• Journal of the Korean Society of Safety
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• v.36 no.1
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• pp.36-43
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• 2021

Effective leadership in safety performance, such as safety leadership, has received attention as a factor that greatly affects safety performance in various high-risk industrial environments. Based on prior research, this study aims to analyze the impact relationship between safety leadership, safety observance, safety education, and safety culture to reveal the effectiveness of safety leadership. In addition, this study will examine the effects of safety leadership on safety observance and safety education to identify the effects of safety understanding. For this purpose, a survey was conducted with employees of an aviation manufacturing company in Gyeongnam. For verification, a positive factor analysis, correlation analysis, and structural equation analysis were conducted using the AMOS 21.0 program. This study's findings show that, first, safety leadership has a positive and significant impact on safety observance and safety education. Second, safety leadership was found to have a direct impact on organizations' safety culture. Third, although safety observance has significant positive effects on safety culture, safety education has often been rejected. Finally, after verifying the control effect of safety understanding, this study uncovered the presence of an adjustment effect in the effect of safety leadership on safety observance. Therefore, based on the results of this study, theoretical and practical implications suggest that through the exercise of safety leadership, managers can improve their organizations' safety culture by increasing organizations' compliance with safety observance and/or acceptance of safety education.

• Journal of Korean Academy of Fundamentals of Nursing
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• v.19 no.4
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• pp.511-518
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• 2012

Purpose: This study was done to identify the relationship of family function, self-efficacy and self-leadership, and to identify factors affecting self-leadership in adolescents. Method: Sampling was done using a convenience sampling method and 779 adolescents were recruited between June 4 and 15, 2012. Data were collected using self-report questionnaires which included general characteristics, family function, self-efficacy and self-leadership. Data were analyzed using descriptive, t-test, one way ANOVA, Scheffe test, Pearson correlation coefficient, and stepwise regression analysis with SPSS/WIN 19.0. Results: The major findings of this study were as follow; 1) There were significant relationships between self-leadership and family function (r=.36, p<.001), and self-efficacy (r=.51, p<.001). 2) Self-leadership was significantly associated with self-efficacy (${\beta}$=.42, p<.001), family function (${\beta}$=.20, p<.001), satisfactory relationships with teachers (${\beta}$=.12, p<.001), experience as a leader (${\beta}$=.10, p=.001), higher school records (${\beta}$=.17, p<.001), and medium school records (${\beta}$=.11, p=.001). These variables explained 40.4% of variance in adolescents' self-leadership. Conclusion: The results of this study indicate that there is a relationship between family function, self-efficacy and self-leadership in adolescents and that in developing intervention programs to promote self-leadership, in adolescents, these variables should be considered.

• Journal of Elementary Mathematics Education in Korea
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• v.16 no.3
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• pp.337-358
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• 2012

The purpose of this study is to find out the relation between co-cognitive factors, personal affective and characteristic features as the basis that prompts talented behaviors and leadership. The subjects of the study were 77 elementary mathematically gifted students attending at the gifted education center affiliated with University of Education in D metropolitan city and 110 elementary students in metropolitan city and provinces. The results of this study are as follows. First, elementary mathematically gifted students had higher levels than general students in every subdirectory of co-cognitive factors and the difference was statistically significant. Second, there was a difference between leadership of elementary mathematically gifted students and that of general students. Also, the level of gifted students' leadership was higher than the latter. Third, when it comes to the relation between co-cognitive factors and leadership, both of gifted students and general students showed positive correlation between subdirectory of co-cognitive factors and that of leadership. Consequently, development of co-cognitive factors will lead to improvement of leadership since co-cognitive factors positively influence on leadership. Therefore, it is desirable that co-cognitive factors are considered when developing a program for leadership.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.3
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• pp.197-208
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• 2016

The study showed that directional Shared Leadership and transformational Shared Leadership positively influences the relationship between Shared Leadership and interpersonal relationships in the view of organizational wellbeing. In addition, in the relationship between Shared Leadership and rewarding job experience of organizational wellbeing, three leadership types excluding directional Shared Leadership had positive effects. In addition, transformational Shared Leadership and empowering Shared Leadership had a positive impact on the relationship between Shared Leadership and organizational mood of organizational wellbeing. In the relationship between Shared Leadership and a sense of fulfillment in the view of organizational wellbeing, transformational Shared Leadership only had a positive effect. As is the case with the sense of fulfillment, the transformational Shared Leadership, of and itself, positively influenced the relationship between Shared Leadership and leisure of life of organizational wellbeing. A analysis of the study showed that transformational Shared Leadership has an impact on both organizational wellbeing and personal wellbeing. Transformational Shared Leadership helps set up mutual vision or strategies, or to challenge each other to enhance existing processes and procedures. On the other hand, directional Shared Leadership influences the interpersonal relations only, whereas transactional Shared Leadership impacts rewarding job experience only. Presenting clearer ideas on what to do to each other and sharing the reward for performance implies that the members of an organization can feel much more rewarded through job engagement.

• Journal of Convergence for Information Technology
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• v.10 no.2
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• pp.109-115
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• 2020

This study is for analyzing and verifying of impact and effect for undergraduate's leadership through the Servant Leadership curriculum. The Servant Leadership's lecture and period for this study has been done for 15th week, and 2 hours for each week. To verify the effectiveness of the Servant Leadership, we've composed 2 different groups and compared the results of the preliminary inspection and post-test, then analyzed the differences of the preliminary inspection and post-test with focusing on the research hypothesis. Statistical treatment of this study made use of the statistical program SPSS/WIN 22.0, and the method of analysis was done with factor analysis for validity verification of each factor. We used Frequency analysis like frequency and percentage about the generalities of the subject. Looking at the investigation of this research, the overalls such as the University Facilities, curriculum, professor and a school report was higher after training than before training the general programs, On the other hand, friendship and major got lower after training than before, but appeared no significant difference in the statistics. The whole leadership has appeared as heighten after education than before, through the servant Leadership's lecture Empowerment and personality were appeared as heighten after education than before, and Similarly on Human relations.

