• International Journal of Contents
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• 제8권1호
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• pp.95-99
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• 2012

Interior design companies in Seoul, Korea, senior level designers-designers shared leadership model has not been implemented by the design management. The whole interior design companies are worked each by a leadership team consisting of senior level designers, contractors and designers, being accountable for company, workers, and budgets. The results for workers' opinion in leadership positions were evaluated. All 154 leading workers of all professional teams were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new shared leadership model. The response rate was 96.2%. After all, the leading workers were satisfied with the shared leadership model both in their own designing practice and in general. Non-design workers were comprehensively more in favor of quite a few aspects of shared leadership than senior level designers, but even the latter reported to be generally satisfied. However, both professional teams estimated leading positions to be only modestly attractive. The consequences yield some evidence that the transform from traditional leadership models to the senior level designers -designers shared leadership model may have advantages in the management of interior design companies. Furthermore, there is a need for greater clarity about precisely what we mean by shared leadership and also a deeper exploration of potential challenges arising from shared leadership models if we are to try to come to terms with their practice.

• International Journal of Contents
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• 제6권2호
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• pp.21-27
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• 2010

This paper compares and contrasts four different kinds of leadership models in Design Management. Similarities and differences between these four models in contemporary leadership issues and challenges are analyzed and described. Each model will demonstrate the effects of leadership and how these leaders use the different approaches to develop their leadership style in their design field. This paper proposes that contemporary leadership in Design Management involves a unique bonding among leaders and followers, and more flexible and developed leadership will continue in the understanding and skill with which applying to the dynamic of organization change. The results and application of each model's assessment indicate a team of leaders that are capable of achieving excellence through their combined talents and vision to achieve in design fields using their potential inability of their own leadership.

• 산업경영시스템학회지
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• 제42권1호
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• pp.167-176
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• 2019

The purposes of this study are first to identify the core competences of design leadership and second to propose the characteristic and effective leadership capabilities required in the design field. To propose the capabilities of reliable and meaningful core competency of design leadership, we identified core competencies through a group of experts from the top group of design leaders (Design executives, head of the design institute) rather than using a survey study based on unspecified designers. In addition, the unique interview method, AI (Appreciated Inquiry) was also used to share the actual experiences and philosophies of the interviewers, regardless of the core competencies. This study revealed that the core competences of design leadership were different from those of conventional general leadership and MOT (Management of Technology) leadership capabilities. Besides, it provided opportunities for leaders in other fields to understand and collaborate on characteristics of the design field, while demonstrating the necessity and justification of unique leadership traits in the field of design.

• International Journal of Contents
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• 제15권2호
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• pp.53-58
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• 2019

The aim of this paper is to discuss how designers lead and direct 'technology-driven society' using their creative communication skill. To this end, it is required for communication designers to take conscious steps to recognize the future direction of their profession. Despite the advancement in technology, there is a human being at the center of all design activities. From a certain point of view, contemporary communication design takes an open-ended exploration of the subject matter, rather than a finished output. The notion of creative leadership may potentially expand more in terms of improving the methodology of today's visual culture. The paper will examine creative leadership that could be proposed by the challenge of discourse upon the upcoming industrial revolution. Today, communication designers are confronted by new leadership opportunities and challenges. Some leading designers seem to focus on brand new media technologies to prepare the 4th industrial revolutions. However, communication design cannot be discussed in the medium but can be understood as a process. Top-down and bottom-up process is always a concerned about the relationship since the focus of leadership has changed. In the top-down process, the leadership has existed between 'designer and client' because designers have played their role as a problem solver. On the other hand, there is a different model of leadership between 'design and technology' based on bottom-up process, which stem from the design authorship. In this regard, the new definition of creative leadership in the $4^{th}$ industrial revolution proposes a designer as a problem-finder based on the relationship between the 'designer and the public'.

• 동아시아경상학회지
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• 제11권3호
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• pp.37-45
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• 2023

Purpose - This research contributes to the existing literature by shedding light on a unique intersection of creativity and leadership, carving out a niche that calls for further exploration. Thus, this study addresses the questions regarding how creative leadership manifests within the context of art education and what the distinct types of business leadership from applying creative leadership principles are in art education? Research design, data, and methodology - This research is made up of two stages to collect textual data from the literature. The first stage involves screening titles and abstracts to weed out studies that overtly lack alignment with the research's focus. The second stage involves a full-text review of the remaining studies to ascertain their suitability based on the research objectives. Result: There are four types of business leadership on Creative Leadership in Art Education, such as Visionary Artistic Leadership, Collaborative Expressionist Leadership, Adaptive Impressionist Leadership, Experimental Abstract Leadership, Experimental Abstract Leadership. Conclusion - The research could conclude that 'Visionary Artistic Leadership' offers practitioners a compelling strategy for igniting innovation within their teams and organizations. HR practitioners can foster a culture of daring creativity by encouraging leaders to embrace visionary thinking. To implement this style, HR professionals can nurture individuals strongly inclined towards innovative ideation.

