• Culinary science and hospitality research
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• v.14 no.3
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• pp.85-95
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• 2008

This study examines the effects of CEO leadership on Employees' job satisfaction in tourist hotels. Samples were the employees working at 10 deluxe hotels in Seoul and a total of 300 copies of the questionnaire were distributed, among which 191 valid ones were used for the analysis. After data cording, answers were processed by SPSS 12.0. As a result of the factor analysis on CEO leadership, 3 factors(management style, settlement style, and work style) were extracted; for employees' job satisfaction, 3 factors(work environment, service environment, and job environment) were extracted. As the results of the study, management style and work style among CEO leadership factors have a statistically positive impact on work environment. Next, management style has a statistically positive impact on service environment. Finally, management style and work style has a statistically positive impact on job environment.

• 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.

• Journal of Korean Society for Quality Management
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• v.47 no.1
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• pp.59-74
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• 2019

Purpose: Despite the fact that the majority of domestic firms are small in size, there have been few studies conducted to understand the leadership effectiveness of small firm CEOs. Based on the upper echelon theory, this study attempts to demonstrate empirically that transformational leadership of small firm CEOs can increase the innovative behavior of employees. In addition, the present study examines mediating effects of CEO trust perceived by employees when transformational leadership affects employees' innovative behavior. Methods: The survey data of CEOs'transformational leadership, innovative behavior of employees, and perceived CEO trust were collected from 176 employees working in domestic small firms. Hierarchical regression analyses were performed to examine the main effects between transformation leadership and innovative behavior and mediating effects of CEO trust perceived by employees. Results: The results show that CEOs' transformational leadership is significantly related to the innovative behavior of employees in the current sample. Results also indicate that CEO trust perceived by employees reveals a mediating effect in the process of transformational leadership affecting innovative behavior. Conclusion: The results show that as suggested by the upper echelon theory, the leadership of small firm CEOs can have a significant impact on positive job-related behaviors and attitudes of employees. The results also contribute to expand on the understanding of the relationship between transformational leadership and innovative behavior by explaining that transformational leadership can mediate trust in CEOs in enhancing employees'innovative behavior. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.

• The Journal of the Korea Contents Association
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• v.13 no.5
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• pp.170-182
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• 2013

The purpose of this study is to examine the influence of the leadership style of a CEO of a public performing arts theater to the quality management and business performance, with a focus on the differences by the leadership styles. For this purpose, a survey was conducted with the CEO of 165 public performing arts theaters in country, from whom 98 valid replies were collected for analysis and further validation of hypothesis of this study. The validation revealed that, first, the task oriented and change oriented leadership provided positive influences to the quality management activities, while relations oriented leadership failed to do so. Secondly, the quality management activities by the CEOs of the public performing arts theaters had positive correlations with the financial performance and market performance, which are part of the business performance indices of a performance art center. Thirdly, while the task oriented and change oriented leadership styles did have influences over the business performance; it was revealed that the quality management activities wielded only indirect influence toward such elements. The relations oriented leadership style appeared to fail to influence with significance. Such results as above show that only the task oriented and change oriented leadership style of a CEO in a public performing arts theater had positive influences over the business performance, with an implication that the CEOs of such facilities shall keep this in mind and exercise such leadership styles. In addition, another implication of this study was that it is also important to give efforts to the quality management activities, which turned out to influence the business performance significantly. The implication of this study is that the study was conducted with direct participation by the CEOs themselves of public performing arts theaters in country and an examination was made to see the differences by leadership styles.

• 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 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.

• Journal of Fashion Business
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• v.12 no.1
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• pp.129-146
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• 2008

The purpose of this study is to identify components of CEO image and to examine predictors to affect company's market value. To explore the social construction of the CEO Image depicted in the popular business newspaper, the Wall Street Journal and daily newspaper of Korea, was analyzed. Then, the reconstructed image of the CEO was compared with the firm's stock price change to see their relationship, if any. This paper focused on the case of Carly Fiorina as previous chief of Hewlett-Packard, who was the Fortune's ranking of the 50 most powerful women in business is presented. The period for the analysis was five years and eight months from her inauguration(July, 1999) to the release(February, 2005). The results, four predictors such as nature, management ability, leadership style, appearance character had statistically significant relationship with both company's market value and the image of CEO. In addition to revealed that media coverage of Carly Filoina was commensurate with the financial performance, particularly stock price change of the Hewlett-Packard. In general, the best image of the CEO is highly transcends to the image of the company as well. Therefore it is need to manage effectively components of CEO image to enhance brand image and its brand value, which are further expected to enhance company's market value.

• 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 Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.231-244
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• 2012

The purpose of this study was to substantially analyze the relation between the success factors of quality management and performance. For this purpose, the success factors of quality management - CEO's leadership, customer-centeredness, process management, training, full participation of employees, and relationship with vendors - were identified as independent variables and performance was identified as dependent variable to substantially analyze the automotive parts industry. In result, the findings can be summarized into the following: First, for the relation between the success factors of quality management and financial performance, CEO's leadership, customer-centeredness, training, and full participation of employees were statistically significant, but process management and relationship with vendors were not statistically significant. Second, for the relation between the success factors of quality management and non-financial performance, CEO's leadership, customer-centeredness, full participation of employees, and relationship with vendors were statistically significant, but process management and training were not statistically significant. Third, it was also found that, among the success factors of quality management, CEO's leadership, customer-centeredness, full participation of employee should be considered more than any other variables to achieve performance. Based on the above findings, it was concluded that 'CEO's leadership' and 'customer-centeredness' had an influence on both financial and non-financial performances and were relatively more influential than other individual factors.