• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.1
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• pp.13-17
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• 2013

Leadership is one of the most widely explored subjects in the field of management. A variety of papers on leadership, however, still have insufficient aspects to reveal the theoretical logic about the CEO leadership itself. Such research, especially focused on organizational performance, tend to concentrate on the CEO's behavior rather than leadership because CEO's behavioral trait as an explanatory variable is useful to connect with firms' performance. Our purpose is to show how the characteristic of CEO leadership can be built at the organizational level. For a detail, the larger the firms' size, the greater the degree of CEO's charismatic leadership. The larger the degree of a firm's diversification, the greater the degree of the CEO's transformational leadership. And the less the degree of a firm's diversification, the greater the degree of the CEO's transactional leadership. This theoretical paper on CEO leadership suggests that the characteristics of CEO should be adaptable to the changing institutions and organizational environments.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.165-175
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• 2013

This study identifies the empirical effects of CEO's transactional leadership & transformational leadership(LEADERSHIP) on organizational effectiveness(OE) in the consulting industry. Next, this study identifies that if there are any differences on understanding on LEADERSHIP and OE depending on consulting organizations with a propensity for individualism. The analysis of the data shows LEADERSHIP is positively related to OE. Finally it is shown in this study that the consulting organizations with a high individualistic propensity(IP) show perception differences on charismatic leadership, compared to those with a low IP.

• The Journal of the Korea Contents Association
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• v.13 no.9
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• pp.382-391
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• 2013

Crisis management is one of the most important tasks of any business as business environments have been dramatically changed. In a sense the ability to manage crisis effectively is connected to the survival of any organization, whether it be a nation or company. In case of a company, the ability depends on CEO's leadership styles. Though some research have internationally investigated the relationship between crisis management and CEO's leadership styles, few research has dealt with the issue. The purpose of this study was to investigate the role of CEO's leadership styles in the perception of the importance of corporate crisis management and the level of crisis management. A self-administered questionnaire was distributed to CEOs of various types of business and a total of 259 questionnaires were collected from them. But only 201 questionnaires were used for testing hypotheses after getting rid of incomplete ones. The result showed that CEO's leadership styles have different roles in the issues raised in this study. Implications and further research suggestions were discussed.

• Journal of Digital Convergence
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• v.9 no.4
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• pp.77-89
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• 2011

The purpose of this study is to find out a more effective and functional way to apply management innovation, by analyzing the relationship between the innovation and leadership of a public enterprise CEO. To fulfill the purpose, a structured survey was executed with twenty one public enterprises those who have had management innovation before January, 2010. The proof of the research shows the leadership of public enterprises gives a big impact on each work group, operation structure innovation, and also individual innovation. Accordance with these conclusions, in order to create effective management innovation, the leadership of CEO should be very revolutionary rather than being conservative.

• Journal of Digital Convergence
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• v.19 no.6
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• pp.163-174
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• 2021

This paper investigated the role of CEO leadership in the relationship between Korean small firm's competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy.

• Journal of Digital Convergence
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• v.19 no.2
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• pp.39-50
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• 2021

To investigate these hypotheses, we used data from survey questionnaires on CEO's of 176 persons. First, the results showed that charisma and servant leadership are positively related with goal oriented motivation. transactional leadership did not related with goal oriented motivation. Second, leadership among Excepting for charisma, transactional and servant leadership affect significantly related with activity oriented motivation. Third, we also surprisingly found that charisma, transactional and servant leadership are not related to learning oriented motivation. Fourth, we also showed that goal oriented in motivation of educational participation positively related with agricultural business outcomes. In the addition, the results showed that charisma and servant leadership are positively related with agricultural business outcomes.

• 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.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.8
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• pp.5522-5533
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• 2015

This study analyzes the effect of leadership styles (transformational leadership, transactional leadership, and servant leadership) of CEOs at small and medium-sized enterprises on the organizational effectiveness of the employees (organizational commitment and organizational citizenship behavior). A survey was conducted on 573 employees of domestic small and medium-sized enterprises in the electric, electronic, and IT industries, and the data was used to perform statistical analysis. As the result, charisma of transformational leadership, individual consideration, emotional healing of servant leadership, wisdom, and stewardship were shown to have positive effect on the organizational commitment. Furthermore, charisma of transformational leadership, exceptional management of transactional leadership, wisdom of servant leadership, and stewardship were shown to have positive effect on organizational citizenship behavior.

• Journal of Service Research and Studies
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• v.6 no.2
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• pp.153-174
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• 2016

This empirical study attempted to investigate the effects of the CEO's transformational leadership on the organizational members' innovative behavior/organizational citizenship behavior, CSR and employees' acceptance of organizational change in the ICT industry. For this study, we conducted an online survey with the employees of businesses that belonged to the ICT industries and received 417 valid responses. The analysis results by SPSS & AMOS are as follows. CEO's transformational leadership had a significantly positive impact on the members' self-efficacy. The members' self-efficacy not only had a positive impact on their own innovative behavior/organizational citizenship behavior, but also had a mediating effects in the relationship between CEO's transformational leadership and the members's innovative behavior/organizational citizenship behavior. Also corporate social responsibility management had a moderating roles in the relationship between CEO's transformational leadership and the members' self-efficacy.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.1
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• pp.29-38
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• 2016

The purpose of this study is to review the relationship between transformational leadership(charisma, individual consideration, intellectual stimulation, inspiration) and knowledge management, and the moderating effect of social(trust and interaction) in small business. In order to verify and achieve the purposes mentioned above, questionnaire data are gathered and analysed from 311 subjects in Kangwon-do province. Multiple regression and multiple hierarchical regression analysis were applied to test these hypotheses: 1) the relationship between transformational leadership and knowledge management, 2) the moderating effect of trust on the relationship between transformational leadership and knowledge management, 3) the moderating effect of interaction on the relationship between transformational leadership and knowledge management. Empirical survey's findings are as follows; First, individual consideration and inspiration leadership appeared to be positively related with all knowledge management(knowledge creation, transfer, application). Second, charisma was verified to be positively related with knowledge creation only. Third, charisma and inspirational leaderships were more positively with knowledge creation in higher trust group than in lower trust group. Fourth, intellectual stimulation and inspirational leaderships were more positively with knowledge creation in higher interaction group than in lower interaction group. Fifth, individual consideration was more positively with knowledge application in higher interaction group than in lower interaction group.