• 동아시아경상학회지
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• 제11권3호
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• pp.37-45
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• 2023

Purpose - This research contributes to the existing literature by shedding light on a unique intersection of creativity and leadership, carving out a niche that calls for further exploration. Thus, this study addresses the questions regarding how creative leadership manifests within the context of art education and what the distinct types of business leadership from applying creative leadership principles are in art education? Research design, data, and methodology - This research is made up of two stages to collect textual data from the literature. The first stage involves screening titles and abstracts to weed out studies that overtly lack alignment with the research's focus. The second stage involves a full-text review of the remaining studies to ascertain their suitability based on the research objectives. Result: There are four types of business leadership on Creative Leadership in Art Education, such as Visionary Artistic Leadership, Collaborative Expressionist Leadership, Adaptive Impressionist Leadership, Experimental Abstract Leadership, Experimental Abstract Leadership. Conclusion - The research could conclude that 'Visionary Artistic Leadership' offers practitioners a compelling strategy for igniting innovation within their teams and organizations. HR practitioners can foster a culture of daring creativity by encouraging leaders to embrace visionary thinking. To implement this style, HR professionals can nurture individuals strongly inclined towards innovative ideation.

• 지식경영연구
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• 제13권4호
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• pp.31-54
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• 2012

This study examines whether employees' legitimacy perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB). It also investigates whether CEO's visionary leadership can moderate this causal relationship. CSR legitimacy is defined in the current study as employees' personal beliefs about the appropriateness of corporate CSR activities. In fact, employees evaluate the appropriateness of CSR activity based on its consistency with corporate philosophy (e.g. corporate mission, vision, and values) which functions as employees' referencial belief structure. If CSR activity is perceived as one of firm's effort to fulfill its mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are congruent, employees will consider firm's CSR activity as legitimate. If, however, employees think that CSR activity is not congruent with firm's mission, vision, and values, which means that espoused theory and theory-in-use of CSR activity are inconsistent, they will perceive that CSR activity of their firm is not legitimate. In the current study, we propose that employees who perceive that the CSR activity of their firm is legitimate are more likely to engage in OCB. In addition, we hypothesize that CEO's visionary leadership can strengthen the positive effect of employees' perception of CSR legitimacy on their OCB. We tested these hypotheses with the sample of 383 employees from 32 companies listed on DJSI (Dow Jones Sustainability Index) Korea 2009. We employed the HLM (hierarchical linear modeling) program to decompose the multi-level random effects. We found that CSR legitimacy perceptions of employees increase employees' OCB and that CEO's visionary leadership moderates this relationship. We discussed implications of these findings in more detail.

• The Journal of Asian Finance, Economics and Business
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• 제7권12호
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• pp.455-464
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• 2020

As the millennials continue to mature and enter the workforce, it is important that employers understand what this generation expects from all aspects of their employment and leadership preferences in order to prepare them to be the next millennials leaders. The purpose of this research is to determine the generic attributes of the new millennial leaders in Malaysia. The survey is distributed among executives in the selected government-linked, multinational, and public-sector companies in Malaysia, with 237 (72%) of whom being millennials. Partial least square (PLS-SEM) via software SmartPLS 3.0 was applied to evaluate the measurement model and the structural model. Results from this study indicate that the attributes of the millennials leader are innovative (0.213), inspiration (0.128), and visionary (0.122). Thus, organization can focus on those attributes in preparing the millennials for being the next generation of leaders. This study offers important implications to researchers as well as practitioners, and highlights the leadership attributes that could help in enhancing millennials leadership. This study produces a new millennials leadership attributes model for millennials leaders in Malaysian companies; with millennials becoming the fastest-growing age groups in the organizations, this study will promote effective and efficient skills for the millennials.

• 한국산학기술학회논문지
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• 제11권8호
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• pp.2766-2773
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• 2010

지역과 국가의 경제발전을 도모하기 위한 사이언스 파크가 구축, 발전되고 있다. 대덕특구에 이어 대구와 광주, 그리고 세종시에도 사이언스 비즈니스파크(SBP)가 계획 중에 있다. 미국 리서치트라이앵글은 과거 50년의 경험과 향후 전략은 우리에게 매우 소중하며, 우리나라가 계획하는 세종, 대구, 광주의 세 지역과 다른 지역에도 많은 기여를 할 수 있다. 본 연구는 우리나라에서 준비 중인 사이언스 비즈니스파크의 핵심요인으로 연구역량과 인재, 지역의 리더십과 협력교류, 창의적 비즈니스 모델, 삶의 질 환경 등을 제시하고 이를 중심으로 고찰하고 있다. 각 지역내에 대학과 연구소의 역량을 높이고, 우수인재를 배출해야 한다. 장기간 리더십을 통해 SBP가 정착 발전하도록 하며, 산학연 협력의 기반을 제공해야 한다. 새로운 비즈니스 모델을 개발하여 지속적인 신제품을 개발하고 매출을 증대시켜야 한다. 글로벌 정주여건이 마련되어 외부에서 인재와 가족이 살고 싶은 지역을 만들어야 한다.