• 한국전자거래학회지
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• 제4권1호
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• pp.117-143
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• 1999

As information technology becomes an increasingly intrinsic part of business operations and it's use has grown more widespread and ingrained, the demand for study on the CIO's leadership increases.. This study was accomplished to analyze the effect that CIO's transformational and transactional leadership have on leadership performance in pursuit of the ideal leadership required of CIO. The study results reveal the followings. First, CIO's transformational. transactional, and laissez faire leadership is statistically related with leadership performance. Especially, the transformational leadership was more correlated with leadership performance than transactional leadership. Second, leadership performance both of transformational leader and transactional leader was higher than than of laissez faire leader. But leadership performance between transformational leadership and transactional leadership was not statistically significant. Third, many CIOs turn out to possess both transformational and transactional leader's trait, and therefore, the subjects were categorized into the three groups such as: purely transformational leaders, purely transactional leaders, and transformational-transactional leaders. The result shows that leadership performance was high in order of transformational-transactional leader, purely transformational leader, and purely transactional leader. It reveals that leaders possessing both transformational and transactional leadership were more acceptable than the others to the subordinates.

• 지식경영연구
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• 제14권3호
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• 한국병원경영학회지
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• 제12권3호
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• pp.68-95
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• 2007

This research is designed for studying between transformational leadership and behavior of subordinate. We took a practical analysis with conception of leader acceptance to search function between transformational leadership and self-efficacy. For practical proof of this research, we look hypothetical inspection with collected data after posing a question with medical Staff of 459. The practical analysis of this research is as below. First, We could know that transformational leadership affect partially positive effect to self-efficacy of subordinate. That is, as a result for researching into the influence of subordinate to self-efficacy, setting each element which forms transformational leadership as hypotheses, charismatic behavior and intellectual stimulation of leader's have an positive effect on self-efficacy of subordinate. However, there is no relation between individualized consideration and self-efficacy of subordinate. Second, we analyzed effect of subordinate's acceptance of leader between transformational leadership and acceptance degree of leader, we could know that all of them which is Two subordinate purpose of transformational leadership have a controling effects as there must be existed differences on self-efficacy before and after interaction. It is also another suggestion of this research to provide a clue to next research which is related with the importance of acceptance and it, conception, because we find the fact there could be existed the difference according to acceptance degree of leader.

• 한국항공운항학회지
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• 제19권1호
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• pp.58-65
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• 2011

The purpose of this study is to describe upon the most effective leadership stlyes for Airlines based on the transformational and transactional leadership that Bernard M.Bass proposed. The outcome of leadership treated here will be employee's extra efforts, employee's satisfaction with the leader, the effectiveness of the leader, involvement by employees in the organization, and management outcomes perceived by employees. The result of correlation showed that transformational leadership factors had positive impacts on the outcomes of leadership, but the transactional leadership had a negative impact on outcomes of leadership. According to results of multiple regression analyses, transformational leadership had a grater positive impact on outcomes of leadership than did transactional leadership. Transformational leadership is expected to promote and enhance the effectiveness of the hotel leaders, as well as the airline employee's extra effort, their satisfaction with the leader, involvement in the organization, and their perception of management outcomes. It is imperative that the airline industry continues to develop transformational leader.

• 한국콘텐츠학회논문지
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• 제15권10호
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• pp.400-412
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• 2015

본 연구는 ICT기업에서 창의성에 대해 구성원들이 느끼는 변혁적 리더십의 효과를 검증함과 동시에 리더의 감성지능의 조절효과 및 조직신뢰의 매개역할을 검증하였다. ICT기업의 구성원을 대상으로 한 실증분석 결과, 첫째, 리더의 변혁적 리더십은 구성원들의 창의성에 유의미한 정(+)의 영향을 주었다. 둘째, 리더의 변혁적 리더십은 구성원들이 지각하는 조직신뢰에도 긍정적인 영향을 주었다. 셋째, 조직신뢰 역시 구성원들의 창의성에 유의미한 정(+)의 영향을 주었다. 넷째, 변혁적 리더십과 창의성의 관계에서 조직신뢰의 매개역할을 보이지 않았다. 마지막으로 리더의 감성지능은 변혁적 리더십과 창의성의 관계에서 조절역할을 보였다. 즉, 변혁적 리더십과 창의성의 긍정적인 관계는 리더의 감성지능이 높은 집단이 그렇지 않은 집단에 비해 높게 나타났다. 마지막으로 결론을 통해, 본 연구의 시사점과 한계점 및 향후 연구방향을 제시하였다.

