• Journal of the Korean Society of Costume
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• v.66 no.8
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• pp.138-156
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• 2016

This study analyzed the effects of CEO's authentic leadership on job satisfaction and organizational performance in a fashion company, and the differences in the CEO's authentic leadership, job satisfaction and organizational performance by the size of the companies. The study analyzed responses collected from questionnaires filled out by 440 employees of fashion companies. The results of this study were as follows; First, the transparency, future orientation, self-awareness, balanced process, and ethicality of CEO's authentic leadership positively influenced the wages or system satisfaction. The CEO's transparency, future orientation, self-awareness, and ethicality positively influenced job satisfaction. Also, the CEO's transparency, future orientation, self-awareness positively influenced the working condition or environmental satisfaction. Second, the wages or system satisfaction and working condition or environmental satisfaction of employees positively influenced the management performance of fashion companies. And the wages or system satisfaction, job satisfaction and working condition or environmental satisfaction of employees positively influenced the new product performance and job performance. Third, the CEO's authentic leadership of fashion companies positively influenced the management performance, and the CEO's transparency and future orientation positively influenced the new product performance. In addition, the CEO's self-awareness, balanced process and ethicality influenced the job performance. Fourth, there were significant differences in the CEO's authentic leadership, job satisfaction, management performance and new product performance by fashion companies' size. The results of this study will be useful in successful business strategy and improving the performance of fashion companies.

• Journal of Korean Academy of Nursing
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• v.46 no.1
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• pp.100-108
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• 2016

Purpose: The aim of this study was to examine the mediating effect of empowerment in the relationship of nurse managers' authentic leadership, with nurses' organizational commitment and job satisfaction. Methods: The participants in this study were 273 registered nurses working in five University hospitals located in Seoul and Gyeonggi Province. The measurements included the Authentic Leadership Questionnaire, Condition of Work Effectiveness Questionnaire-II, Organizational Commitment Questionnaire and Korea-Minnesota Satisfaction Questionnaire. Data were analyzed using t-test, ANOVA, $Scheff{\acute{e}}$ test, Pearson correlation coefficients, simple and multiple regression techniques with the SPSS 18.0 program. Mediation analysis was performed according to the Baron and Kenny method and Sobel test. Results: There were significant correlations among authentic leadership, empowerment, organizational commitment and job satisfaction. Empowerment showed perfect mediating effects in the relationship between authentic leadership and organizational commitment. It had partial mediating effects in the relationship between authentic leadership and job satisfaction. Conclusion: In this study, nurse managers' authentic leadership had significant influences on nurses organizational commitment and job satisfaction via empowerment. Therefore, to enhance nurses' organizational commitment and job satisfaction, it is necessary to build effective strategies to enhance nurse manager's authentic leadership and to develop empowering education programs for nurses.

• Journal of the Korea Safety Management & Science
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• v.25 no.2
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• pp.175-185
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• 2023

Prior studies focusing on safety behavior have not given sufficient consideration to the potential impact exerted by different leadership styles. Of these various styles, my attention is specifically drawn to the influence of ethical leadership on safety behavior. In this paper, I delve into the influence of ethical leadership on safety behavior, shedding light on both the underlying mechanisms(mediators) and a significant contextual factor(moderator). I probe into the successive mediating roles of employees' trust in the organization and their commitment to it, within the context of the relationship between ethical leadership and safety behavior. Further, I posit that authentic leadership positively adjusts the connection between ethical leadership and organizational trust. My findings underscore that ethical leadership enhances employee safety behavior, facilitated by the chain mediation of trust in the organization and organizational commitment. Moreover, I discover that authentic leadership, as a positive moderator, magnifies the favorable impact of ethical leadership on organizational trust. This paper will also articulate the theoretical implications, practical applications, and limitations of the study.

• Journal of Digital Convergence
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• v.17 no.6
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• pp.93-104
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• 2019

The ppuri industry is growing in technical importance due to the 4th industrial revolution and is growing steadily. However, securing skilled workers is hardly realistic, and foreign workers are increasing. The purpose of this study is to find organizational commitment on for improvement of in-role performance of foreigners and Koreans working in ppuri companies and to find ways to support differentiation through comparison between groups. The subjects of this study were foreigners and Koreans in the ppuri company. Through the survey, 393 valid samples were collected. We use structural equation modeling to verify the research hypotheses, and conducted a survey on the employees of organization with information security policy. The results showed that in the case of foreigners, balanced processing affects in-role performance through organizational commitment. In the case of Koreans, relational transparency, balanced processing, and internalized moral perspectives affect in-role performance through organizational commitment. The results of the analysis suggest a strategic approach to improve the in-role performance of each group.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.269-285
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• 2021

As the systematic management of knowledge within an organization is recognized as a core factor for the continuous growth of an organization, organizations are increasing their interest in knowledge management. Knowledge management requires the active sharing of knowledge by insiders of the organization, but there are cases of failure due to the lack of participation of leaders and employees of the organization. The purpose of this study is to suggest a mechanism by which the authentic leadership of leaders in small and medium-sized enterprises(SME), which are relatively lacking in knowledge production capacity, leads to intention to share knowledge of employees. In addition, the study confirms that reciprocal feedback and task interdependence moderate the relationship between antecedent factors and intention to share knowledge. In this study, a research model was derived based on precedent research, and 272 samples were obtained by conducting a questionnaire survey on employees of SME that introduced a knowledge management policy. And, the study verified the hypothesis by applying structural equation modeling based on AMOS 22.0. The results of the study proved that authentic leadership has a positive effect on the intention to share knowledge through organization identification and organization commitment, and confirmed that reciprocal feedback and work interdependence moderate the relationship between knowledge sharing intentions and antecedent factors. This study suggests the mechanism by which the authentic behavior of the leaders of SMEs affects the knowledge sharing behavior of employees, and suggests that work cooperation strengthens the influence of the mechanism.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.8 no.8
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• pp.1-9
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• 2018

