• Title, Summary, Keyword: 공유리더십

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A Study on the effect of Shared Leadership on the Organizational Well-being (공유리더십이 조직웰빙에 미치는 영향)

  • Kim, Jin-Wook;Chang, Young-Chul;Kim, Young-Hunl
    • 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.

A Study on Characteristics of Emerging Leadership Researches and the Team Effectiveness of Shared Leadership (현대적 리더십 연구의 특징과 공유리더십의 팀 효과성에 관한 연구)

  • Kim, Jong-Kwan
    • Journal of Digital Convergence
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    • v.15 no.6
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    • pp.207-217
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    • 2017
  • This study first presents the characteristics of emerging leadership researches by theoretically analyzing the studies related to leadership since the Millenium. The first finding is that most of leadership researches shared same if not similar aspects of transformational leadership. Secondly, much of leadership researches centered around horizonally expanded shared/distributed leadership. Thus, this researches analyzed the effectiveness of the shared/distributed leadership theory based on previous researches and found shared/distributed leadership has positive impact on member's recognized performance and innovative behavior. However, in competition-oriented culture, shared/distributed leadership did not control recognized performance of its members. This implies the demand for shared/distributed leadership is necessary today and research on the matter will expanded globally but, the results may differ according to the cultural value of the company.

The Impact of Leader' Shared Leadership on Innovation Behavior for Employees: Focus on Mediating Effect of Learning Orientation and Moderating Effect of Unlearning (리더의 공유리더십이 조직구성원의 혁신행동에 미치는 영향 : 학습지향성의 매개효과와 폐기학습의 조절효과 중심으로)

  • Cho, Nam-Mun
    • The Journal of the Korea Contents Association
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    • v.18 no.6
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    • pp.574-599
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    • 2018
  • The purpose of this study is to suggest implications for the importance of shared leadership of leaders by analyzing the influence of learning orientation and unlearning on the recognition of leader's shared leadership and employees'. The questionnaire survey was conducted on the employees who work as knowledge workers in the domestic SMEs. A total of 387 questionnaires were collected using SPSS 24.0 statistical package. The results of this study were that the relationships between a leader's shared leadership and innovation behavior, shared leadership and learning orientation, and learning orientation and innovation behavior were positive. In addition, learning orientation mediated in the relationship between shared leadership and innovation behavior, and unlearning reinforced the relationship between shared leadership and learning orientation. The implication of this study is that the employees themselves need continuous reinforcement activities for active unlearning and learning orientation in order to improve the innovation behavior of the employees. In addition, the shared leadership of leaders in employees and organization is more important.

A Study on Factors Relevant to Effects of Shared Leadership, Organizational Trust and Job Performance (공유리더십, 조직신뢰, 직무성과의 영향 요인에 관한 연구)

  • Kim, Jae-Boong
    • Journal of the Korea Convergence Society
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    • v.10 no.7
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    • pp.183-189
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    • 2019
  • The change to the horizontal structure of the modern corporate management environment requires joint efforts and cooperation to share responsibility and purpose and to increase positive mutual influence in order to achieve the corporate goal beyond the individual capacity of the organizational members. In order to achieve the purpose of the organization, the organizational structure in which various members share information and aim at collective leadership is more effective than the structure concentrated on one individual (leader). This study was to examine the effectiveness of shared leadership, and to investigate the causal relationship and effect of shared leadership, organizational trust, and job performance. As a result of the analysis, shared leadership had a positive effect on organizational trust, and organizational trust had a positive effect on job performance. This means that high trust in organization has a positive effect on performance.This study is meaningful in that it examines the difference between shared leadership and existing leadership types that have not been studied yet.

The Effect of Shared Leadership on Organizational Trust, Knowledge Sharing and Innovative Behavior (공유리더십이 조직신뢰, 지식공유 및 혁신행동에 미치는 영향)

  • Song, Jung-Su
    • The Journal of the Korea Contents Association
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    • v.19 no.9
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    • pp.485-500
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    • 2019
  • In this study, we examined the effect of shared leadership on organizational trust, knowledge sharing, and innovative behavior. Also, it was verified that organizational trust and knowledge sharing play a mediating role in the relationship between shared leadership and innovative behavior. Data were collected from a survey of 348 manufacturing workers in Ulsan and Gyeongju. SPSS 22 was used for frequency analysis and exploratory factor analysis. AMOS 22 was used for confirmatory factor analysis to verify the validity of the variables and for covariance structure analysis to verify the research hypothesis. The results of this study are as follows. First, shared leadership has a significant positive effect on organizational trust, knowledge sharing, innovative behavior. Second, organizational trust has a significant positive effect on knowledge sharing and innovative behavior. Third, knowledge sharing has a significant positive effect on innovative behavior. Finally, organizational trust and knowledge sharing play a partial mediating role in the relationship between shared leadership and innovative behavior. The result of this study suggests that organizational trust and knowledge sharing should be strengthened through shared leadership in order to increase the innovative behavior of organization members.

