• Journal of the Korea Safety Management & Science
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• v.14 no.3
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• pp.291-298
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• 2012

의료조직의 팀제는 산업계의 팀과는 다르다. 산업계의 팀 구성원들이 팀원으로서 단일의 지위, 책임, 직무를 가지고 있고, 팀장에 의하여 평가받을 것이다. 그러나 의료조직의 진료팀 구성원들은 일반적으로 팀 구성원과 기능적 부문의 구성원으로서 이중의 지위, 책임과 의무를 유지하고 있다. 그렇기 때문에 진료팀에 있어서는 상호간의 의사소통을 활성화시킬 수 있는 더욱 향상된 노력이 필요하고 다양한 분야의 전문가들을 통합할 수 있는 임파워먼트된 리더십이 필요한 것이다. 실증분석은 대학병원에 소속되어 있는 진료팀 구성원들에 대한 조사를 통하여 수집되었다. 실증분석 결과는 정교하게 설계된 팀 전략이 적용되어야 함을 제시하고 있다. 팀 구성원들은 팀 요인이 확인되어야 하고 리더십과 의사소통에 의하여 검토되어야 하는 개념으로 인식하는 것으로 분석되었다. 즉, 팀 요인은 필요조건이고 팀 요인에 기반한 팀 과정이 팀 성과를 향상시키는 충분조건이라는 것이다.

• 한국노년학
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• v.32 no.3
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• pp.729-745
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• 2012

The purpose of this study is to review person-centered care models and the scientific evidence for the impact of person-centered care in U.S. nursing homes, and to analyze the applicability of person-centered care for Korean long-term care system. The most commonly recognized person-centered care models were Eden Alternative, Green House, and Wellspring model. The core components of the three models were autonomy, close relationships, homelike environment, and staff empowerment. Thirty eight empirical studies including 10 model testing studies and 28 studies to examine the impact of person-centered care interventions indicated generally positive outcomes in terms of residents, family, and staff/organization level. The authors analyzed the current situation in the Korean long-term care system with respect to the specific core constructs of person-centered care, and proposed applicable models and practical suggestions in consideration of Korean context. Lastly, future considerations regarding policy and research were discussed.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.