• Health Policy and Management
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• v.13 no.4
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• pp.66-83
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• 2003

Self-efficacy is a person's perceived capability to perform a behavior. We have studied the antecedents of self­efficacy, and its moderating role on the relationship between job characteristics and job satisfaction. Data is collected through questionnaire from 910 employees of 6 large hospitals in Korea. The results show that individual's internal locus of control has positive relationship with self­efficacy and self-efficacy has positive relationship with job satisfaction. Contrary to the hypothesis, supervisors' transformational leadership doesn't show any relations with self­efficacy. The moderating role of self efficacy on the relationship between job characteristics and job satisfaction is supported. These results suggest that hospital managers should manage the self­efficacy as an important instrument of enhancing productivity and employee satisfaction.

• Journal of Distribution Research
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• v.14 no.2
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• pp.31-66
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• 2009

This study investigates the effects of supervisors' leadership style on franchisees' trust and commitment in a franchise system. We classified leadership into two styles - transformational leadership vs. transactional leadership, and it was hypothesized and tested that these two leadership styles have differential effects on trust and two different types of commitment - calculative commitment vs. affective commitment. A questionnaire survey was conducted to collect the data and a total number of 184 Korean franchisees in diverse industries participated to the survey. Using a structural equation modeling, we confirmed some differential effects of the two leadership styles. Transformational leadership was found to have positive effects on franchisees' trust in and affective commitment to the franchisor, while it has no effects on calculative commitment. On the other hand, transactional leadership was positively related to calculative commitment to the franchisor. But it had no effects on trust and affective commitment. Meanwhile, we also found that trust positively affects on both types of commitment. The results of this study suggest that the quality of franchisor-franchisee relationships can be improved by supervisor's strong leadership, especially by transformational leadership, and that transformational leadership, when compared to transactional leadership, is more important for developing a long-term and stable franchisor-franchisee relationship.