• Journal of Industrial Convergence
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• v.21 no.4
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• pp.23-40
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• 2023

The style of leadership and leader's competence are expected to be an important role in the rapidly changing and uncertain circumstances of the business environment. In particular, rapid change of business environment requires organizations to innovate, and appropriate innovation can have a direct impact on an organization's competitive advantage and sustainability. In this regard, this study focused on transformational leadership as a factor that improves innovative behavior. In addition, the mediating effect of self-efficacy was verified in the process of transformational leadership leading to innovative behavior. Furthermore, the moderated mediating effect of psychological safety was also verified. To verify hypotheses, this study conducted a survey on 307 public officials who work in Chinese public institutions. The result was found that transformational leadership had a positive effect on innovative behavior by mediating effect of self-efficacy. However, contrary to the expectations of this study, the moderated mediation effect of psychological safety was found to be insignificant. The moderating effect of psychological safety showed an insignificant effect. It showed showed the different results from previous studies. In relation to these results, theoretical and practical implications were presented in this study. Overall, this study presented a plan to increase innovative behavior and verified the research model. In addition, the directions of future research for innovative behavior were presented.

• Journal of Distribution Science
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• v.12 no.9
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• pp.83-93
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• 2014

Purpose - This study attempted to identify any influencing relationships, between the antecedent variables and the members' innovative work behavior, which were expected to influence organizational performance based on the extended theory of planned behavior (ETPB). Research design, data, and methodology - The survey was conducted on SMEs in Seoul and its metropolitan area. A total of 158 copies of effective questionnaires were used and were analyzed through correlation analysis, regression analysis, and multiple regression. Results - Self-efficacy, value, intrinsic motivation, and self-enhancing bias have been found to have a positive relationship with innovative work behavior. In addition, transformational leadership was found to moderate the existence of a statistically significant negative influence between value, intrinsic motivation, and innovative work behavior. Conclusions - The results suggest that leaders will be successful in winning members' trust through conducting their behaviors in accordance with the applicable ethical and moral standards and through their fair, transparent, and legitimate management practices with an attitude of 'taking the initiative and setting an example', and this will help solve such problems.

• The Korean Journal of Coaching Psychology
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• v.6 no.1
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• pp.57-93
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• 2022

The purpose of this study is to verify the effect of the civil servant superior's coaching leadership on the innovation behavior and cooperative behavior of organizational members of public institutions. And it examines the mediating roles of subordinates' cognitive flexibility and belief of the colleague's potential growth in the relationship between coaching leadership and subordinates' innovative and cooperative behaviors. As a result of the study, first, it was confirmed that the coaching leadership of civil servant superior had a significant positive effect on the innovative and cooperative behaviors of subordinates. Second, it was verified that the superior's coaching leadership had a positive effect on the cognitive flexibility of subordinates and the belief of the colleague's potential growth. Third, it was confirmed that cognitive flexibility mediates between the superior's coaching leadership and innovative behavior. Fourth, it was not significant that the belief of the colleague's growth potential mediates between the superior's coaching leadership and cooperative behavior.

• Journal of Convergence for Information Technology
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• v.9 no.5
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• pp.104-116
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• 2019

Transformational leadership(TL) is an effective job resource that can lead to innovative behavior. The new concern is to identify the mechanisms by which innovative behaviors persist, taking into account factors such as mediator. Therefore, this study intends to identify the mediating role of job engagement in the relationship between sub-factors of TL and innovative behavior. We conducted a questionnaire survey of 671 employees who are highly related to innovative behavior in public, private firms and utilized a structural equation analysis, mediation analysis to verify hypotheses based on previous studies. As a result, charisma and intellectual stimulation, which are sub-factors of TL were proved to influence innovative behavior through job engagement. The results of this study imply that companies need to utilize the measurement tool of job engagement and select leader with charisma and intellectual stimulation to sustain innovative behavior.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.5
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• pp.207-215
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• 2018

As the environment changes rapidly and the diversity of organizational members increases in the modern organization, interest is increasingly focused on empowering leadership that gives more authority and autonomy to the individual. In this study, we demonstrate an effective process for empowering leadership that was examined by focusing on the leader acceptance of organization members. For this purpose, 293 questionnaires were collected from employees working in corporations, and the mediating effects of individual leader acceptance on the relationship between empowering leadership and individual effectiveness (individual innovative behavior, individual performance) were verified. Hypothesis testing revealed that empowering leadership had a significant influence on both individual innovative behavior and individual performance. Second, in the relationship between empowering leadership and individual innovative behavior, individual leader acceptance was completely mediated. Third, in the relationship between empowering leadership and individual performance, individual leader acceptance was completely mediated. This study suggests that individual leader acceptance is important for empowering leadership effectiveness. In order for empowering leadership to be more effective, we propose that leaders make empowering behaviors according to the organization members' level of maturity and personal values.

