• International Journal of Quality Innovation
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• v.6 no.3
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• pp.19-37
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• 2005

It is generally accepted that leadership is the foundation for creation of a company's business results. However, empirical evidence is lacking. This paper examines the relationship between leadership and key performance results based on a Return on Leadership Model. The model links Denison's four leadership traits to people results, customer results, and ultimately key performance results. Further specified, the model is a structural equation model with nine latent variables, each measured by a set of indicators, observed by survey questions. To validate the model, an empirical study was conducted, and 379 managers from medium-sized and large companies in Denmark participated. The estimation of the model shows that the model structure explains return on leadership very well, and the findings support the developed model. We are able to quantify the relationships from leadership to people results, customer results and key performance results and, in this way, the data presented here provide evidence that leadership is linked to key performance results. Several results and applications of the model are shown. The findings provide new knowledge about how leadership can be linked to performance, and how excellent leadership creates key performance results.

• International Journal of Contents
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• v.15 no.1
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• pp.58-63
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• 2019

The objective of this study was to explore a specific method and strategy for 'Global Leadership Program Model' in order to enhance global leadership, which will emphasize the aspect of open mind and attitude toward diversity, cross-culture, communication, and global manner. This research explored the concept and characteristics of global leadership and competency based education, and analyzed effectiveness of satisfaction and participation on global leadership programs implemented in K University and analyzed the learners' recognition on the experience. Also, the research integrated the values of global leadership with the strategies of competency-based education, and finally developed 'Global Leadership Program Model'. As a result, 'Global Leadership Program Model' might be able to help students use knowledge and skill in various contexts, and serve in the community with responsibility. It is expected that students could be facilitated to perform task and role communicating with others, and they might know exactly what learning outcome they are required to establish and what standard is used to evaluate the performance, so that this environment might motivate them and encourage them to follow the learning process more effectively.

• International Journal of Advanced Culture Technology
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• v.7 no.2
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• pp.42-51
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• 2019

This study tests the applicability of concepts of integrated leadership-in-government and follower happiness in South Korea and then comes up with implication and limitations on the applicability based on the study of Mathias et al. (2018). The study adopts eight leaderships: accountability, rule-following, political loyalty, network governance, task-oriented, relations-oriented, change-oriented and diversity-oriented leadership that Mathias et al. (2018) employ from Fernandez et al. (2010) and Tummers and Knies (2016). We also select job satisfaction and self-perceived performance to measure follower happiness depending on Mathias et al. (2018). According to the analytical results, it shows that accountability leadership, network governance leadership, task-oriented leadership, relations-oriented leadership, and change-oriented leadership have positive influences on follower happiness measured. Based on the analytical results, this study suggests implication and limitation on the applicability of the link between integrated leadership and follower happiness in comparison to the results from Mathias et al. (2018).

• Journal of the Korea Safety Management & Science
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• v.25 no.2
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• pp.59-69
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• 2023

Previous works on safety behavior have paid less attention to the influence of several leadership styles on safety behavior. Among the various leadership styles, I focus on the effect of coaching leadership on safety behavior. To be specific, this paper investigates the impact of coaching leadership on safety behavior and its underlying mechanisms (mediator) as well as contextual factor (moderator). This research examines the sequential mediating effect of perceived organizational support and organizational identification in the association between coaching leadership and safety behavior. Also, work overload will negatively moderate the coaching leadership-perceived organizational support link. My results showed coaching leadership increases employee safety behavior through the sequential mediation of perceived organizational support and organizational identification. In addition, work overload functions as a negative moderator which diminishes the positive effect of coaching leadership on perceived organizational support.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.12
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• pp.8424-8436
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• 2015

This research recognizes the importance of the study on leadership for the management of enterprises. Among the financial institutes, the employees at the banks were targeted in this study to empirically analyze the effects of superiors' leadership (transformational leadership, transactional leadership, and servant leadership) on the subordinates' self-leadership and organizational effectiveness (organizational commitment and organizational citizenship behavior). In particular, this study analyzed the influencing relationship between the superior's leadership style and the subordinates' self-leadership, to identify the leadership style most suitable for enhancing the subordinates' self-leadership and to further determine if it can lead to the enhancement of organizational commitment and organizational citizenship behavior. The employees at approximately 50 branches of domestic large corporate banks located in Seoul and Gyeonggi area were targeted, and the survey was conducted in the form of self-response questionnaire. The statistical analysis was conducted on a total of 338 valid data by using structural equation modeling analysis. The result of the analysis was as follows. The transformational and servant leadership of the superior had a positive effect on the self-leadership of the subordinate, and transactional leadership did not show a significant effect. Furthermore, self-leadership was shown to have a positive effect on organizational commitment and organizational citizenship behavior.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• Korean Parent-Child Health Journal
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• v.7 no.2
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• pp.97-110
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• 2004

