• 대한간호
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• 제37권1호
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• pp.107-115
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• 1998

There is an important concern regarding the First-line nurse manager's leadership because of the recognition that effectiveness of Leadership in this position results in benefits for the whole health care organization. So knowledge and practice of effective leadership behavior are now more essential to nursing than ever before. First-line Nurse Managers must be effective leaders to meet today's challenge because staff nurse, patient are affected by them. So the purpose of this study was to identify and to analyse the need for Leadership program of First-Line nurse managers in university hospitals. There were three major purposes of this study. First, identify First-line nurse managers general characteristic, second, identify their experience of leadership training, third, identify and analysis their demands for leadership training program. The subjects for this study was 167 First-line nurse manager randomly from 18 university hospitals in Korea. The data were collected through questionnaires from Oct. 13th to Nov. 20th, 1997, data was analysed using frequencies and percentages. Especially the steps of analysis of descriptions were as follows: Initial analysis centered on the identification of the demands of first-line nurse managers. Later analysis collapsed the demands into broad categories. From the collect data, 283 demands of first-line nurse managers were identified. These demands were then sorted into 3 broad categories that included : Self development as first-line nurse managers, relationship with others, and practice. The result of the study were as follows ; 1) Most of nurse managers(79.6%) had leadership training course and had good experience to improve self leadership. 2) Their demands of leadership training course are as follows First, for self as first-line nurse managers, they want to learn leadership theory, identify their leadership style and then develop their leadership skill. Second, for others as first-line nurse managers, they want to improve their communication skill, empowering others, relationship with others. Third, for patients as first-line nurse managers, improve their knowledge of practice. From the above finding, this study can be suggested the following; 1. Develope a leadership training course to improve first- line nurse manager's leadership skill according to their demands, so they will be better able to lead staff nurses for organization purposes. 2. When develope leadership training program, it must be contained the factors which first-line nurse managers want to learn.

• The Journal of Asian Finance, Economics and Business
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• 제8권10호
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• pp.37-45
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• 2021

The purpose of this study was to explore and investigate: the direct impact of training on entrepreneurial performance and self-efficacy, the direct impact of leadership attitudes on entrepreneurial performance, and self-efficacy, the direct impact of self-efficacy on entrepreneurial performance, self-efficacy as a mediator of the effect of training on entrepreneurial performance, and self-efficacy as a mediator of the effect of leadership attitudes on entrepreneurial performance. This study purposively involved 131 entrepreneurs in Village-Owned Enterprises, Kuningan, Indonesia. The data was collected using a questionnaire. The data obtained was analyzed using Path Analysis with SPSS statistical software. This study has several findings. First, training has a significant effect on entrepreneurial performance and self-efficacy. Second, leadership attitudes have a significant effect on entrepreneurial performance and self-efficacy. Third, self-efficacy has a significant effect on entrepreneurial performance. Fourth, self-efficacy mediates the effect of training on entrepreneurial performance. Fifth, self-efficacy mediates the effect of leadership attitudes on entrepreneurial performance. The findings demonstrated that using self-efficacy-based training and leadership attitudes can enhance entrepreneurial self-confidence and assist them to improve their performance.

• 한국컴퓨터정보학회논문지
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• 제23권7호
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• pp.27-37
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• 2018

Enterprises that don't adapt to the changes can be weeded out, because IT sector is one of the most rapid rate of changes in business. The optimized job education and training are an essential part for the enterprises to handle the advanced and developed technologies, so the needs for the positive investments to the education and training about their employees and transformational leadership have been increased. This study verified how the transformational leadership of representatives in the IT enterprises affects the satisfaction of their ordering agencies as well as the transfer of education and training can be the intermediary role to them. From the results of the statistical analysis about questionnaire survey of 251 IT enterprises, dispatched their employees to public institutions in Ulsan, several significant outcomes are founded as follows. First, the transformational leadership of representative in the IT enterprises influenced the transfer of education and training positively. Second, the transfer of education and training positively affected the satisfaction of ordering agencies. Third, the satisfaction of ordering agencies are also affected from the transformational leadership. Finally, the some roles was influenced by the charisma of transformational leadership, and also, completely, the inspirational motivation and the intellectual stimulation of transformational leadership was affected by the intermediary roles to the satisfaction of ordering agencies. Based on the results of this study, representatives in the IT enterprises can be expected by the positive company results from improving the satisfaction of ordering agencies through the transformational leadership, which allow active investment in education and training about their employees and construction of pragmatic system through the education and training results for the organization, superiors and colleague.

• 의학교육논단
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• 제18권2호
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• pp.83-89
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• 2016

The purpose of this study was to elucidate to what extent the goals of the leadership training program implemented in a medical college were achieved. Study subjects consisted of 74 first-year premedical students at the College of Medicine of The Catholic University of Korea. All participants completed two questionnaires: an 18-item self-leadership questionnaire asking self-expectation, rehearsal, goal setting, self-rewards, self-judgment and constructive thinking, and a 28-item self-efficacy questionnaire asking preference toward difficult work, efficacy of self-control, and confidence before and after the leadership training program. Students also competed a program satisfaction survey after the program. The collected data were analyzed with a paired t-test, descriptive statistics by IBM SPSS ver. 20.0 (IBM Co., Armonk, NY, USA). Students' overall satisfaction with the program scored 4.06 out of 5. The scores of self-leadership and self-efficacy increased after the leadership training program except for 'confidence' in self-efficacy. The results indicate that an intensive leadership program in a short period of time could help to enhance social competencies such as communication skills, empathy, self-reflection, and teamwork of premedical students.

