• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.769-781
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• 2020

This study attempts to examine the relationships between transformational leadership, learning orientation, firm innovativeness, and financial performance. Specifically, the moderating effect of learning orientation and firm innovativeness. The data collected from 606 SMEs in Thailand were evaluated using the structural equation modeling, typifying that quantitative research. The results revealed that transformational leadership had a positive effect on learning orientation. Similarly, transformational leadership had a positive effect on firm innovativeness. Further, the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of learning orientation. The results of the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of firm innovativeness. Transformational leadership and learning orientation to improve innovation within the organization, including organizations and leaders among themselves. Especially, innovative firms inculcate ideals of promise to learning, open-mindedness, and shared vision. Furthermore, practitioners can use the findings of this study when they perform their role of leaders to challenge creativity and innovation among followers. Finally, those developments would influence a procedure of evidence procurement, evidence distribution and shared explanation that escalations equally individual and administrative effectiveness owing to its influence going on products.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.12
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• pp.5786-5799
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• 2012

In this era of the knowledge-based economy, the most important issue that we faced is the management of the knowledge workers who is the main source of enterprise. There has been a big issue on the organizational commitment recently which is the idea of how much employees have a positive affection to the enterprise they work for and also how much time, knowledge and energy employees are willing to invest for their company success. Improving this concept would provide a meaningful implication in managing the knowledge workers. This research which is based on previous studies, it aims to control the effect on the organizational commitment by Shared Leadership which puts the job characteristics of knowledge workers into a dominant factor. As a result of the study, among the several job characteristics, autonomy and a feedback had a positive effect on the organizational commitment. Shared Leadership as a moderating variable, has shown an affirmative effect on autonomy, a feedback, and problem solving as an independent variable and on the organizational commitment as a dependent variable. However, related to the job complexity, it did not show a notable influence. Also, the Shared Leadership has shown a favorable impact on the feedback and problem solving, but barely effected on autonomy or job complexity.

• The Journal of the Korea Contents Association
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• v.21 no.1
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• pp.243-257
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• 2021

The purpose of this study was to verify the mediating effects of shared leadership between team leader's facilitation competency and team effectiveness. To achieve the purpose, this study conducted a survey of 377 members in the team-operated organization. The collected data were analyzed by using SPSS 26.0. The results were as follows; Firstly, communication and creating of participation climate as a subcomponent of team leader's facilitation competency had a significantly positive effect(+) on team effectiveness(team performance, team commitment). Also the task and systematization had a significantly positive influence(+) on team commitment. Secondly, not only communication and creating of participation climate of team leader's facilitation competency but also task and systematization had a significantly positive effect(+) on the shared leadership. Thirdly, the shared leadership had a significantly positive effect(+) on team effectiveness(team performance, team commitment). Lastly, the shared leadership in the relationship between team leaders' facilitation competency and team effectiveness was confirmed to have a partially mediated effect. This study is meaningful in that it theoretically expanded the facilitation research by finding the relationship between team leaders' facilitation competency and other variables as well as suggested practical implications by presenting directions for the roles and competencies of leader and member required by the modern organization.

• Journal of Korea Society of Industrial Information Systems
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• v.28 no.4
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• pp.45-58
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• 2023

In a world of uncertainty and complexity, leadership is essential to lead collaborative and positive interactions among employees. In other words, if members share opinions and work through voluntary leadership, they will respond more effectively to uncertain challenges and get closer to the targeted management performance. Therefore, in this study, we would like to elucidate the importance of shared leadership, which has recently become an issue. We will examine the impact of shared leadership on team efficacy, team organizational citizenship behavior, and turnover intention. A survey was conducted among members working in a team organization in Busan, and the results were as follows. First, the effects of shared leadership on team efficacy were found to have significant positive(+) effects, such as the hypotheses set at planning and organizing 0.202(C.R.=2.853), problem solving 0.463(C.R.=5.620), support and caring 0.237(C.R.=3.326), and development and mentoring 0.366(C.R.=5.132), respectively. Second, the effects of team efficacy on team organizational citizenship behavior and turnover intention were 0.545(C.R.=5.895) and -0.143(C.R.=-0.817), respectively, and team efficacy was found to have a positive(+)positive(+) effect on team organizational citizenship behavior, but team efficacy did not have a significant effect on turnover intention.

