• Journal of the Korea Convergence Society
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• v.11 no.6
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• pp.227-235
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• 2020

This study expanded the superiority of random leader selection procedure on group decision-making task to actual group performance task, and examined the interaction effects of leader selection procedure(LSP) and collective efficacy(CE) on group performance. 2(LSP: formal/random)×2(CE: low/high) between subject design was used. The result revealed the significant main effect of LSP, which showed that groups with random leader performed better than those with formally selected leader. Further, significant interaction effect of LSP and CE revealed that when group's CE was high, group with random leader performed better than group with formally selected leader, and the difference between two groups was not significant when group's CE was low. These results suggested that LSP should not impair shared social identity of the group in order to maintain the positive effect of CE on group performance. The necessity for expanding these results to work team was discussed.

• Management & Information Systems Review
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• v.29 no.4
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• pp.187-205
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• 2010

Empirical study comparing the leadership styles of women an men is a popular on management in organization. Consistent with study comparing women and men on many organizational behavior, I have identified that leadership style from survey. The this study examined follower's perception of the women and men the leadership in organization. More specifically, I examined how male and female follower evaluated the leadership style and effectiveness of women and man, how these evaluations were affected by the degree of stereotypes of the followers toward gender roles, finally the variables affecting the evaluation of the leadership effectiveness. Total 158 follower's participated in this survey to explore these research questions. The results that female evaluator were evaluated higher in the transformational leadership than male evaluator, while the evaluation for man leader was higher than the woman leader in terms of the transactional and task-oriented leadership style. Also, another analysis the gender difference of the organizational member revealed that woman leader better than man was higher leader relational and transformational leadership. However, both male and female followers who were no gender-difference in decision making work, interpersonal work, relation coordination work, consulting work.

• The Journal of the Korea Contents Association
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• v.14 no.7
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• pp.242-252
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• 2014

This research examined whether there are differences in group decision making between senior leader groups and junior leader groups. Results revealed that senior leaders contributed more during the discussion than junior leaders, and groups with senior leaders performed better than the groups with junior leaders. In post-discussion activities group members noted that senior leaders were able to represent their groups better, and showed better leadership during discussion. On the other hand, the leader's age impacted differently depending on leader selection methods. For senior leaders, leaders randomly assigned were perceived to be more beneficial to groups. However for junior leaders, leaders systematically selected were perceived to represent their groups better and exhibit better leadership. The interaction between leader's age and leader selection seems to arise from a difference of leader's power bases.

• Journal of Digital Convergence
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• v.13 no.9
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• pp.149-159
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• 2015

This paper aims to examine the relationships between Leader Supervisory Style, Creativity and Job Involvement in the age of convergence. In addition, this study examined the moderating effects of Leader-Member Exchange. To accomplish these purposes, the main factors of the Leader Supervisory Style were found from the previous studies. The following are the summary of hypothesis test : First, Leader Supervisory Style have differential influence on Creativity. Second, Leader Supervisory Style have differential influence on Job Involvement. Third, the moderating effects of Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Creativity. Forth, the moderating effects of LMX Leader-Member Exchange have partially moderated effect on the relationship between Leader Supervisory Style and Job Involvement. Therefore, the results of this study have many theoretical and practical implications.

• The Journal of the Convergence on Culture Technology
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• v.6 no.2
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• pp.271-280
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• 2020

Purpose : The purpose of this study examines the mediating effect of women leader's characteristics in the relationship between clan culture and market culture of global companies. In addition, this study attempts to analysis the mediating effect of women leader's position and carrier in the relationship among facilitator, mentor, producer, and director leadership using partial mediation and completed mediation model. Research design, data, methodology : Conceptual research model is designed with three constructs such as clan culture, woemn leader's characteristics, and market culture. Based on five hundred cases with leadership styles and organizational culture of global companies, this study examine the mediating effect of women leader's characteristics in the relationship between clan culture and market culture using structured equation modeling. Results : Facilitator leadership have a significantly positive influence on women leader's position and carrier. Mentor leadership have a significantly positive influence on women leader's carrier while they are not correlated with mentor leadership and women leader's position. Women leader's position and carrier have a significantly positive influence on director leadership while women leader's position and carrier not have a positive influence on procucer leadership. Also facilitator and mentor leadership have a significantly positive on producer and director leadership. Conclusions : By controlling for the mediating effect of women leader's characteristics, this study have improved the academic contributions as well as policy and practical implications through empirical study of clan culture that affect market culture in the filds of leadership style and organizational. In addition, this study means that the mediating effects on the variables of women leader's position and carrier were examined.

