• International Commerce and Information Review
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• v.16 no.3
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• pp.381-412
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• 2014

Un globalization unfolds, concerns and research toward the differnces international cultures has increased. However, there is a dearth of research regarding how to nature culture align orgainzational performance with leadership style. Accordingly, this study aims to identify the relationship between leadership style and the orgainzational performance with mediating effect of national culture. Understanding the cultures of other countries is not as fast as the speed of internationalization. As globalization advances, interest and research on the characteristics of national culture differences have been increasing. One of the important challenges for business leaders is the ability to understand and deal with cross-cultural management. But there is a lack of research on cross-cultural management. In order to achieve this objective, this study, adopts Hofstede cultural dimensions, and finds the mediating effect on these transformational and transactional leadership on organizational performance.Feminism, collectivism, power distance, and uncertainty avoidance were classified into four factors of national culture has differnct mediating effect on leadership style and performance. This research has concentrated on leadership-styles and organizational performance with mediating effect of national culture.

• Korea Trade Review
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• v.44 no.3
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• pp.203-226
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• 2019

This study incorporates the structural relationships between leadership styles (LS), affect climate (AC), and organizational performance (OP) in Korean export manufacturing companies with three or more overseas subsidiaries. A theoretical model is suggested with the following empirical results. First, the positive effect of engaging leadership (EL) on organizational citizenship behavior (OCB), as well as of engaging leadership, involving leadership (IL), and goal-oriented leadership (GL) on team performance (TP), proved to be significant. Second, both engaging leadership and goal-oriented leadership have significant positive effects on optimism, while involving leadership has significant negative effects on pessimism. Third, only optimism has a positive (+) effect on OCB and TP. The mediating effects were proved to be significant in two paths: one in EL->optimism->OCB and the other in EL->optimism->TP. Finally, in responding to rapid changes in the external environment of exporting companies, the engaging leadership is a key source of organizational performance by forming a favorable affect climate. Therefore, top management should recognize the role of team leaders and strengthen their leadership training. In addition, it was confirmed that leaders with emotional intelligence that can respond to the affects of members play a more important role in forming an optimistic climate in Korea export manufacturing enterprises with foreign subsidiaries.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.271-285
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• 2021

The aim of this research was to look into the relationship between leadership; transformational leadership, transactional leadership, and employee innovation, as well as the mediating impact of cultural diversity between leadership and employee innovation. Structured questionnaire was used to collect the data from 633 public and private universities' employees in the United Arab Emirates (UAE) with the help of the stratified sampling technique, and hypothesis verified through structural equations modelling (AMOS-21). Findings of the study shows that leadership has positive impact on employee innovation and cultural diversity partially mediates the relationship between leadership and innovative performance of UAE universities' employees. Practical implication of the study is to understand how universities can enhance their employees' innovation which is crucial for their competitiveness and survival. Moreover, the increasing prevalence of cultural diversity, as work arrangements in universities, raises the question of how to successfully manage employees. Although few studies have looked into how transformational and transactional leadership styles affect employees' innovation performance, this study expands on the topic by concentrating on sub-dimensions of leadership that foster innovation through idea generation and execution at the United Arab Emirates universities. This study offers valuable insights for educational leaders and throws light on the main characteristics of leadership which helps the employees to perform better in terms of innovation.

• Knowledge Management Research
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• v.14 no.3
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.169-178
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• 2021

Motivating employee work engagement, which has emerged as one of the most significant drivers of high performance and achievement in today's dynamic environment, has become essential in gaining a sustainable competitive advantage. As widely known, leadership is a primary factor affecting work engagement. This is also directly related to a specific style of leadership exercised. Leadership styles affect the work engagement levels of the employees. The distracting nature of leadership type can have adverse impacts on individuals' behaviors. To provide a comprehensive understanding of the phenomenon, this article draws on social interaction theory and social exchange theory to investigate the potential effects of inclusive leadership on work engagement within the workplace, and the mediating role of psychological safety on the relationship between inclusive leadership and the work engagement. Here, psychological safety is needed by employees to avoid and manage negative feelings. SPSS and AMOS software was applied to survey data obtained from (n = 373) employees. Results revealed that inclusive leadership is a strong predictor for work engagement, and psychological safety partially mediates the link between inclusive leadership and work engagement. Implications for theory and practice alongside limitations are discussed.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.155-161
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• 2022

Until now, many leadership styles have focused only on behavioral characteristics or skills. However, genuine leadership focuses on the essence of leadership. This study intends to analyze the effects of genuine leadership, the main body leading the corporate organization, on the organization's influence in order to achieve the organizational mission. In order to examine the relationship between genuine leadership, job satisfaction, and organizational commitment after deriving a research model as a method of research, we conducted a regression analysis after frequency analysis, validity, and reliability analysis to examine the effect of genuine leadership on organizational commitment and job satisfaction. looked at the As a result of the analysis, it was found that leadership had a positive effect on organizational commitment and job satisfaction.

• Management & Information Systems Review
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• v.29 no.4
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• pp.187-205
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• 2010

Empirical study comparing the leadership styles of women an men is a popular on management in organization. Consistent with study comparing women and men on many organizational behavior, I have identified that leadership style from survey. The this study examined follower's perception of the women and men the leadership in organization. More specifically, I examined how male and female follower evaluated the leadership style and effectiveness of women and man, how these evaluations were affected by the degree of stereotypes of the followers toward gender roles, finally the variables affecting the evaluation of the leadership effectiveness. Total 158 follower's participated in this survey to explore these research questions. The results that female evaluator were evaluated higher in the transformational leadership than male evaluator, while the evaluation for man leader was higher than the woman leader in terms of the transactional and task-oriented leadership style. Also, another analysis the gender difference of the organizational member revealed that woman leader better than man was higher leader relational and transformational leadership. However, both male and female followers who were no gender-difference in decision making work, interpersonal work, relation coordination work, consulting work.

• 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 Korean Society of Industrial and Systems Engineering
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• v.24 no.68
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• pp.37-50
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• 2001

Although the study of OCB has increased greatly in recent years, a little works have focused on the relationship between leadership and extrarole behavior, and the moderating effects of the situational factors on the relationship between two factors. For the analytical purpose of this article, Fisher＇s Z-transformation and SGC(split groups correlations) methods were introduced. Generally 2 leadership styles are found to have influenced on altruism and conscientiousness respectively. Out of 36 cases, only 2 cases were significant in moderating effects. Based on empirical results, there is no moderating effects in conscientiousness. But altruism is found to be more closely related with employee-centered leadership in low centralized group than in high centralized group, and more closely related with job-centered leadership in low growth-needs group than in high growth-needs group.

• Health Policy and Management
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• v.22 no.4
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• pp.628-653
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• 2012

Purpose : This study attempted to find out the relationship between leadership style, knowledge transfer in nursing officers' job, considering the task characteristics. Methods : The data were collected from the military hospital during November 1st to November 17th, 2008 using a structured questionnaire and analyzed with the statistical method of frequency, correlation, and regression analysis, in SPSS 12.0 program package. Results/Conclusion : The results of empirical analysis shows that the levels of job tension and job focused task domain affect the job characteristics of the nursing officers' organization. The job characteristics have a moderating effect on the relationship between leadership style and knowledge transfer. The research is very useful in finding out the job characteristics which well depict military nursing organizations. This research suggests that a desirable leadership styles affect the knowledge transfer in the job characteristics type.