• International Journal of Computer Science & Network Security
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• 제21권3호
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• pp.11-20
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• 2021

The aim of this paper is to examine the factors that could influence leadership development and employee retention in private sector organizations. In this research, we will seek to determine the nature and extent of the impact of professional training on leadership development. This research project is one of the new topics that some researchers have started in recent years. the novelty of this subject is the inclusion of the vocational training factor. This factor is likely to have a positive impact on leadership development. Some of the factors already known for their impact on leadership development such as personality, power, and material and moral incentives will be adopted. It is assumed that the results of this research will have a positive impact on the development of leadership within companies.

• 간호행정학회지
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• 제6권3호
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• 한국병원경영학회지
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• 제18권4호
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• pp.54-77
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• 2013

This paper is a comparison study about leadership training transfer factors between physicians working in large scale hospitals and managers working in firms. To fulfill this purpose, this study conducted a regression analysis on 101 managers and 59 physicians who had attended similar leadership training programs more than 16 hours recently in order to identify the differences on the learning transfer factors. 6 factors such as Learner readiness, Performance self-efficacy, (so far as Trainee Characteristics group), Organization Culture, Supervisor's tangible incentives and Supervisor's intangible support, (so far as Work environment group), Content Validity & Transfer Design (so far Training Design group) were used as independent variables while the personal Managerial Capability Increase and Leadership Capability Increase were used as dependent variables. And also we used 5 factors as control variables ; Job style (Manager or Physician), Age, Gender, Working years and Organization size. Here are the summary of major findings ; first, there were statistically significant differences between the learning transfer factors in leadership training programs for managers and those of physicians. Second, there were also statistically significant differences among trainees' working years and their organization size factors while age and gender do not affect the learning transfer factors. Third, for the physician's leadership training the practitioners should focus on two factors ; Organization Culture and Learner readiness.

• 한국산학기술학회논문지
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• 제12권3호
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• pp.1197-1203
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• 2011

본 논문은 미국 대학의 리더십 교육 프로그램 사례를 고찰하였다. 또한 국내 기독교 대학교육을 중심으로 하는 코칭 프로그램의 가이드라인을 제안하였다. 산업체가 요구하는 리더십 교육의 목적과 내용들을 중심으로 제반사례 분석을 실시하고 국내 B 대학의 IT 전공에 적용 예를 제시하였다. 본 논문은 한국 리더십 교육에서 반영되지 않고 있는 세부적인 요소들을 분석하고 있다. 제안된 논문은 산업체와 국내 대학의 리더십 교육에서 요소분석에 주요 지표로 활용될 수 있을 것으로 전망한다.

• 지식경영연구
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• 제18권4호
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• pp.261-286
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• 2017

Key factors enhancing transfer behavior of training and knowledge sharing are of great interest to researchers and executives because training transfer and knowledge sharing activities are remarkable predictors of organizational growth. This study investigates the core motivations for boosting transfer behavior of training and knowledge sharing. To empirically test the impacts of employee training, servant leadership and self-efficacy, a survey was conducted in small-medium sized companies. The data (N=292) were analyzed using structural equation modeling analysis. The results indicate that higher employee training positively leads to self-efficacy and transfer behavior of training. Servant leadership is positively leads to self-efficacy, transfer behavior of training, and knowledge sharing. Self-efficacy of employees induces greater transfer behavior of training and knowledge sharing. Finally, transfer behavior of training encourages workers to increase knowledge sharing. This study represents an initial step to examine the psychological mechanism of improving employees' transfer behavior of training and knowledge sharing activities based on the employee training qualities and servant leaderships.

• The Journal of Asian Finance, Economics and Business
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• 제7권10호
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• pp.443-450
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• 2020

This study aims to add insight into the effectiveness of e-training, e-leadership, work-life balance, and work motivation on millennial generation employees' performance in today's work life amid the outbreak of the COVID-19 pandemic that requires to work more online. Unlike previous generations, millennials are technology-literate, intent on succeeding quickly, give up easily, and seek instantaneous gratification. The population in this study are millennial generation employees at one of Honda motorcycle dealers in Jakarta, Indonesia. The number of samples collected was 200. The sampling technique used is the side probability method, with proportional random sampling technique. The research method used is an associative quantitative approach through survey methods and Structural Equation Modeling. Data were collected through questionnaires distributed to millennial generation employees, with results then processed through the Lisrel 8.5 program. The results of this study show, first, that e-training, e-leadership, and work-life balance have positive effect on work motivation. Second, e-training, e-leadership, work-life balance, and work motivation have positive effect on employees' performance. The findings indicate that companies must pay attention to the factors of e-training, e-leadership, and work-life balance to keep employees motivated and to maintain optimal employee performance, especially during the COVID-19 pandemic through working online.