• Journal of Information Technology Services
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• v.22 no.3
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• pp.1-27
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• 2023

The semiconductor industry is a competitive, complicated and a cyclical sector with a highly dynamic business climate which requires an effective leadership style to operate and succeed. This study explores the important issue of how leadership facilitates employee innovative work behaviors in the semiconductor industry. Based on the assumptions of the ambidextrous leadership theory and social exchange theory, we collected data from 300 workers employed in the semiconductor industry of South Korea. The study investigated (1) the impact of ambidextrous leadership on innovative work behavior, (2) the mediating effects of workers decision-making autonomy and workplace learning in the relationship between ambidextrous leadership and innovative work behavior, (3) the moderating role of resistance to change in the relationship between ambidextrous leadership and workplace learning, and (4) the moderating role of openness to experience in the relationship between ambidextrous leadership and innovative work behavior. SmartPLS 4 and SPSS v24 was used to analyze our data. The study revealed that ambidextrous leadership positively influences workers innovative work behavior. In addition, decision-making autonomy and workplace learning partially mediated the relationship between ambidextrous leadership and innovative work behavior. Moreover, resistance to change was found to be a significant moderator in the relationship between ambidextrous leadership and workplace learning. Based on these findings, we conclude that ambidextrous leadership is very imperative for semiconductor businesses seeking to foster employee innovative work behaviors. Theoretical and practical implications of the study are also discussed.

• Journal of Korea Society of Digital Industry and Information Management
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• v.13 no.3
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• pp.115-132
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• 2017

There is no absolute leadership through East and West. Just as past and present conditions are not the same, it is not easy for past leadership to apply to the present. The best leadership will be the leadership that can represent and lead the changing situation. In that sense, the creative leadership is the most appropriate leadership required by the present age. In the society, research on creative leadership is actively conducted in schools and companies, but there is no research on creative leadership in the military. This is the first study in the military about creative leadership. It is meaningful to understand the understanding of creative leadership and the applicability of the military and to provide a basis for future research. First, we measured the organizational effectiveness of creative leadership. The data were analyzed by factor analysis, correlation analysis, and regression analysis using SPSS 18.0. The results of this study were as follows. First, the organizational effectiveness of creative leadership and organizational goals and achievement were measured, and it was found that there was significant influence on the relationship between creative leadership and organizational effectiveness. I could confirm some. This would be meaningful in that it suggested the possibility of applying the leadership of the creative leadership to lead the change of society and to implement the military command.

• The Journal of Economics, Marketing and Management
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• v.8 no.1
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• pp.12-19
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• 2020

Purpose - Strategic causes for the failure include unrealistic growth, overexpansion, unfamiliar new markets, volume obsession, unrealistic promises and poor project selection. Organizational causes are insufficient capital and profits, lack of business knowledge, poor financial management, poor sales skills, inadequate marketing, poor leadership, poor leadership transfer, project losses, poor field performance and owner bankruptcy. Uncontrollable causes include industry and economic weakness and banking and surety changes. While helpful, the list provides insufficient clarity regarding the causal roots of failure. Research design, data and methodology - The research framework to organize the information involved with many of the recent and large failures in the industry. Results - This research then identified five dominant root causes - excessive egoism, poor strategic leadership, too much change, loss of discipline and inadequate capitalization. Conclusion - Finally, additional input from external forces may accelerate the firm's pace to failure. It is important on the development of diagnostic tools that are based on this model and that will provide new ways to assess a conglomerate's level of risk for incurring a financial crisis.

• Journal of Digital Convergence
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• v.17 no.8
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• pp.187-196
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• 2019

This study focuses on the characteristics of culture and art industry organizations that emphasize tradition and artistic values. The purpose is to investigate the relationship between transformational leadership, job meaning and collective efficacy, and to clarify the effect of this study. In order to clarify this relationship, research models and hypotheses were set up based on literature research, and 377 questionnaires were distributed and retrieved for the relevant industry workers. The results showed that transformational leadership had a significant effect on group efficacy. In addition, the influence of transformational leadership on job meaning, the effect of job meaning on collective efficacy, and the mediating effect of job semantics were confirmed. These findings can provide guidelines for organizational change by identifying the effects of transformational leadership on the attitudes of members in the culture and arts industry.

