• The Journal of the Korea Contents Association
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• v.14 no.5
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• pp.364-372
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• 2014

In order to improve organization performance by CEO's leadership, the control systems have to be designed in accordance with CEO's strategic orientation. A management control systems (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Present study explored the effects of CEO's Characteristics and control on organization performance. So this study adopted 'Risk-taking tendency', 'Achievement motivation' during psychological characteristics of CEO. For the control variable of this study, 'behavior control' and 'result control' were adopted. And for the variable of performance, financial performance was selected. As result of the study, Behavior control affects financial performance highly than result control. Through additional studies conducted during the same period, there is a significant indirect effect of achievement motivation and behavior control.

• Journal of Korea Society of Digital Industry and Information Management
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• v.11 no.2
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• pp.167-179
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• 2015

Recently the small and medium sized companies are more difficult to find people than large companies. So it is natural that having a great interest in leadership and its effects in organizations. This study examines how transformational leaders influence on empowerment, self-efficacy and job satisfaction in IT company. Investigating the effect between transformational leadership and job satisfaction in IT company may also be a tip of an understanding of how to manage employee turnover. Samples of 387 employees in IT companies were analyzed by structural equation modeling using Lisrel 8.7 and it showed acceptable data-fit of proposed model and supported all of research hypotheses. The empirical results indicated that transformational leadership significantly influences empowerment, self-efficacy and job satisfaction and also it confirmed that empowerment and self-efficacy are effective mediators linking job satisfaction. That is the findings reveal that transformational leaders boost employee's job satisfaction indirectly.

• Journal of Venture Innovation
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• v.3 no.1
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• pp.27-45
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• 2020

It can be said that the effectiveness of organization is influenced by the ethical leadership of the boss, including the CEO, who is the subject of ethical management. In this study, ethical leadership was set as the subject of the study, and the concept of ethical leadership was set as ethical leadership that perceives the superiors in the process of performing subordinates by members of a company or organization. In this study, the effects of ethical leadership on organizational citizenship behavior and job satisfaction were examined, and the effects of ethical leadership on the ethical consciousness of subordinates were analyzed, and ethical consciousness in the relationship between ethical leadership, organizational citizenship behavior, and job satisfaction The mediating effect was analyzed. The subjects of this study were surveyed on 300 small and medium-sized workers in Gyeonggi Province from March 7 to May 10, 2020, and used as empirical analysis data. For data analysis, SPSS 24.0 and AMOS24.0 statistical analysis programs were used. The results of this study are as follows. As a result of the study, it was found that ethical leadership has an effect on organizational citizenship behavior, job satisfaction and ethical consciousness, and organizational characteristics such as ethical consciousness affect organizational citizenship behavior and job satisfaction according to how individuals perceive the organization. It was found that. Ethical leadership affects organizational citizenship behavior and job satisfaction. And these results are absolutely necessary to practice ethical management as a way to strengthen ethical leadership in order to increase organizational citizenship behavior and job satisfaction. Therefore, it is necessary to develop and implement various programs that make you feel a sense of unity with the organization.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.1-16
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• 2021

It can be said that it has various effects on the organization depending on the leadership of the boss, including the CEO, who is the main agent of management. In this study, Servant Leadership is the subject of research, and the concept of Servant Leadership is established as Servant Leadership, in which subordinates who are members of a corporate organization perceive their bosses in the course of performing their duties. In this study, we examined the impact of Servant leadership on job satisfaction and non-financial organizational performance, analyzed the impact of Servant leadership on subordinates, and analyzed the mediated effects of ethics in relation to Servant leadership and job performance. The subjects of this study conducted a survey of 300 workers at small and medium-sized enterprises nationwide from March 15 to April 20, 2021, and used 273 data as empirical analysis data. Data analysis uses the SPSS 24.0 and AMOS 24.0 Statistical Analysis programs. Research has shown that Servant leadership is affecting job satisfaction and non-financial organizational performance. These results are absolutely necessary for management practice in various ways, such as strengthening servant leadership, to enhance job satisfaction and non-financial organizational performance, so it is necessary to develop and implement a program to feel unity with the organization. Therefore, organizational leaders need to create new ideas and actions to suit their objectives. To do so, it suggests that it is important to create a horizontal organizational structure in which fresh views can be derived rather than a vertical organizational structure that follows only the command system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.223-235
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• 2022

The satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. Meanwhile, organizational identification is a fundamental organizational behavioural concept in business that influences employee belongingness with the organization. Taking into account the relevance of this research topic, this paper aims to understand of organizational identification and leadership styles in SMEs. It also investigated the mediation role of organizational true. For the analysis, a questionnaire survey was conducted on employees of SMEs, and the collected data were analyzed using the hierarchical multiple regression analysis. Analysis results are as follows: First, out of leadership style, transformational leadership, transactional Leadership had a positive effect on job satisfaction. Second, organizational identification had a positive effect on job satisfaction. Third, in the relationship between leadership, organizational identification and job satisfaction, the mediating effect of organizational true had significant transformational leadership→organizational truer→job satisfaction, transactional leadership→organizational truer→job satisfaction, organizational identification→organizational truer→job satisfaction. The results of this study show that the role of middle managers is very important in SMEs. The leadership of SME managers can also be linked to organizational performance through the job satisfaction of workers. Therefore, SME' CEO should provide opportunities to receive professional training on the leadership of middle managers. In addition, SME' CEO need a strategy to instill a positive image of the organization in workers through the organizational vision.

