• Korean Journal of Social Welfare
• /
• v.56 no.3
• /
• pp.303-325
• /
• 2004

This study investigated subtypes of men who batter, and explored the differences among them. It was based on 217 subjects from all around the nation who received legal punishment. In the analysis of the typology, we specifically tested whether the Holtzworth-Munroe and Stuart proposed typology was verified. The results of the cluster analysis revealed support for their theoretical distinction for three types of abusers. These results imply that Holtzworth-Munroe and Stuart's batterer typology is applicable to Korean batterers to some degree. Type 1 men demonstrated the lowest levels of physical and psychological abuse toward their wives and were the least likely to have had a history of child abuse or alcohol problems. These men had lower MCMI scores and did not show any extraordinary personality traits. Men in this category were violent only against their wives, had relatively liberal sex role attitudes and had the most satisfaction in their intimate relationships. Type 2 men were violent only at home, using a moderate level of violence. These men had very high levels of dependency on others and showed a borderline, avoident or passive-aggressive personality. The amount of alcohol consumption was similar to Type 1, but scores of jealousy, self-esteem, and attitudinal variables were similar to Type 3 men. They lacked assertiveness skills and reported the least marital satisfaction. Type 3 men used the most severe violence and were violent both inside and outside the home. These men showed signs of antisocial and aggressive personality. They had experienced frequent physical abuse during childhood, were the most likely to abuse alcohol and had lower self-control. Type 3 were the most traditional in their views of women's roles and had attitudes supporting violence. Based upon the study findings, practical implications of enhancing treatment efficacy were considered.

• The Journal of Korean Philosophical History
• /
• no.23
• /
• pp.129-154
• /
• 2008

This essay is a landscape of core values and relevant evidences about Creative Leadership in order to make sketches of Korean-style leadership framework. Glancing through this work, you can smell the distinctions of Korea creative leaders, particularly, in the aspects of procommunity pragmatism and ordinary innovation. Most Korea creative leaders were social mentors and masters who had enlarged their influences from the individual domain to social area in all the dimensions of human life. At the individual stage, the Creative Leadership suggests 'Jungki(正己)' as a core value of themselves, which is materialized as such competencies as self-assertiveness, observation and experimentation, and strong inquiry. Because most of them were technical masters dealing with new methodology and new knowledge including alchemy, medicine and weapons, the creative leaders show us very unique core values and competencies in the life sequences of the individuation, relationship, organization and community unlike other Korean-style leaderships and global practices. You can taste and compare these things: 'Kihyulsangtong(氣血相通)' as a core value and respect- for- others, style analysis, persuasion as core competencies in the stage of relationship, nextly, 'Suhshi(授時) & Jungeum(正音)' as a core value and coordination and adjustment, teamwork as core competencies in the stage of organization, finally, 'Hunmin(訓民) & Hwalin(活人)' as a core value and vision-building, social benefiting, ordinary innovation as core competencies in the stage of community. The value of this study is focused on the construction of Korean-style leadership framework based on the Creative Leadership through vivid stories about great leaders in our history.

• The Journal of the Korea Contents Association
• /
• v.13 no.12
• /
• pp.309-320
• /
• 2013

The purpose of this study was to examine the effectiveness of interventions for improving the social skills for people with schizophrenia by using method of meta-analysis. For the purpose of the study, master's theses, doctoral dissertations, and journal articles published in korea up to July, 2013 were systematically reviewed. As a result, a total of 22 studies were eligible for the inclusion criteria. The mean effect sizes and test for homogeneity of effect size(Q-statistic) were analyzed by using Comprehensive Meta-Analysis software 2.0. The main findings of the study were as follows. First, the average effect sizes for total social skill training programs were ES=0.838 of interpersonal capacity, ES=0.782 of social behavioral skills, ES=0.601 of self-assertiveness skills, and ES=0.293 of symptoms. Second, by analysing the moderate variables of the effect size for social skill training programs, 'a place of training', 'a major of trainer', 'running times' and 'sessions' were statistically significant. Based on the study results, the research and practice implications were discussed.

• Journal of Korean Academy of Nursing Administration
• /
• v.6 no.3
• /
• pp.333-345
• /
• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• The Korean Journal of Elementary Counseling
• /
• v.10 no.2
• /
• pp.185-201
• /
• 2011

The purpose of this study is to reveal and confirm the factor structure inherent in the Korean inventory of peer relationships(KIPR; Sang-Hwang Hong, et al., 2009) in order to strengthen the interpretive usefulness of the test. For this purpose, the inventory was administered to the total of 616 children in the fourth through sixth grades in three elementary schools located in Gyungnam area, and the data from 578 of them were analyzed. The results of the study can be summarized as follows. First, as a result of the exploratory factor analysis of 3-factor and 4-factor models, the 3-factor model was found to be more appropriate. In the 3-factor model, the factor 1 is named "Lack of Self-Confidence and Social Withdrawal" as it consists of such circumplex scale items as Non-Assertiveness (C5), Social Avoidance (C4), the Cold (C3), and Too Submissive (C6). The factor 2 is named "Too Aggressive and Controlling" and consists of items Too Controlling (C1) and Hard to be Supportive (C2). The factor 3 is named "Too Caring" and consists of items Too Responsible (C7), Over Involvement (C8), and Too Submissive (C6). Second, as a result of the confirmatory factor analysis, the 3-factor model, in comparison to the 4-factor model, was found to better reflect the collected data(RMSEA=.054), its goodness of fit was not satisfactory but within the acceptable range(CFI=.786), and its power of simplicity and clarity was also adequate(PCFI=.733). In the current study, through the exploratory and confirmatory factor analyses of scores from the Korean inventory of peer relationships circumplex scales, scales within the peer relationship circumplex model that are near each other and are highly correlated were confirmed to be grouped together as same factors. I believe the main merit of the study lies in the above result having provided the necessary foundation for forming the superordinate and representative scale that encompasses the eight circumplex scales, which enhances the test's interpretive usefulness.