The Effects of Shared Leadership on Team Performance and Team Commitment of Team-Based Learning in Nursing Students: Mediating Effects of Team Trust (간호학생의 팀기반학습에서 공유리더십이 팀성과 및 팀몰입에 미치는 영향: 팀신뢰의 매개효과)

  • Han, Ju-Rang
    • Journal of Digital Convergence
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    • v.14 no.12
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    • pp.303-311
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    • 2016
  • This study was to identify the effects of shared leadership on team performance and team commitment of Team-Based Learning(TBL) in nursing students and verify the mediating effects of team trust on the relationships between shared leadership and team performance and team commitment. Data were collected via survey from 99 nursing students to participate in TBL for 6weeks, in June 2016. The major findings were as follows: Shared leadership had a significant correlation with team performance and team commitment and team trust. Shared leadership had a positive effect on team performance and team commitment. Team trust had a partial mediating effect in the relationship between shared leadership and team commitment. The results of study show that shared leadership of TBL is very important for high team performance and team commitment and shared leadership make effect on team commitment under the mediation of team trust. Therefore, it is necessary to increase shared leadership and team trust for high team effectiveness in TBL.

Effects of Shared Leadership, Psychological Empowerment and Organizational Justice on Organizational Commitment (공유리더십이 심리적 임파워먼트와 조직공정성 및 몰입에 미치는 영향요인)

  • Park, Eun-Mi;Seo, Joung-Hae
    • Journal of Digital Convergence
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    • v.17 no.6
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    • pp.177-184
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    • 2019
  • The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.

The effect of the shared leadership on the job satisfaction: Difference between principals and teachers of child care center (공유리더십이 직무만족에 미치는 영향: 어린이집 원장과 교사 간 차이)

  • Choi, Kyung-Il
    • Journal of Digital Convergence
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    • v.17 no.3
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    • pp.455-461
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    • 2019
  • The purpose of this study is to find the effect of shared leadership on job satisfaction of principals and teachers of child care centers, and to find the differences of perception between principals and teachers. For this purpose, 120 child care centers in one province was collected through random sampling, and then 93 principals and 101 teachers participated in survey. By SPSS 21.0 version, hierarchical analysis, descriptive statistics and t-test were used to analyze the data. The results showed that principals and teachers all perceived that the shared leadership effects on the job satisfaction. Based on these results, some practical implications for principals and teachers of child care centers to improve the shared leadership and the job satisfaction were suggested.

A Study on the effect of Shared Leadership to Innovation Behavior - The moderate effect of Trust - (공유리더십이 혁신행동에 미치는 영향에 관한 연구 - 신뢰의 조절효과)

  • Lee, Sun-kyu;Noh, Yeon-sook;Kang, Eun-gu
    • Journal of Digital Convergence
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    • v.16 no.4
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    • pp.69-77
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    • 2018
  • In this study, we examine the relationship between shared leadership and innovation behaviors of the members, and try to understand what moderate effect trust in these relationships. To do this, we set up research models and hypotheses that shared leadership will influence innovative behavior through literature review. We also added the moderating effect of Trust on the relationship between these variables. For the empirical analysis, a questionnaire survey was conducted for corporate member in Daegu and Kyungbuk area. Multiple regression analysis and hierarchical regression analysis were conducted to test hypotheses. As a result, Shared leadership has a significant effect on innovation behavior. In particular, trust among members has been shown to regulate the relationship between shared leadership and innovation behavior. The results of this study will be applied to the strategic human resources management of major organizations.

Impact of Shared Leadership on Team Work Engagement: Focusing on the Mediating Role of Team Positive Psychological Capital and the Moderating Role of Task Characteristics (공유리더십이 팀직무열의에 미치는 영향: 팀긍정심리자본의 매개효과와 직무특성의 조절효과를 중심으로)

  • Yoo, Tae-Seob;Oh, Sang-Jin
    • The Journal of the Korea Contents Association
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    • v.16 no.9
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    • pp.308-328
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    • 2016
  • The purpose of this study is to examine, at the team level, the relationship between shared leadership and team work engagement and team psychological capital which have rarely been introduced into academic leadership research in Korea. This study tested the impact of shared leadership on team work engagement and the mediating role of team psychological capital between the two variables. And also, this study tested moderating role of task characteristics between shared leadership and team psychological capital. A total of 421 employees of 100 teams in 16 companies in South Korea participated in this study. The SPSS 23.0 statistical program was used in this study to analyze and statistically process the collected survey data. The result showed that high level of shared leadership positively influence team work engagement and team PsyCap works as mediator in the relationship between shared leadership and team work engagement. This results means that shared leadership is a crucial factor to facilitate team's psychological capital toward team's work engagement. However, Task characteristics had no moderating effect between shared leadership and team PsyCap. Finally, theoretical and practical implications of the study results have been discussed along with limitations and future direction of the study.