• 동아시아경상학회지
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• 제10권3호
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• pp.115-125
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• 2022

Purpose - Sports leadership is frequently used as a useful comparison for understanding traits like teamwork and motivation in the business world. Based on the results of numerous studies, this research provides a critical assessment of the current state of knowledge in sport leadership research using methodological advances from other disciplines such as business and economics Research design, Data, and methodology - This research selected the systematic review analysis as its research design. The review analysis is a minimal set of elements for reporting in reviews by evidence. The present author included numerical data with confidence ranges for the most crucial outcomes if the review contained meta-analyses. Result - According to a study in sports, transformational leadership has a positive effect on company success. Communication and commitment, two possible mediators, may strengthen the impact of transformational leadership on cohesiveness. Prior researchers found that intrinsic drive serves as a bridge between transformational leadership and performance. Conclusion - This research concludes that the articles used for data analysis in this study examined the value of sports leadership for business leaders in a number of sports, including athletics and handball, among others. There is a good chance that different sports will provide different insights on the value of sports leadership for CEOs.

• 한국콘텐츠학회논문지
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• 제10권1호
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• pp.267-274
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• 2010

오늘날 경제 환경과 기업 활동은 디자인의 가치를 새롭게 인식하고 있으며 디자인교육도 기술적방법과 표현력 중심에서 벗어나고 있다. 이런 디자인의 교육적 환경으로 디자인 매니지먼트의 교육프로그램에도 관심과 기대가 높아가고 있다. 디자인 매니지먼트교육의 새로운 프로그램을 제안하기위해 디자인 매니지먼트의 활동내용을 연도별로 설명하였고, 우리나라 디자인대학과 매니지먼트의 명문교육 기관과의 교육내용을 비교 분석하였다. 외국대학의 매니지먼트 디자인 교육은 경영대학원 중심으로 철저한 실무교육을 바탕으로 하고 있었으며 기본적으로 리더십교육을 강조하고 있었다. 디자인 매니지먼트의 영역은 창의적 요소와 리더십의 요소가 있으며 리더십은 개인의 리더십과 대인의 리더십이 있으며 인간관계성의 스킬이 리더십의 핵심요소가 된다. 이런 디자인의 리더십은 창의력을 조직 내에서 발생시키고 성장시켜나가는 것이므로 디자인 매니지먼트에서는 창의력개발과 리더십을 분리할 수는 없을 것이다. 우리의 창의력 교육은 감성적 기법과 분석적 기법을 통합함은 물론 개인과 그룹의 창의력을 향상시킬 수 있는 다양한 학습 프로그램으로 개발해야 한다. 이런 창의력 향상교육은 우리의 교육과 기업문화에도 활용 될 수 있는 디자인 매니지먼트 교육 프로그램이다.

• 한국디자인학회:학술대회논문집
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• 한국디자인학회 2004년도 추계 학술발표대회 논문집
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• pp.50-51
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• 2004

• 감성과학
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• 제14권3호
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• pp.445-458
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• 2011

본 연구의 목표는 현대 기업경영의 핵심인 디자인리더십을 효과적으로 수행하기 위해서는 어떠한 요소들이 관리되어져야 하는지 또한 브랜드 중심의 디자인리더십을 위해 기업의 모든 부분들이 브랜드의 컨셉에 맞게 설정되어 있는지를 관리할 수 있는 요소와 그에 따른 실행방안들을 제안하는 것이다. 먼저 디자인리더십 관리의 요소로 크게 비전(Vision), 문화(Culture), 플랫폼(Platform)으로 나누고, 각 요소들을 관리하는데 있어 고려해야할 하위요소들을 설정하고 각 요소들에 대한 실행방안을 제시하였다. 다음으로 각 요소들의 실행방안을 인력구조, 브랜드침투 프로그램의 개발, 시간 및 물적 자원의 할당, 아이덴티티프로그램의 적용으로 유형화하였고 유형화한 범주에서 각각의 항목들을 설정하고 항목에 대한 세부 실행방안을 제안하였다. 이는 기업들이 디자인리더십을 실행함에 있어 요소들의 관리가 제대로 이루어지고 있는지에 대한 평가과정을 위한 가이드라인으로 활용될 수 있을 것이며 디자이너들이나 관리자들 컨설턴시들에게도 매우 유용한 지침이 될 수 있을 것으로 기대한다.

• 한국의류학회지
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• 제34권8호
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• pp.1319-1330
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• 2010

This study examines the underwear purchase behaviors of female consumers based on fashion leadership. Data research was conducted on 348 females in their 20s and 30s located in the city of Seoul & the surrounding Gyeonggi provincial area. The SPSS 17.0 software program was used to conduct data analyses such as descriptive statistics, frequency analysis, factor analysis, cluster analysis, ANOVA, and Scheffe's test as a post-hoc analysis. The results of this study are as follow. 1. Fashion leadership was identified with four factors; fashion opinion leadership, fashion innovation, confidence of fashion, and potential fashion leadership. Customers were segmented into the following three subdivisions: fashion leaders, fashion followers, and fashion laggards. 2. The factors derived from the factor analysis of underwear purchase motive included pursuit of fashion, economic, and fashion coordination. Fashion leaders highly regarded the pursuit of fashion & fashion coordination, but fashion laggards regarded economics highly. 3. The factors derived from the factor analysis of selection criteria included design attributes, brand attributes, functionality of clothes, and practicality. Fashion leaders regarded the attributes of design and brands highly; fashion followers regarded design attributes highly. 4. The factors derived from the factor analysis of underwear attitude included fashion/shopping orientation, fashion coordination orientation, and wear sensation/modesty orientation. Fashion leaders regarded fashion, shopping, design, and fashion coordination orientation highly relative to fashion followers and fashion laggards. 5. Fashion leadership showed significant differences in purchase motives, selection criteria, and underwear attitude.