• The Journal of the Korea Contents Association
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• v.17 no.2
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• pp.337-348
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• 2017

The Army tried to settle the mission command in army command system in 1999 but still not be settled. One of the reason is the absence of practical plans of mission command. The purpose of this study is to find out the moderating effects of personal thinking type to the impact on organizational effectiveness about the impact on organizational effectiveness on sub factors the transformational leadership The main results of this study are as follows. <H1> The charisma and the personal considerations of sub factors of transformational leadership effected positively(+) on the job satisfaction, the charisma effected positively(+) on the organizational commitment. But There was no statistically significant influence on the personal considerations and the effort advocacy <H2> In the result of the moderating effects, in accordance the of a person's each cognitive processing traits is high and low, on the transformational leadership turned out to be a gap in the influence show the difference in organizational effectiveness.on the organizational effectiveness. This results suggest the following. The first. The military group regard highly commandand and discipline. so, the charisma of a superior is that a big impact on organizational effectiveness. The second, For the mission command is to become established in the army, It suggest that need to explore of sub factors of the mission command and need to consider of personal traits with the mission command.

• Fire Science and Engineering
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• v.28 no.4
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• pp.73-80
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• 2014

This study aims to determine dominant leadership styles of the U.S. volunteer fire department and analyzes relationship between leadership styles of a fire chiefs and organizational outcome. This study reviewed 205 volunteer fire fighters in Oklahoma State which is located in middle and southern part of the U.S. As research results, it turned out that the most common leadership type of volunteer fire chiefs is transformational leadership. The second most common leadership type is transactional leadership. Laissez-faire leadership was the least common leadership type. This study analyzed that transformational leadership and transactional leadership have positive relationship with organizational outcome. In contrast, laissez-faire leadership has negative relationship with organizational outcome. Also, it turned out that the volunteer fire fighters evaluate that transformational and transactional leadership decrease as working years of current volunteer fire chiefs increase.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.3
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• pp.59-88
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• 2022

As the open innovation paradigm spreads, the ability to search for new external knowledge and combine it with the organization's existing knowledge has been cosidered to play an important role in improving business performance of a company. This study empirically analyzed the influence of such organizational variables as empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance of innovative technology SMEs focusing on the mediating effects of absorption capacity. For this purpose, a survey was conducted on 15,227 INNOBIZ SMEs, and 326 usable questionnaires were collected and analyzed using the structural equation model. Statistical analyses showed that the direct influence of empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance was not found, but indirect effects of three organizational variables on business performance proved significant using absorption capacity as a mediating variable. This result also indicates that empowering leadership, organizational learning culture, and interdepartmental cooperation are important antecedent variables of absorption capacity.

• The Journal of Korean Philosophical History
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• no.23
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• pp.129-154
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• 2008

This essay is a landscape of core values and relevant evidences about Creative Leadership in order to make sketches of Korean-style leadership framework. Glancing through this work, you can smell the distinctions of Korea creative leaders, particularly, in the aspects of procommunity pragmatism and ordinary innovation. Most Korea creative leaders were social mentors and masters who had enlarged their influences from the individual domain to social area in all the dimensions of human life. At the individual stage, the Creative Leadership suggests 'Jungki(正己)' as a core value of themselves, which is materialized as such competencies as self-assertiveness, observation and experimentation, and strong inquiry. Because most of them were technical masters dealing with new methodology and new knowledge including alchemy, medicine and weapons, the creative leaders show us very unique core values and competencies in the life sequences of the individuation, relationship, organization and community unlike other Korean-style leaderships and global practices. You can taste and compare these things: 'Kihyulsangtong(氣血相通)' as a core value and respect- for- others, style analysis, persuasion as core competencies in the stage of relationship, nextly, 'Suhshi(授時) & Jungeum(正音)' as a core value and coordination and adjustment, teamwork as core competencies in the stage of organization, finally, 'Hunmin(訓民) & Hwalin(活人)' as a core value and vision-building, social benefiting, ordinary innovation as core competencies in the stage of community. The value of this study is focused on the construction of Korean-style leadership framework based on the Creative Leadership through vivid stories about great leaders in our history.

• The Journal of the Korea Contents Association
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• v.8 no.11
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• pp.306-322
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• 2008

The purpose of this study is to inquire into the effect of characteristics of public enterprise CEOs' leadership (transforming leadership and transactional leadership) on the leader trust and organizational effectiveness of organizational members. A survey was made on 1,124 persons being in the service of 14 marketable and quasimarketable public enterprises. The results of this study were as follows. First, it showed that the individualized consideration had an effect on the confidence level of leader. Second, it showed that the transforming and transactional leaderships had an effect on the organizational effectiveness, which the hypothesis was adopted. Third, it showed that calculable, intellectual and identical factors had a positive effect on the job satisfaction and organizational commitment, but the organizational commitment of calculable variable was rejected in the confidence level. In general, the effect of transforming and transactional leaderships as public enterprise CEOs' leadership characteristics on the organizational effectiveness by mutual confidence level of calculable, intellectual and identical standards showed that the organizational commitment was rejected in the base of identification. And other factors were adopted as a positive mechanism, which they were a mechanism suitable to public enterprise CEOs' leadership characteristics.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.151-159
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• 2010