• Korean Journal of Culture and Social Issue
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• v.26 no.3
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• pp.121-143
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• 2020

The present study examined the content and changes in leader role schemas associated with 'male' leaders, 'female' leaders, and 'good' leaders over the past 10 years in Korea. In addition, we analyzed how the gender of the respondents affects their perception of male leaders versus female leaders as a good leader. A total of 736 Korean adults residing in the Seoul metropolitan area participated in the survey at two different time points, one in 2007, and the other in 2017. The respondents were presented with a total of 90 behavior items driven from the literature and asked to choose the items that represent male leaders, female leaders, and good leaders, respectively. We found that the chosen behavior items for male leaders versus female leaders matched closely to the typical sex role of males (i.e., being agentic) versus females (i.e., being communal). By contrast, the chosen behavior items for good leaders reflected both the male-typed roles and the female-typed roles. We also found that the role schemas associated with male leaders as well as good leaders have changed over the 10 year period. Those schemas also differed between male versus female respondents. For female leaders, however, the role schemas were found to be stable over the 10 years. We also found that the good leader schemas are more specified and variable than are the male or the female schemas. Additionally, in the 2007 survey male characteristics overlapped with good leader characteristics to a greater degree than did female characteristics. This difference was no longer observed in the 2017 survey. The observed difference in the degree of overlap between male (versus female) characteristics with good leader characteristics was attributable to the perceptions of male respondents. We discuss implications of our findings and directions for future research.

• Proceedings of the Korea Inteligent Information System Society Conference
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• 2007.05a
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• pp.239-245
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• 2007

차세대 유비쿼터스 환경에서 중요한 기술적, 산업적 위치를 차지하는 RFID 네트워크에는 다수의 RFID 리더(Reader)와 수많은 RFID 태그(Tag)들이 통신을 하면서 존재하게 된다. 이러한 RFID 네트워크에서 리더와 태그간의 원활한 통신을 위해서는 주파수 충돌이 발생하지 않아야 한다. 주파수 충돌 현상은 리더와 다수의 태그들 간의 태그 충돌(Tag Collision)과 리더간 주파수 간섭으로 인한 리더간 충돌(Reader Collision)로 나뉘어 질 수 있다. 따라서 리더간 충돌 현상을 피하기 위해서는 근접한 리더들 간에 서로 다른 타임슬롯(Timeslot)을 사용하여 태그와 통신을 시도하여야 한다. 본 연구에서는 RFID 네트워크에서 다수의 리더간 충돌을 최소화하며 안전한 태그 인식을 할 수 있도록 타임 슬롯 할당 문제를 CSP(Constraint Satisfaction Problem)로 접근한다. 그리고 CSP를 풀기 위해 리더간 충돌 문제가 가지고 있는 제약조건을 찾아내고 해를 찾기 위한 목적함수를 모델링 한다.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.707-712
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• 2007

디지털컨버젼스 시대에는 구성원에게 창조적 지식과 기술을 중심으로 급속한 경영 환경에 대응할 것을 요구하고 있다. 본 연구는 급속한 환경변화를 겪는 IT부서와 상대적으로 안정적인 비IT부서의 구성원간에 지각하는 리더쉽의 차이를 확인하고, 조직이 추구하는 가치와 목표에 몰입할 수 있도록 리더쉽을 관리할 수 있는 방안을 모색하고자 하였다.

• Knowledge Management Research
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• v.9 no.4
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• pp.127-142
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• 2008

최근 조직 내 정보시스템이 제공하는 지식과 정보에 대한 공유와 교환이 더 이상 성공적이라고 판단되지 않음에 따라 그 대안으로써 가상공동체(Virtual Community)가 주목받고 있다. 그러나, 가상공동체에서 살아있는 지식과 정보의 공유를 위해서는 공동체 안의 구성원인 리더와 구성원(팔로워) 들의 상호작용을 통한 몰입이 매우 중요하다는 인식이 확산되었다. 그러나, 이러한 몰입에 영향을 주는 리더-구성원 간의 영향관계는 충분히 연구된 바 없다. 이에 본 연구는 가상공동체에서 리더의 리더십 스타일과 팔로워의 특성 그리고 이들 간의 동기와 신뢰가 가상공동체의 몰입에 미치는 인과관계에 대해 분석하고자 하였다. '지각된 리더의 배려'로 측정된 '서번트 리더십'과 '지각된 리더의 조직지향'을 통해 측정된 '변혁적 리더십'이 구성원의 팔로워십과 동기, 리더와 조직에 대한 신뢰에 어떠한 영향을 미치는지 460명의 가상공동체 구성원을 통해 실증적으로 분석하였다. 분석결과 서번트 리더십과 구성원의 팔로워십 특성이 구성원의 몰입에 있어서 중요한 역할을 수행함을 알 수 있었다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.5
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• pp.230-239
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• 2020

The purpose of this study was to examine how a leader's organizational citizenship behavior (OCB) affects subordinates' interpersonal citizenship behavior (ICB) and job stress levels. A leader's OCB involves taking-charge behavior, loyal boosterism, and the industry. We hypothesized that leader-member exchange (LMX) would mediate the relationship between leader's OCB and subordinates' ICB and job stress level. We tested the model using a sample of 293 employees from different organizations from September 2019 until November 2019. We conducted confirmatory factor analyses of the variables and analyzed the data by using structural equation modeling. We also conducted a CFA to assess the fit of a three-factor model for the leader's OCB items. Empirical findings show that LMX fully mediated the effect of leader's OCB on employees' ICB and job stress level. Leader's OCB had a positive effect on LMX. Moreover, LMX had a positive effect on employees' ICB but had a negative effect on job stress. We found support for our hypotheses that leader's OCB is positively related to ICB but negatively related to job stress, and this relationship is mediated by LMX. We discuss limitations, implications for practice, and future research.