• Journal of Digital Convergence
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• v.14 no.3
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• pp.401-408
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• 2016

This study was an investigation of 379 people to analyze the relations between leadership and happiness recognized by university athletes. First, happiness of university athletes showed the highest score in smooth relationship with parents. And male athletes score higher than female athletes. Second, the sub-factors of achievement and self-acceptance of happiness have significantly correlated with all factors of leadership. In particular, self-improvement, goal-seeking, and influence are most highly correlated. And the religious influence was the lowest correlation. Third, achievement orientation of leadership factors affect all sub-factors of happiness and influence, and self-regulation has an effect to sub-factors of happiness. Fourth, flexible leadership, interpersonal understanding, teamwork and cooperation, orientation did not affect happiness.

• The Korean Journal of Franchise Management
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• v.7 no.1
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• pp.13-20
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• 2016

Purpose - In the past, the chain hotel chefs only serve food to their customers. However recently, the hotel chefs play a pivotal role in hotel including considering various customer preferences, safety and nutrition of food, and increasing profits through effective human resource management and inventory control. With the change of the chain hotel chef's' roles, pygmalion leadership, one of new leadership styles, focuses on the effect that leader's positive expectation let subordinates have motivation and more engage in work. This study investigates the effect of chain hotel chef's pygmalion leadership on leader trust and organizational trust. Research design, data, and methodology - This study was to investigate the structural relationships among chain hotel restaurant chefs' pygmalion leadership, hotel restaurant cooks' leader trust, organizational trust, and teamwork, and how leader trust and organizational trust play mediating roles in the relationship between pygmalion leadership and teamwork. In this model, pygmalion leadership includes 4 dimensions: Climate, Feedback, Input, and Output. Data were collected using self-administered questionnaire survey on cooks of Deluxe hotel restaurants located in Seoul and Gyonggi-Do. The samples for data analyses were 243 excepting unusable responses. Result - The findings can be summarized as follows: First, climate and feedback had a positive effect on leader trust, respectively. Second, feedback and output had a statistically positive effect on organizational trust, respectively. Third, leader trust had positive effects on organizational trust and teamwork. Fourth, organizational trust had a significant effect on teamwork. Conclusions - As a chain hotel chef treats his/her staffs sincerely, they will be more engaged in work by establishing trust in their leader. Ultimately, it leads to higher sales profit and customer satisfaction. In addition, a hotel can encourage chefs and other staffs to treat each other as if the student-instructor relations, not just commanding staffs. Then, cooks build up their trust to their leader and organization for its sustained growth and development, and the internal bond in organization including teamwork is strengthened. Therefore, to strengthen teamwork and organizational trust, there should be active communication, knowledge sharing, goal sharing, and cooperation between chefs and cooks.

• Journal of the Korea Convergence Society
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• v.8 no.7
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• pp.245-251
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• 2017

The environment of the food service industry is becoming increasingly complicated and unpredictable as modernization and industrialization become more and more common. Moreover, the development of the food service industry is rapidly changing due to the convergence of the inter-industry services. In this study, based on the high reliance on the human resources of the food service industry, it investigates relations of each component as integrated view through leadership, organizational performance, and organizational culture. In particular, the relationship between emotional/primal leadership and organizational performance(as job satisfaction and organizational commitment) was verified through mediating effects of organizational culture. The results of this study will provide an integrated perspective on the understanding and development of the food service industry structure, which requires the importance of human relations, and will help convergent thinking among various service industries.

• Korean Journal of Childcare and Education
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• v.7 no.4
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• pp.139-158
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• 2011

This study examined the relations between differentiation from family-of-origin, family-of-origin health and mothers' leadership. A survey was performed for 288 mothers with 5-year-old children who were enrolled in kindergartens and nursery schools located in Incheon and Kyunggi province. Data were analyzed by correlation and hierarchical regression. Results showed mothers' leadership was highly correlated with academic background of mothers, differentiation from family-of-origin and family-of-origin health. Second, academic background of mothers and family-of-origin health were explanatory variables for mothers' leadership.

• The Journal of the Korea Contents Association
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• v.21 no.10
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• pp.434-443
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• 2021

The purpose of this study is to analyze hotel chefs' perceptions of each type of leadership, to help improve teamwork and work efficiency through the improvement of job satisfaction and work skills by hotel cooks and the impact of leadership on human relations. In particular, by conducting Q methodological analysis on the subjectivity of the total chef's leadership type recognized by hotel chefs in vertical command systems according to the nature of the work in the hotel company. The analysis of leadership types showed that Type 1 (N=4): both transformative and servent leadership is a combination of preferences or non-preferences, Type 2 (N=4): transformative leadership preference, Type 3 (N=3): both transformative and non-preferred leadership. The leadership of the executive chef, recognized by hotel chefs, is believed to prefer leadership that is considered for individual situations that match each other's experiences and work skills (ability values) rather than uniform leadership such as transformational or servent leadership. Along with the theoretical discussion of Q methodology, the leadership type is explained, and based on the subjectivity research analysis method of Q analysis, the subjectivity of hotel chefs will be identified in various ways and new leadership will be presented.