Emotional Intelligence is the ability to recognize, facilitate, understand and control and utilize one's and other's emotions and has been researched extensively in last 20 years. Of the four domains of emotional intelligence, Emotional Regulation, the ability for one to manage and modify one's emotional reactions in order to achieve goal-directed outcomes, with its influence on authentic leadership and change oriented organizational citizenship behavior was researched by surveying 300 nurses at large metropolitan hospitals in B city in South Korea. Previous research demonstrated in relationship based and long term oriented cultures, such as Korea, Japan and Chinese cultures, ability to regulate emotions is critical component in successful social dynamics yet research the topic is minimal in Korea. Authentic leadership is a leader displaying sincerity and authentic behavior and through such, trust is gained in followers and collaboration is formed. Change oriented organizational citizenship behavior is a proactive behavior where the individual performs behaviors not included in his job functions voluntarily. The results indicate the three out of four sub domains of authentic leadership influenced positively to change oriented organizational citizenship behavior with the exception of balanced information processing. Moreover, Emotional Regulation partially mediated between authentic leadership and change oriented organizational citizenship behavior. Such results validated previous studies that indicated authentic leadership as possible antecedents of individual proactive behaviors and by examining authentic leadership and change oriented organizational citizenship behavior with emotional regulation as a mediator proved possibility as another potential antecedent of change oriented organizational citizenship behavior in hospital setting.

• Journal of the Korea Safety Management & Science
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• v.24 no.1
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• pp.39-48
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• 2022

Considering that previous works on safety behavior relatively have not paid adequate attention to the influence of various leadership styles on safety behavior. The current paper investigates the impact of authentic leadership on safety behavior and its intermediating mechanisms. In specific, this paper delves into the mediating effect of job stress, as well as the moderating effect of perspective taking ability of employees in the association between authentic leadership and job stress. The results demonstrated that that authentic leadership has a negative (-) influence on job stress, which has a negative (-) influence on safety behavior. Moreover, job stress mediated the association between authentic leadership and safety behavior. Furthermore, perspective taking moderated the authentic leadership-safety behavior link.

• Journal of Korea Society of Digital Industry and Information Management
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• v.19 no.1
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• pp.43-55
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• 2023

The purpose of this study is to examine the effects of authentic leadership on employee job satisfaction as well as the mediating role of motivation in the relationship between these two variables. Prior literature on authentic leadership have repeatedly argued that authentic leadership is not simply the ethically "right" thing to do, but also can effectively boost firm performance by increasing employees' job satisfaction and motivation. This study investigates whether the proposition is supported by empirical evidence in the context of Korean companies. Survey data were collected from 230 employees from several companies in South Korea. The results show that authentic leadership has a positive effect on employees' job satisfaction. As to the effects of authentic leadership and work motivation, authentic leadership turns out to have a positive effect on both extrinsic and intrinsic work motivation. The study also confirmed partial mediating effect of job satisfaction in the relationship between authentic leadership and job satisfaction.

• Journal of Korean Clinical Nursing Research
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• v.25 no.3
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• pp.314-322
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• 2019

Purpose: The purpose of this study were to identify the influential factors of bullying of intensive care nurses and to suggest a final structural model based on identified relationships between nursing organizational culture, authentic leadership, self-esteem, and bullying in the workplace. Methods: Data were collected from 221 nurses at intensive care units in eight general hospitals using structured questionnaires and analyzed by structural equation modeling. Results: In this study, the average of bullying in the workplace was 1.34±0.40, nursing organizational culture was 3.31±0.47, self-esteem was 2.79±0.44, and authentic leadership was 3.61±0.60. The factors affecting nursing organizational culture were authentic leadership (β=.54, p<.001) and self-esteem (β=.24, p=.002) that had direct positive effects on the nursing organizational culture. The nursing organizational culture had also a direct effect on reducing workplace bullying (β=-.45, p<.001). Authentic leadership (β=-.24, p=.004) and self-esteem (β=-.11, p=.004) had indirect effects on workplace bullying, which was mediated by the nursing organizational culture. Conclusion: To understand and reduce workplace bullying, evaluating a nursing organizational culture should be preceded. Based on the finding of this study, an intervention for increasing authentic leadership and self-esteem of nurses can positively help to create the nursing organizational culture and then reduce workplace bullying.

• Journal of Korean Clinical Nursing Research
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• v.25 no.1
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• pp.34-42
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• 2019

Purpose: The purpose of this study was to examine the relationships of authentic leadership and nursing organizational culture to the intention of hospital nurses to stay in their current position. Methods: The participants of this study were 503 nurses in 8 hospitals. We collected data using questionnaires for assessing authentic leadership, nursing organization culture and intention to stay. For data analysis, t-test, ANOVA, Cronbach's ${\alpha}$, Pearson's correlation coefficient, Tukey test, Multiple regression were performed using SAS ver.9.4 (SAS Institute Inc., Cary, NC, USA). Results: Authentic leadership (${\beta}=.12$, p=.008) and relation-oriented culture (${\beta}=.13$, p=.009) affected the intention of the hospital nurses to stay. These variables accounted for 29% of the variance in the intention to stay among hospital nurses. Conclusion: The finding of this study shows that the authentic leadership and nursing organizational culture especially relation-focused can influence nurses' intention to stay in their current position. For retaining nurses, it is suggested to use an authentic leadership training program for nursing leaders and to make efforts to establish a relation-focused culture in the hospital.