• Journal of the Korea Convergence Society
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• v.10 no.1
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• pp.163-176
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• 2019

The purpose of this study is to examine the impact of PM consultant leadership competence on consulting repurchase intention and the impact of SME CEO participation on consulting repurchase intention. The validity of the measurement model was secured through CFA (Confirmative Factor Analysis) for the questionnaire data, and consistency was secured through the same method convenience, and significant results were obtained. In other words, not only the ability of PM consultant in repurchase of consulting is important, but also confirms that repurchase intention differs according to the participation of manager. Therefore, the performance that manager feels depends on the degree of manager's interest in repurchase and plays an important role in repurchase. As a result, it is important for PM to report to manager and / or make the manager participate in consulting process so that manager can be interested. In this study, it is difficult to generalize the relationship between PM's leadership role and manager's involvement in the repurchase intention. However, it is meaningful that PM's competence as well as management's participation are very important, and that this study figured out which drection PM's leadership should focus on. The purpose of this study is to investigate the effect of the variables on the repurchase intention.

• The Journal of the Korea Contents Association
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• v.14 no.7
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• pp.457-467
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• 2014

In order to improve organization performance by CEO's leadership, the control systems have to be designed in accordance with CEO's strategic orientation. A management control systems (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. The current study is conducted with the objective to explore the effects of CEO's Characteristics (Risk-taking tendency, and Achievement motivation) and control types (Behavioral control, and Result control) on organization performance. The characteristics of ceo - behavior control and risk-taking propensity - results in significantly positive effect on management control. On the other hand, risk-taking propensity has influence negatively on behavior control. The behavioral control is received negative influence from risk-taking propensity. and it received positive influence from motivation. and then it has effect on organization performance(indirct effect). To achieve the purpose of this study, Structural Equation Model (SEM) has been applied.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.3
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• pp.75-88
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• 2014

The purpose of this research is to provide the indication on policy for the SME that are going through the Growing Pains by analyzing the cause of the Growing Pains and the effect that it causes to the company performance. By measured the extent of the growing pains in entrepreneurial companies, 8 of the 20 companies surveyed companies indicate that some very significant problems exist within the organization and the other 12 companies indicate some organizational problems require attention. As a result of correlation between company performance and Growing Pains that analyzed by using CAGR(Compound Annual Growth Rate), we have arrived at the conclusion that they are oppositely related. We have conducted the regression coefficient in order to analyze the factors that are affecting the Growing Pains and we have discovered that Leadership and work performance capability of CEO, Company's structure capability and Company's cultural strength have a meaningful relation out of 7 Factors that were used for regression coefficient. Only, CEO's work performance is analyzed to worsen the Growing Pains that, for enterprises at the certain growing stage it is needed to establish an administrative system instead of relying on CEO. Also CEO's strong leadership play which relate to administrative capacity, forming reasonable organizational structure, customer oriented mind and Company's culture that are developed with sense of responsibility reduce Growing Pains according to a research.

• Journal of Service Research and Studies
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• v.10 no.3
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• pp.81-101
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• 2020

Humanity has reached the age of service economy. A new economy requires new management. The chief executive of new management is the CEO. The results of management decision-making are reflected in the company's performance, and are the basis for future growth engines. This study empirically analyzed the effect of CEO competence, corporate orientation, and management performance of small and medium-sized mid-sized business managers on each other. In the study, a hypothesis was established between eight variables. In addition, the relationship between corporate orientation and CEO competency, which has not been studied, was also identified. Set personal effectiveness, willingness to innovate, opportunity recognition, information perception, relationship formation, business management, leadership, organizational culture, and human resource management as measures of CEO competency. After defining the operation in accordance with this study, the analysis was conducted. As a result of the analysis, corporate orientation did not produce a meaningful result in management performance. And CEO competency showed a positive (+) effect on management performance. It can be judged that the CEO variable, a management variable, had a positive effect on management performance. Also, there was a significant result in the relationship between corporate orientation and CEO competency. Innovativeness, initiative, and risk-taking have positive implications for CEO competency. Lastly, corporate orientation showed statistically significant results on management performance through the mediation of CEO competency. It is worth noting the results of this study in that the time of the study was the timing of the global pandemic (fendermic) of the COVID19 virus. In the future, in-depth research is needed on the relationship between CEO-related factors and management performance in a more changed economic environment.

• Knowledge Management Research
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• v.24 no.2
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• pp.65-85
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• 2023

This paper investigates how TMT's cognitive traits affect R&D investment. Drawing on the attention-based view, we propose that TMT's future orientation and risk preference increase the level of R&D investment. As R&D activities have long-term goal of generating proprietary knowledge, it is important to understand how TMT's attention toward future and risk affect R&D investment. Also, we test the moderating effect of CEO duality on R&D investment. As the CEO plays a leadership role in the TMT, if the CEO's decision-making authority is highly concentrated, the impact of TMT on R&D may decrease. We measure CEO duality and CEO ownership stake as CEO characteristics. Based on a sample of 837 U.S. manufacturing firms, the results show that when TMT has a higher tolerance for risk and higher future orientation, R&D intensity increases. However, when CEO also serves as chairman of board and CEO has higher ownership, TMT's influence on R&D investment weakens. This implies that TMT and CEO has power dynamic that can change based on CEO power supporting status. Overall, it suggests that TMT's attention and CEO power are important factors to improve longer-term knowledge accumulation of firm.