• The Journal of the Korea Contents Association
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• v.22 no.4
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• pp.246-260
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• 2022

This study assumed that chef's shared leadership perceived by chefs in hotel culinary department affects self-efficacy, group efficacy, and job performance. Based on this, the causal relationship between each variable was analyzed through leadership sharing. And based on the results, we tried to suggest a manpower management plan suitable for the hotel culinary department and provide basic data. The subjects of this study were chefs working in 8 luxury hotels in Seoul and Busan. A total of 302 questionnaires were analyzed. For analysis, SPSS 23.0 and AMOS 23.0 statistical packages were used. As a result of empirical analysis, it was found that it had a positive effect on self-efficacy and job performance improvement of hotel cooks. On the other hand, it was found that the chef's shared leadership did not affect job performance through collective efficacy and collective efficacy. In conclusion, it was suggested that a differentiated and efficient manpower management plan is needed to enhance job performance by enhancing shared leadership and self-efficacy for cooks, where collaboration and division of labor are important, and individual ability is important due to the nature of their work.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.12
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• pp.6173-6185
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• 2013

This study examined the relationship between the type of organizational culture and organizational commitment, job satisfaction as well as the moderate effects of shared leadership on the relationship among the organizational culture, organizational commitment, and job satisfaction at a world leading steel company 'P'. The results showed that the consensus culture and rational culture positively affect the organizational commitment, and that the developmental culture, consensus culture and rational culture positively affected the job satisfaction. The results also revealed the meaningful moderate effects of the shared leadership on the relationship between the development culture, consensus culture and job satisfaction. The suggestions were made accordingly to propose the directions to improve the organizational performance of the company that is in global competition.

• 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.

• Journal of Korean Library and Information Science Society
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• v.49 no.3
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• pp.361-382
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• 2018

The purpose of this study is to investigate the effect of shared leadership, authenticity leadership, and self - leadership on the recognition of organizational effectiveness of university librarians, which is an alternative concept of existing leadership. The purpose of this study is to examine whether leadership styles have more influence on recognition of organizational effectiveness, and whether there is a moderating effect of emotional intelligence on the relationship between leadership and organizational effectiveness. A total of 140 questionnaires were collected from 275 librarians of 55 university librarians working in the university libraries nationwide. The effect of alternative leadership, which is an independent variable, on organizational effectiveness was partially derived, and self - leadership had the greatest effect on job satisfaction, and control effect of emotional intelligence The results of this study are as follows. Although this study does not claim new concepts and facts in the field of leadership and organizational validity, it can be said that it contributes to introducing the theoretical relation to new concepts of alternative leadership which has not been relatively studied in the field of linguistic informatics.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.28 no.1
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• pp.253-270
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• 2017

In the knowledge society, alternative leadership induces voluntary participation by motivating the members through horizontal, emotional approach and responsibility. There is little theoretical discussion about theoretical research on alternative leadership and its applicability in university libraries. In this study, we will discuss the theoretical review of alternative leadership, the change of knowledge management paradigm in university library, the role of manager and librarian, and alternative leadership application. Through this, I would like to suggest the development direction for strengthening the leadership of the librarians who will lead the university library.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.2
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• pp.99-114
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• 2022

Crowdfunding is one of new financing alternatives and is innovative and creative. In order to proceed with crowdfunding, various functions are required, such as design for screen composition, marketing and promotion for the public, accounting to manage the collected funds, and product production and purchase for reward. In addition, since it is a project that must be completed in a short period of time, cooperation between team members is important. This paper studied how the characteristics of the team conducting crowdfunding affect the team performance in crowdfunding. In this study, we set functional background diversity and shared leadership necessary for crowdfunding as team characteristic variables and crowdfunding amount, completion of work and team innovation as team performance variables. This study tests the hypotheses from 220 university students in 79 teams. The findings suggest that functional diversity and shared leadership are positively related to the completion of work and team innovation but not related to crowdfunding amount. To date, few studies have studied the relationship between characteristics of the crowdfunding team and performance. Therefore, the study on functional diversity and shared leadership in crowdfunding can expand existing crowdfunding study area.