Leadership is a critical factor for success or failure of an organization. Project managers in construction projects are 'field CEO' so their leadership affects performance of the projects. The objectives of this study is to evaluate the leadership of project managers and to analyse its major characteristics. The LBDQ(Leader Behavior Description Questionnaire) technique was used to evaluate and identify types of leadership of project managers from 'heaven' and 'hell'. Relationships between leadership and performance of the projects were also discussed.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.3
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• pp.109-126
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• 2022

Due to the nature of small businesses, different corporate performance was found according to the leadership and marketing capabilities of managers. In particular, the presence or absence of corporate performance was confirmed through the manager's perception of the usability of non-face-to-face services. As a result of conducting a survey of executives of small businesses, it was found that the open leadership and marketing capabilities of small business managers had an effect on corporate performance and also had an effect on the convenience of non-face-to-face service use.

• The Journal of Korean Philosophical History
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• no.23
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• pp.7-65
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• 2008

The object of this essay is to apply the Leadership Theory, current interest in Asian Philosophy, to Korean appliance. This is to associate contemporary Leadership Theory with Chosun Confucianism in order to discover the Korean Leadership Prototype, and seek the possibility of applying it for modern usage. The essay uses two analysis models. The tools used for the methodology consists of the personal characteristics of the leader as one axis and ruling out the roles in order to develop the discussion as the other axis. First axis is the process of the leader setting the identity and strengthening the ability to successfully deploy his/her leadership. The second axis is comprised of four specific fields where the leadership is deployed. The four sectors are Self Sector, Relationship Sector, Team Sector and Community Sector. Core values of each sector have been set up and specific competences have been presented. In the Self Sector, $zh{\grave{i}}x{\bar{i}}n$(治心) and $ch{\acute{i}}j{\grave{i}}ng$(持敬) have been set as core values and $l{\grave{i}}zh{\grave{i}}$(立志) and $sh{\acute{i}}x{\bar{i}}n$(實心) as their competences. In the Relationship Sector and Team Sector, circumstances(時宜) and $sh{\acute{i}}sh{\grave{i}}g{\bar{e}}ngzh{\bar{a}}ng$(實事更張) were set as core values, accordingly. Lastly for the Community sector, the core value, 'Ideal Leader and the Visions of and Ideal Community', was conceptualized as '$m{\grave{ui}}m{\acute{i}}nzh{\grave{i}}zh{\grave{i}}$(牧民至治)'. The leadership is then expanded from the Self Sector to the final stage through its processes. Through this research, it can be found out that the Korean Leadership Model is not rigid to just cover a specific point in time or situation, but embraces many contemporary leadership concepts, thus having the characteristics of a comprehensive leadership theory.

• Korean Security Journal
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• no.13
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• pp.71-90
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• 2007

Under the hypothesis that social behavior appears with personal differences. this study tried to make it clear that sociality factors are precedence variables, through characterization of the relationship between university students' sociality factors and multidimensional leadership factors. To achieve this goal, we have selected as a population university Taekwondo players participating in playing currently in 2006, sampled 228 subjects using the convenience sampling, and then finally used their data. Data were processed through descriptive analysis, factor analysis reliability analysis, correlation analysis and multiple regression analysis using SPSS 12.0, and conclusions were drawn as follows. Through such a process and method, we have yielded the following results. First, the responsibility our of the sociality factors appears to have significant influence on the types of training & direction, positive feedback, and social support at the level of p<.001, on the type of authoritative behavior at the level of p<.01, and on the type of democratic behavior at the level of p<.05. Second, the sociability out of the sociality factors proves to have significant influence on the type of training & direction at the level of p<.05. Third, the planning out of the sociality factors turns out to have significant influence on the type of social support at the level of .001, and on the types of democratic behavior and authoritative behavior at the level of p<.01.

• Management & Information Systems Review
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• v.33 no.5
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• pp.55-70
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• 2014

Recent research on organizational innovation, such as. new managerial processes, practices, suggests it can be an important source of firm's competitive advantage. The challenge is not only offering new products and services, but also changing the nature of management within organizations. In this study, we focus on management innovation at the organization level and investigate the role of transformational leadership behavior as a key antecedent. Transformational leadership may complement an organization''s increasing rigidity by maintaining a sense of meaningfulness in members of the organization, which may be more flourishing to organizational innovation. Due to its prominent role within organizations, CEO has the ability to greatly influence management innovation. In particular, we focus on leadership behavior and examine transformational leadership of CEO. Additionally, as contextual variables like organizational structure(complexity, formalization, centralization) may influence the impact of transformational leadership, we investigate its moderating role. Findings show that transformational leadership behaviors positively contribute to organizational innovation. In addition, our study indicate that less complex, less formal and less central, organizations have benefit more from transactional leadership in strengthening organizational innovation.