• Management & Information Systems Review
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• v.33 no.2
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• pp.81-100
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• 2014

Studies on Appreciative Leadership have recently started in Korea as well. A leader in Appreciative Leadership is defined as a person who can effectively handle a mixture of various styles of leadership and suggest advice and future directions (Withney and Trosten-Bloom, 2010). Also, Appreciative Leadership can be explained as one way of appreciative leadership behavior which enables constructive accomplishment of mutually creative tasks for future through growth based on individuals' strengths, as well as a shared value system with organizational goals for all (Withney and Trosten-Bloom, 2010). Appreciative Leadership leads members of an organization toward positive inquiries and open discussions so that they become fully engaged in the organization while Appreciative Leader motivates and inspires his/her members and enables them to feel that they are of value to the organization. Study results show that Inspiration among sub factors of Appreciative Leadership has a positive impact on employees' engagement in the organization and their tasks while Inquiry positively influences in employees' organizational engagement.

• The Journal of the Korea Contents Association
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• v.11 no.8
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• pp.274-288
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• 2011

The study empirically examines if transformational leadership and implementation of corporate training programs positively affect employees' affirmative psychology toward the organization, which has been actively studied in 2000s meeting the needs of the times. The study, further, examines if the employees' affirmative psychology toward organization has any significant relationship with perceived organizational support, The study finally examines if the perceived organizational support has any influence on organizational performance. Researchers have recently studied on these issues, but there have been few empirical studies. In addition to those causal relationships, the study also examines how the employees' affirmative psychology toward organization and perceived organizational support moderate those relationships, if any, among the variables, by which the study would contribute to building theoretical foundation of affirmative psychology. The results show that all the studied relationships be accepted as hypothesized, which may imply that leaders should exploit their own leadership capacity and organizations should improve their corporate training programs, which may consequently have positive impacts on organizational performance.

• Journal of the Korea Society of Computer and Information
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• v.29 no.4
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• pp.135-143
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• 2024

This study investigates the impact of transactional leadership on job performance(team performance) and job satisfaction, with a focus on the mediating effect of job engagement. This study highlights the significance of contingent rewards and management by exception, components of transactional leadership, in motivating organizational members towards achievement and maintaining high performance levels. Through analysis, this research aims to demonstrate how transactional leadership affects employees' job engagement, subsequently influencing job performance and satisfaction. By understanding the role of job engagement as a mediator, organizations can adjust leadership styles and enhance job engagement, ultimately improving organizational performance and employee satisfaction. The findings suggest a composite approach to leadership, integrating both transactional and transformational elements, is more effective in fostering high job performance and satisfaction among employees. This study provides insights into developing strategies to boost job engagement and optimize leadership practices for better organizational outcomes.

• The Journal of the Korea Contents Association
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• v.10 no.9
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• pp.327-337
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• 2010

The purpose of this study was to investigate the effects of the in-home visitation care facility directors' transformational and transactional leadership on organizational effectiveness and the moderating role of organizational trust between leadership types and organizational effectiveness. In this study, job satisfaction and turnover intention were used as organizational effectiveness variables. For this study, structured questionnaires were used and data were collected from 290 caregivers from 50 in-home visitation care facilities in Seoul. Collected data were analyzed using hierarchical regression technique. Results showed that directors' transformational leadership had a positive effect on caregivers' job satisfaction and a negative effect on their turnover intention, whereas directors' transactional leadership had no effect on caregivers' job satisfaction, and turnover intention and that caregivers' organizational trust moderated between directors' transformational leadership and caregivers' job satisfaction.

• The Journal of the Korea Contents Association
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• v.17 no.8
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• pp.250-262
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• 2017

The purpose of this study is to explore the ways for effective operation of System of Administrative Executive Staffs(SAES) by analyzing the perception of teachers and Administrative Executive Staffs(AES). To do so, FGI was used on teachers and AES, in Gyeonggi-do. As a result, teachers and AES agreed with SAES' management and positively evaluated SAES' performance in diminishing teachers' administrative duties. AES classified methods of works-division into 'one-way', 'voluntary', 'discussion' and distinguished 'trivial-works' from 'support-teaching works'. SAES's positive outcomes were strengthening teachers' competencies, establishing AES's identity, changing school atmosphere to focused-instruction. But there were also problems as workload sharing's ambiguity, absence of system for workload-share, poor competencies of members, lack of communication among members, etc. Several ways for the successive operation of SAES are as follows; principal's understanding and positive mind on SAES, offering manual of work-division reflecting the school's real condition, teachers' consideration on AES, offering proper training by considering one's ability.

• Management & Information Systems Review
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• v.35 no.4
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• pp.185-211
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• 2016

This study examined the impact of learning organization activities on burnout and the moderating effect of supervisor trust in a learning organization. The results of the study shows that among the activities of a learning organization, independent variables in this study, promoting inquiry and dialogue as well as encouraging collaboration and team learning affect burnout. In other words, the dedication of an organization to creating a culture in which various learning approaches are experimented through questioning and giving feedback as well as collaborative learning that can reinforce the effective use of team resources have an impact on reducing emotional exhaustion, which is considered to be at the core of burnout. Plus, these factors reduce impersonalization, which is activated to prevent further emotional exhaustion by dealing with customers, colleagues and jobs in a cold, negative and perfunctory way. In this study, the dimensions of promoting inquiry and dialogue as well as encouraging collaboration and team learning were found to reduce the decline in personal sense of achievement of an employee with a negative assessment of himself or herself derived from a lack of achievement in his or her job. Supervisor trust (integrity, benevolence and ability) had a moderating effect on the relationship between strategic learning leadership and impersonalization/emotional exhaustion. This suggests that the trust of supervisor helps mediate and moderate the emotional exhaustion and impersonalization of organizational members by encouraging leaders to drive change and take the organization to a new direction. The study has provided implications that communication plays an important role in reducing burnout in the learning context such as positive, appreciative inquiry and feedback analysis to identify strength, and that supervisor trust is critical in order to ensure strategic learning leadership exerts greater influence on the organization.