• 품질경영학회지
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• 제45권3호
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• pp.403-426
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• 2017

Purpose:?The purpose of this study is to analyze the causal relationship between top management 's leadership and construction quality management activities that affect construction management performance based on construction quality management. Methods:?As its method, the causal relationship between the leadership of top management and the key management factors of construction quality management activities affecting management performance is analyzed by using the structural equation model. The construction companies used in the analysis sample conducted surveys on companies that are conducting ISO, KOSHA, OHSAS, DQC, and so on. Results:?It was revealed that top management's leadership has a great influence on management performance and all management factors of construction quality management activities. However, safety management does not affect the management performance of construction quality management activities. And top management's leadership on management performance are explained by the mediating effect of cost, time, quality and communication among management factors of construction quality management activities. Conclusion:?In the previous study, the quality management activities and the ISO - based integrated total quality management system (TQM) applied in the manufacturing or service industries were presented as empirical results. However, this study presents the results of different studies by presenting empirical study results by selecting time, cost, quality, safety and communication as key management factors of quality management activities of construction companies through reviewing and analyzing previous studies in construction field.

• 한국프랜차이즈경영연구
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• 제7권2호
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• pp.37-45
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• 2016

Purpose - This study aims to examine the impact of leadership on organizational trust and innovation performance, and to identify whether organizational trust plays a mediating role in the relationship between leadership and innovation performance. Also, this study attempts to find out how to improve organizational efficiency and effectiveness based on leadership-based or trust-based strategies. And, this research proposed that organizational trust plays a core mediating role in the relationship between transactional and transformational leadership and innovation performance. Research design, data, and methodology - In order to test the hypotheses of this study, the survey was conducted towards franchise coffee shop employees between November 7 and 18, 2016. We contacted top executives of coffee shop franchise headquarters and explained the purpose of this study. Among 150 questionnaires distributed, 123 were collected. Of these collected questionnaires, 102 questionnaires were coded and analyzed for further analysis. In order to test the unidimensionality and reliability of the factors, factor analysis and reliability test were performed using SPSS/PC+ 22.0. And, the hypotheses were tested using hierarchical mediated regression analysis. Result - The results are as follows. First, transactional leadership, and intellectual stimulation, motivation of transformational leadership had significant impacts on organizational trust. Second, organizational trust, transactional leadership, and influence of transformational leadership had significant impacts on innovation performance. Third, the mediating test of organizational trust showed that transactional leadership plays a partial mediator, and intellectual of transformational leadership plays a full mediator in the relationship between leadership and innovation performance. Conclusions - The implications of this study are as follows. First, the top management should provide their organizational members incentives or rewards based on their performance. Second, top management should identify and express a clear vision and desirable organizational goals for the future, present an idealized vision, and communicate to organizational members that the vision is achievable, also have organizational members to think creatively and find optimal solutions to difficult problems. In sum, this study revealed the important role of leadership in embedding organizational trust in and improving innovation performance of coffee shop employees and the mediating role of organizational trust in the influence of leadership on innovation performance.

• 경영정보학연구
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• 제18권2호
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• pp.39-57
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• 2016

최근 빅데이터에 대한 관심이 높아지고 있지만 그 성공 여부의 불확실성에 대한 우려도 깊어지고 있다. 이 연구는 빅데이터 성공에 미치는 최고경영층 리더십의 영향을 이론적으로 도출하고 그 타당성을 실증 분석하였다. 국내외 선행 연구를 토대로 빅데이터 성공 단계를 빅데이터 도입, 분석, 유용한 아이디어 발견, 현업 활용, 효과 창출 5단계로 조명하였다. 그리고 5개 단계에서 작용하는 최고경영층 리더십의 영향을 (1) 빅데이터 투자에 미치는 영향, (2) 빅데이터 투자와 아이디어 유용성 사이의 상관관계에 미치는 조절효과, (3) 아이디어 유용성과 현업 활용 사이의 상관관계에 미치는 조절효과 3개 가설로 제시하였다. 빅데이터를 도입한 국내 기업 및 공공기관을 대상으로 설문조사를 수행하였으며, 통계 분석 결과 최고경영층 리더십이 빅데이터 성공 과정 전반에 걸쳐 다양한 형태로 작용하고 있음을 확인할 수 있었다. 이 연구는 빅데이터 성공에 대한 중요한 역할과 책임이 최고경영층에게 있음을 시사하고 있다.