Purpose: This study investigates the degree of self-leadership and self-care in primigravida and multigravida. Method: For this study, the questionnaires were given to 90 primigravida, 95 multigravida who visit woman hospital in Taegu and collected during the period from 16th February to 26th March, 2004. Data were analyzed by SPSS Wins. Result: The degree of self-leadership and self-care in primigravida was higher than multigravida. The comparison of self-leadership and self-care by the demographic characteristics between primigravida and multigravida were as follows; there was statistically significant difference according to education in self-leadership; age, education, religion, occupation, economic status and type of family in thought self-leadership; age, religion and occupation in self-care. The comparison of self-leadership and self-care by the obstetric characteristics between primigravida and multigravida were as follows; there was statistically significant difference according to frequency of abortion in self-leadership, self-management and natural reward; frequency of abortion, period of pregnancy and attending of childbirth education in thought self-leadership; frequency of abortion and period of pregnancy in self-care. Conclusion: Primigravida in self-leadership and self-care would have higher than those of multigravida. Further study needs to be done to identify in primigravida and multigravida. Also it should be developed self-leadership promoting programs for multigravida.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.26 no.2
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• pp.8-30
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• 2018

The purpose of this study was to investigate the relationship between empowering leadership, directive leadership, safety communication, and safety behavior. Also, we examined whether safety motivation had a moderated mediating effect on this relationship. We collected the surveys from 343 combat pilots of the Republic of Korea Air Force for the analysis. Our structural equation modeling analysis revealed that there was a positive relationship between empowering leadership and safety behavior, and safety communication fully mediated the relationship. However, there is no relationship between directive leadership and safety behavior. Also, our results showed that safety motivation moderated the relationship between empowering leadership and safety communication, but not the relationship between directive leadership and safety communication. Furthermore, the relationship between empowering leadership and safety behavior through safety communication varied significantly with the degree of safety motivation, such that the higher the safety motivation, the higher the impact of empowering leadership on safety behavior through safety communication. Finally, we discussed the implications of these results, study limitations, and practical suggestions for future research.

• Korean Journal of Human Ecology
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• v.10 no.2
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• pp.153-163
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• 2001

The purpose of this study was to find the relationship between the leadership type of the chief and the occupational satisfaction of a teacher as well as the desirable type to fullfill the educational purpose of pre-school institutes. The subject of this study were 191 teachers in private pre-school institutes. Halpin's "Leadership Behavior Description Questionnaire" and Paula Jorde Bloom(1989)'s "Early Childhood Job Satisfaction Survey" have been modified and used for this study. The results are as follows: First, the leadership types of the chief teacher is recognizing can be classified into effective leadership, initiating structure, consideration, and ineffective leadership. Second, in regard to the occupational satisfaction of teachers they are satisfied with occupation itself and relationship between people rather than pay, social stability, and the environment of working. Third, the relationship between the leadership types of the chief and the occupational satisfaction shows the meaningful difference and consideration among the leadership types indicates the higher satisfaction of teachers. On the other hand, the type of ineffective leadership shows the lower satisfaction. As a result, the type of leadership of consideration contributes to the satisfaction rather than the types of leadership such as effective, ineffective, and initiating structure.

• International Journal of Contents
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• v.8 no.1
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• pp.95-99
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• 2012

Interior design companies in Seoul, Korea, senior level designers-designers shared leadership model has not been implemented by the design management. The whole interior design companies are worked each by a leadership team consisting of senior level designers, contractors and designers, being accountable for company, workers, and budgets. The results for workers' opinion in leadership positions were evaluated. All 154 leading workers of all professional teams were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new shared leadership model. The response rate was 96.2%. After all, the leading workers were satisfied with the shared leadership model both in their own designing practice and in general. Non-design workers were comprehensively more in favor of quite a few aspects of shared leadership than senior level designers, but even the latter reported to be generally satisfied. However, both professional teams estimated leading positions to be only modestly attractive. The consequences yield some evidence that the transform from traditional leadership models to the senior level designers -designers shared leadership model may have advantages in the management of interior design companies. Furthermore, there is a need for greater clarity about precisely what we mean by shared leadership and also a deeper exploration of potential challenges arising from shared leadership models if we are to try to come to terms with their practice.