• 한국콘텐츠학회논문지
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• 제11권4호
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• pp.361-377
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• 2011

본 연구는 변혁적 리더십의 선행변수, 성과변수 그리고 조절변수간의 통합적 관계를 실증적으로 분석하였다. 변혁적 리더십의 선행변수로는 자기 효능감과 외향성을 정하고, 조절변수로는 조직문화로 정하였다. 그리고 성과변수로는 최근에 기업에서 강조하고 있는 혁신행동으로 설정하였다. 이를 위하여 선행변수가 변혁적 리더십에 미치는 영향과 변혁적 리더십이 혁신행동에 어떠한 영향을 미치는지, 그리고 변혁적 리더십과 혁신행동의 관계를 위계지향과 성취지향 조직문화가 조절효과를 가지고 있는지를 알아보고자 하였다. 실증검증을 위하여 다양한 자료원을 통해 자료를 수집하였다. 최종 연구에 사용된 데이터는 조직 내 팀장급 리더 221명과 리더 각각의 하급자 2명으로 부터 얻은 설문지 442개 모두 221세트의 총 663개이다. 이 데이터를 통해 가설 검증을 위하여 공변량 구조분석(SEM)을 실시하였다. 가설을 검증한 결과, 리더의 자기효능감이 높아질수록 변혁적 리더십도 높아지는 것으로 나타났으나, 리더의 외향성은 변혁적 리더십에 유의한 영향을 미치는 것은 아닌 것으로 밝혀졌다. 그리고 변혁적 리더십은 혁신행동에 유의한 영향을 미치지만 위계 지향적 문화와 성취 지향적 문화가 변혁적 리더십과 혁신행동의 관계를 조절한다는 가설은 지지되지 않았다.

• 대한간호학회지
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• 제36권2호
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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.

• 간호행정학회지
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• 제3권1호
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• pp.5-15
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• 1997

Today's rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today' s time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses of 5 General Hospital. Data for this study was collected from Sep. 20 to 29 by Bass' MLQ Questionnaire. The data was analyzed by frequency, percentage, one-way ANOVA. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives, mid-level nurse administrators as perceived by their immediate subordinates were statistically significant(P<.05). The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators. The transactional scores of nurse administrators were lower than transformational ones, which is a desirable findings. The result of this study, the mid-level nurses administrators were perceived as the highest transformational leader by their subordinates. The nurse executives received the lower transformational leadership scores than mid-leval administrators. These results were opposit to the previous studies. Leader can aspire to these qualities of transformational leadership, building on the more traditional transactional dimensions. We can think that transformational leadership suggests a direction for developing a creative and rewarding approach to the leadership of professionalnursing practice environments. More research on transformational qualities in nursing service and controlled designs would be desirable for nursing service administration.

• 한국조리학회지
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• 제15권3호
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• pp.69-82
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• 2009

본 연구는 리더십, 조직유효성, 신뢰의 관계 분석으로 리더에게 신뢰의 중요성을 나타내기 위해 시도되었다. 저자는 4가지 연구가설을 세우고 가설증명을 위해 호텔 종사원들에게 설문지를 실시하였다. 본 연구는 리더십, 조직유효성과 호텔리더의 신뢰에 매개 역할의 관계를 분석했다. 리더십과 조직유효성 사이에서 신뢰는 부분매개 또는 완전 매개에 영향을 미치는 것으로 나타냈다. 이 결과가 미래에 호텔산업의 리더십 발전에 도움이 되기를 바란다.

• Journal of Information Technology Applications and Management
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• 제25권4호
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• pp.79-114
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• 2018

Although former scholarly studies mostly focus on exploring leadership effectiveness under the traditional hierarchical leader-subordinate relationship, the research of leadership performance for non-hierarchical organizational structures, particularly the mediating factors of higher-order goals, trust-in-leader, and self-efficacy have been ignored. This study, therefore, makes an attempt to ascertain the impacts of transformational leadership on the performance of subordinates through the mediating effects of higher-order goals, trust-in-leader, and self-efficacy and the differences of these effects in the context of multi-level marketing (MLM). Like the small-sample studies adopted by Barling, Weber, and Kelloway [1996], Barling, Slater, and Kelloway [2000] and Bass, Avolio, Jung, and Berson [2003], this study adopts a sample of 123 MLM distributors of an MLM company in Hong Kong, with a high response rate of 80.4%. The results indicate that the mediating effect of self-efficacy between transformational leadership and performance is significant under non-hierarchical organizational structures such as MLM in China.