• 산업융합연구
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• 제8권2호
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• pp.61-77
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• 2010

The purpose of this study is to examine the relationship between justice factors and organizational citizenship behavior through the role of leader-member exchange. It is expected that leader-member exchange was mediated on the relationship between justice factors and organizational citizenship behavior. According to this result. leader-member exchange mediate between justice factors and organizational citizenship behavior, also justice factors direct effected to organizational citizenship behavior. Resultingly organizational citizenship behavior effected on justice factors and leader-member exchange. And mediated effect of leader-member exchange was positively related to between justice factors and organizational citizenship behavior As a result, this study is to be more useful to manage employees in organization.

• 간호행정학회지
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• 제10권1호
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• pp.97-107
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• 2004

Purpose: This study aims to secure basic data required to enhance the organizational efficiency as increasing the organizational citizenship behavior of nurses through identifying the influence of leader-member exchange and organizational commitment en organizational citizenship behaviors in nursing organization. Method: The subjects of this study were 352 nurses. Data was collected using structured questionnaires for 15 days from 10 to 24 April 2003. Result: According to the analysis on the influence of leader-member exchange, organizational commitment and general characteristics on organizational citizenship behaviors, the organizational commitment, leader-member exchange and tenure of office had significant influences, as 23.0%, 30.2% and 31.3%, respectively. Conclusion: It is required to increase the organizational commitment and to enhance leader-member exchanges for the purpose of inducing the organizational citizenship behaviors. Furthermore, it is also necessary to develop the strategies through development of medical environment and clinical carrier experiences for self-development of member based en long-term tenure of nursing organization

• 디지털융복합연구
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• 제18권2호
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• pp.313-321
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• 2020

본 연구는 중소병원 간호사의 소명의식, 회복탄력성, 리더-구성원 교환관계 및 간호업무환경 간의 관계를 파악하여 간호사의 인력유지관리 프로그램 개발의 기초자료를 제공하고자 시도되었다. 중소병원 간호사를 대상으로 구조화된 설문지를 통해 조사하여 자료를 수집하였다. 연구결과 소명의식은 회복탄력성, 리더-구성원 교환관계, 간호업무환경과 정적 상관관계가 있었으며 회복탄력성은 리더-구성원 교환관계, 간호업무환경과 정적 상관관계가 있었다. 리더-구성원 교환관계와 간호업무환경도 정적 상관관계가 있었다. 이에 중소병원 간호사의 개인적 측면에서 소명의식과 회복탄력성을 높일 수 있는 동기부여 프로그램을 개발하는 것이 필요하다. 또한 조직적 측면에서 리더-구성원 교환관계와 간호업무환경을 개선하기 위해 병원 관리자의 지속적인 리더십 강화프로그램이 필요하다.

• 기술혁신연구
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• 제13권1호
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• 대한안전경영과학회지
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• 제18권2호
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• pp.73-81
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• 2016

In manufacturing company, safety is a important issue because it can cause many cost and problems of company. So reduce safety accident can increase manufacturing company's productivity. Safety accident has close relationship with employee's behavior, which is 'safety behavior'. In this study, researcher try to find out role of leader-member exchange and employee's job commitment effect on safety behavior in manufacturing company. A total of 279 responses were collected from manufacturing company's employees. The result of this empirical study show us that leader-member exchange has positive effect on employee's job commitment and safety behaviot. And job commitment has positive effect on safety behavior. Base on this empirical result, researcher provide critics and manageric implication for manufacturing companies.

• The Journal of Asian Finance, Economics and Business
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• 제7권1호
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• pp.269-278
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• 2020

The study aims to verify the relationship between leaders' personality traits in leader - member exchange (LMX), and job performance. Hierarchical Regression Analysis was used to examines (a) how leaders' personality traits and LMX affect the influence of social capital on job performance and organizational citizenship behavior; (b) how perceived organization support (POS) can moderate the influences of LMX on social capital, in turn impacting job performance and OCB. Responses are employees in the service industry in Thailand, which consisted of 236 independent samples in 77 groups. Each group included at least one leader and 1-5 followers. The results show that there is a significant relationship between leader's personality traits, LMX and social capital. Leader with the higher level of conscientious, and agreeableness can always create good relations with their followers. The level of LMX are also related to social capital and both of these influence OCB and job performance. The moderating effect of perceived organizational support is also significant that POS can amplify the influence of LMX on social capital. Finally, the research findings show that perceived organizational support is one of the moderating factors in LMX exchanges. Followers perceived organizational support can amplify the influence of LMX on social capital.

