how transformational and transactional leadership may contribute to managing workers' organizational commitment.