• International Journal of Internet, Broadcasting and Communication
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• v.12 no.1
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• pp.1-6
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• 2020

In this paper, we propose a new program for university student's IT leadership renovation. Automation and Artificial Intelligence(AI) are changing the nature of work. According to MGI report, they will change the skills needed in the workforce. Leadership is one of the skills needed more of in the future at workplace including IT industry. Leadership could be defined as having 5 level leadership. According to the 5 level leadership, a program was formulated to renovate university student's self-leadership, teamwork, team leadership and finally global leadership. We named the program as Stepping-Stone Platform for Student's IT Leadership Renovation(SSP-SLR). Each level of four stepping stones consists of one semester. Student can raise their leadership skills by the program step by step. Various instruction learning methodologies are adopted to the program, including Flipped learning which has been proved effective in many ways in the field of education recently.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.4
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• pp.201-212
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• 2019

The study aims to identify the role of transformational leadership toward work performance through intrinsic motivation in pharmaceutical field by a survey of 220 pharmacists in Vietnam. The pharmaceutical industry in Vietnam is experiencing rapid growth, accompanied by the need for a change in leadership for managers. The transformational leadership creates a proactive, positive attitude, passion, interest or an increase in intrinsic motivation of employees, thereby affecting work performance. This study performed reliable verification by Cronbach's Alpha coefficient, then the factors are analyzed by EFA before conducting multivariate regression analysis. The results showed that the transformational leadership style includes such factors as: idealized influence (attributed and behavior), inspirational motivation, intellectual stimulation, individualized consideration have a positive impact on intrinsic motivation and thereby positively affecting work performance. It confirms that employees will have a higher intrinsic motivation level when working under transformational leadership from their leaders. It makes employees work more efficiently. According to the research results, the pharmacist has an intrinsic motivation to work hard on tasks that contribute to the group overall goal of. That requires managers to have a task assignment strategy to connect the goals of the members together as well as of the members to the group.

• 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 Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.103-120
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• 2018

Global conglomerates in the late 2010s are seeking changes from the existing method of financial growth into that of sustainable growth, as they are facing the age of 4th industrial revolution. In preparation for this change of the times and to stay competitive, small businesses are required to produce creative knowledge, and systematically share and store it by means of implementing voluntary and specific changes in their convictions and actions. This study aims to empirically examine how the ICT small businesses' organizational learning participants' self-leadership affect their job satisfaction through organization orientation and Leader-Member Exchange(LMX). The research sample consists of the first to third-year employees that have previously participated in the small businesses' organizational learning support project, and of learning leaders, group leaders, and group members from companies that have previously concluded the project. The results are as follows: First, the self-leadership at the ICT small businesses' organizational learning project has been shown to have a positive effect on job satisfaction. The same positive results are shown in learning orientation and LMX. Second, the learning orientation has been shown to have a positive effect on job satisfaction. Third, the LMX has been shown to have a positive effect on job satisfaction.

• Knowledge Management Research
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• v.11 no.2
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• pp.111-131
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• 2010

The purpose of this study is to categorize group of firms by using characteristics of technical innovation in telecommunication industry and to identify relationships between types of technical innovation and such contingency factors of technical innovation. The major findings of this study are summarized as follows; First, Type 1 Group (Innovative Industry Leading Group) tends to use innovative and market differentiation strategy and has more innovative C.E.O's management style and innovative culture. Second, Type 2 Group (Dependent Group on Market Change) tends to use market differentiation or cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture. Third, Type 3 Group (Small Technology Intensive Group) tends to use focused innovative strategy and has a more innovative C.E.O's management style and innovative culture. Fourth, Type 4 Group (Non-Innovative Group) tends to use focused cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture.

• Journal of Global Scholars of Marketing Science
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• v.15 no.2
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• pp.27-48
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• 2005

This study analyzed the structural elements of transformational leadership on hotel employees job satisfaction and organizational identification, and inquired into how moderating variables such as demographical characteristics and the features of hotels affect transformational leadership. The ultimate purpose of this study was to provide managerial implications to hotel business operators and hotel employees. The main results of this study are as follows; According to the result of factor analysis on transformational leadership and hotel employees job satisfaction, 18 variables were derived as two factors 'obliging leadership' & 'vision leadership' factor in the area of transformational leadership, and 31 variables were derived as four factors 'welfare and work environment', 'ability display and job stability', 'colleague relationship and job performance' and 'company policy' factor. Second, stepwise regression analysis on whether the type of transformational leadership at hotels has a significant effect on employees job satisfaction & organizational identification, 'vision leadership' and job satisfaction and the both 'vision leadership' & 'obliging leadership' among the types of transformational leadership appeared to have a significant effect on hotel employees organizational identification. Third, One-Way ANOVA and t-test in order to examine significant difference in the type of transformational leadership according to demographical characteristics and general characteristics, statistically significant difference was found according to income level, the current position, work experience, the type of hotel operation and the experience of job change.