• 한국응용과학기술학회지
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• 제40권4호
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• pp.906-912
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• 2023

본 연구는 필라테스 리더-멤버 간의 교환관계(TMX)가 직무성과에 미치는 영향관계를 밝히고자 2023년 4월 1일~7월 12일까지 커플자료 82팀(164명 : 리더 82명, 멤버 82명)을 편의표본 추출하여 다음과 같은 결과를 도출하였다. 첫째, 자기효과는 리더 교환관계가 높을수록 리더 직무성과도 높아지는 것으로 나타났고, 상대방 효과는 멤버 교환관계가 높을수록 리더 직무성과도 높아지는 것으로 나타났다. 둘째, 상대방효과는 리더 교환관계가 높을수록 멤버 직무성과도 높아지는 것으로 나타났으며, 자기효과는 멤버 교환관계가 높을수록 멤버 직무성과도 높아지는 것으로 나타났다. 따라서 상호적 관계가 의존적 관계로 이어진다는 점에서 교환관계(TMX)에 대한 시스템적 요구가 반영된 결과라 볼 수 있다.

• 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.

• 디지털융복합연구
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• 제13권9호
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• pp.149-159
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• 2015

본 연구는 융 복합 시대의 리더 감독 유형이 조직구성원의 창의성과 직무몰입에 어떠한 영향을 미치는가를 밝히고자 하는데 그 목적이 있다. 또한, 이들 변수간의 관계에서 리더-구성원 교환 관계가 어떠한 조절역할을 하는가를 동시에 밝히고자 한다. 이러한 목적을 달성하기 위해, 리더 감독 유형의 주요 요인들을 선행연구를 통해서 도출하였다. 분석결과는 다음과 같다. 첫째, 리더 감독 유형의 지원적 리더와, 통제적 리더는 조직구성원의 창의성에 각각 다른 영향을 미치는 것으로 나타났다. 둘째, 조직 구성원의 직무 몰입에도 같은 결과로 나타났다. 셋째, 리더-구성원 교환관계의 조절효과는 리더 감독 유형의 두가지 모두 창의성과의 관계를 조절하는 것으로 나타났다. 넷째, 리더 감독 유형의 통제적 리더와 직무몰입의 관계에서 리더-구성원 교환관계가 조절효과를 가지는 것으로 나타났다. 이러한 연구 결과는 이론적 실무적으로 기여하는 바가 클 것으로 사료된다.

• 한국콘텐츠학회논문지
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• 제18권11호
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• pp.594-610
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• 2018

본 연구에서는 임파워링 리더십이 리더-구성원 교환관계(LMX: Leader-Member Exchange), 리더신뢰, 역할 내 행동에 미치는 영향을 살펴보고, 임파워링 리더십과 역할 내 행동의 관계에 있어서 LMX와 리더신뢰의 매개역할을 검증하였다. 양산, 울산, 경주의 중소기업 종사자를 대상으로 설문조사를 하였으며 289명을 대상으로 자료를 수집하였다. 전반적인 기술통계분석과 탐색적 요인분석을 위해 SPSS 18.0을 사용하였다. AMOS 18.0을 사용하여 연구변수의 타당성을 파악하기 위한 확인적 요인분석과 연구가설을 검증하고자 공분산 구조분석을 실시하였다. 연구결과 첫째, 임파워링 리더십은 LMX, 리더신뢰에 유의한 영향을 미치는 것으로 나타났다. 둘째, 임파워링 리더십은 역할 내 행동에 유의한 영향을 미치지 않는 것으로 나타났다. 셋째, LMX은 리더신뢰와 역할 내 행동에 유의한 영향을 미치는 것으로 나타났다. 넷째, 리더신뢰는 역할 내 행동에 유의한 영향을 미치는 것으로 나타났다. 마지막으로 임파워링 리더십과 역할 내 행동 간의 관계에서 LMX와 리더신뢰가 매개역할을 하는 것으로 나타났다. 본 연구 결과에 근거하여 조직구성원의 역할 내 행동을 높이기 위해서 리더의 임파워링 리더십을 통한 LMX과 리더신뢰를 강화시켜야 함을 시사하고 있다.