• Journal of Digital Convergence
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• v.15 no.6
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• pp.207-217
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• 2017

This study first presents the characteristics of emerging leadership researches by theoretically analyzing the studies related to leadership since the Millenium. The first finding is that most of leadership researches shared same if not similar aspects of transformational leadership. Secondly, much of leadership researches centered around horizonally expanded shared/distributed leadership. Thus, this researches analyzed the effectiveness of the shared/distributed leadership theory based on previous researches and found shared/distributed leadership has positive impact on member's recognized performance and innovative behavior. However, in competition-oriented culture, shared/distributed leadership did not control recognized performance of its members. This implies the demand for shared/distributed leadership is necessary today and research on the matter will expanded globally but, the results may differ according to the cultural value of the company.

• Journal of the Korean Society of Clothing and Textiles
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• v.20 no.4
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• pp.620-630
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• 1996

This study identified overlap of male innovativeness and of opinion leadership across product class. Product class include clothing, hairstyle and cosmetics, small electronic appliances, large electronic appliances, interior supplies, sports and leisure supplies, and cars. 423 male adults working in Seoul area was surveyed using questionnaire. Results of statistical analysis supported that innovativeness and opinion leadership are not monomorphic but polymorphic across product class. Higher degree of overlap and higher degree of correlationship of innovativness and of opinion leadership exist across product class which share similar characteristics such as clothing-cosmetics, small electronic appliances-large electronic appliances. Innovative communicator ranged from 5.0% to 11.4% in which percentage of innovative communicator was highest in the case of clothing purchase.

• Journal of the Korea Institute of Building Construction
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• v.15 no.2
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• pp.249-255
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• 2015

The competition of construction market is keener, so construction companies are seeking the methods for improving the performance. Construction field organizations and managers should have an innovative behavior to improve the performance. However, construction field organizations and managers are negative to innovation because they are generally conservative. Therefore, the purpose of this study is to analyze the factors to influence the innovative behavior of building construction field managers. In this study, self-leadership, feedback seeking behavior and job involvement are selected the factors to influence the innovative behavior by literature reviewing. The results of correlation analysis showed that the behavior-focused strategies in self-leadership and the job involvement influence the innovative behavior of building construction field managers. In addition, the individual characteristics such as marriage, experience, position and type of employ influence the innovative behavior of their. This study is expected to help to improve the performance management system in construction field organizations.

• Journal of Digital Convergence
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• v.19 no.8
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• pp.113-132
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• 2021

This study is about the factors affecting organizational effectiveness and to suggest implications for encouraging organizational effectiveness. The conditional process model was analyzed with transformational leadership as an independent variable, educational service quality as a mediator, organizational effectiveness as a dependent variable, and trust as a moderator. The data collected from the financial institutions were analyzed using SPSS v22.0 and PROCESS macro v3.4. As a result, transformational leadership has a (+) effect on educational service quality, and educational service quality has a (+) effect on organizational effectiveness. Except for the relationship between charisma and innovative behavior, transformational leadership affect organizational effectiveness. Excluding the relationship between charisma and innovative behavior, educational service quality mediate between transformational leadership and organizational effectiveness. Trust only moderates between educational service quality and innovative behavior. Trust moderated the mediating effect of educational service quality between transformational leadership and innovative behavior. The results suggest the importance of education service quality management in a non-face-to-face working environment and the importance of individual consideration in innovative actions.

• Journal of Industrial Convergence
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• v.20 no.3
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• pp.1-10
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• 2022

The results(Boje et al. 2004) suggest that corporate image is severely damaged due to arrogance and a sense of power among some of the executives. With the advent of the MZ generation, the humility of leaders who lead the organization becomes more and more important(Morris et al. 2005; Vera, Rodriguez-Lopez, 2004; Owens et al. 2013). This paper tried to empirically analyze the mediating effect of emotional regulation in the relationship between humble leadership, voice behavior, and innovative behavior. To this end, a survey was conducted from November to December 2021 for corporate employees in Busan, Gyeongnam, and Gyeongbuk, and was empirically analyzed through the results of a total of 145 surveys. As a result, it was verified that humble leadership had a positive(+) effect on voice behavior and innovative behavior, and the mediating effect of emotional regulation in the relationship between humble leadership and voice behavior and innovative behavior was also verified. Through this, this study expanded the scope of research by newly illuminating the relationship between humble leadership and emotional regulation, which are the core competencies of leaders, and revealing the causal relationship. In future research, we intend to explore the relationship between humble leadership and various variables and to investigate the relationship through various research methods.