• 한국콘텐츠학회논문지
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• 제21권9호
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• pp.790-805
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• 2021

본 연구의 목적은 최고경영자의 윤리적 리더십과 조직구성원의 지식공유 및 혁신행동의 관계를 실증적으로 규명하여 조직구성원의 혁신행동을 강화할 수 있는 전략을 제시하는 것이다. 또한 이들 변수간의 관계에서 조직구성원들의 조직지원인식의 조절효과를 살펴봄으로써, 조직구성원의 혁신행동 강화에 있어서 보다 구체적이고 실효성 있는 방안을 제안할 것이다. 본 연구는 서울 및 전국 소재 중소기업 구성원 337명을 대상으로 설문조사를 실시하여 자료를 분석하였다. 본 연구의 결과는 다음과 같다. 첫째, 최고경영자의 윤리적 리더십은 조직구성원의 혁신행동에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 최고경영자의 윤리적 리더십은 조직구성원의 지식공유에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 조직구성원의 지식공유는 혁신행동에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 넷째, 최고경영자의 윤리적 리더십과 조직구성원의 혁신행동의 관계에서 조직구성원의 지식공유는 유의한 매개효과가 있음이 검증되었다. 다섯째, 조직지원인식은 최고경영자의 윤리적 리더십과 조직구성원의 지식공유 및 혁신행동의 관계에서 조절 역할을 하는 것으로 나타났다.

• 한국식생활문화학회지
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• 제23권5호
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• pp.563-571
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• 2008

The purpose of this study was to investigate how organization's ethical context, leader's agreeableness, conscientiousness and neuroticism affected his (or her) ethical leadership, and how leader's ethical leadership influenced subordinates' job satisfaction in the restaurant industry. The model was tested in hotel restaurants and family restaurants using a sample of employees in Pusan, Daegu and Gyeongsangbukdo. Empirical results confirmed that organization's ethical context, leader's agreeableness, conscientiousness and neuroticism influenced his (or her) ethical leadership, and leader's ethical leadership affected subordinates' job satisfaction. This research findings implied managerially that firstly, top management should establish employees' ethical regulations and motivate them to work ethically through training, incentives and punishment and secondly, should employee agreeable, conscientious and anti-neurotic person through aptitude test, if possible. In the future, restaurant's successful operations and management depends on partly its ethical status.

• International Journal of Quality Innovation
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• 제8권3호
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• 한국전자거래학회지
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• 제19권1호
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• pp.63-78
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• 2014

본 논문에서는 정보보호 거버넌스를 강조한 선행연구들을 바탕으로, 거버넌스 측면에서 가장 첫 번째에 해당하는 최고경영층의 정보보호에 대한 리더십이 정보보호 정책수립, 정보보호 조직과 인력 구성, 정보보호 교육 및 훈련, 기술적 대책 활동, 모니터링 및 감사활동 등과 같은 정보보호 통제활동에 어떤 영향을 주는 지에 대해 실증적으로 분석하고자 한다. 뿐만 아니라 최고경영층의 리더십과 비교되는 요인으로 조직 내에서 발생한 인터넷 침해사고 피해에 의해 정보보호 통제활동에 얼마나 차이가 있는지를 분석하여 시사점을 찾고자 한다.

• 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.

• 품질경영학회지
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• 제27권1호
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• pp.1-17
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• 1999

To satisfy the needs of customers, firms must supply customers with products of high quality. This requires firms establish a quality management system which pursues customer satisfaction in a business strategy. Quality management must be connected with the strategic chain and the firm can obtain excellent performances only when top management leadership which places people over profit is exercised. The purpose of this study is to analyse whether elements of strategic quality management has any effect on quality and business performances. A questionnaire was used for the survey. In this study, it is showed that elements of strategic quality management(strategy, leadership, customer satisfaction, quality improvement activity, technological innovation, shop floor management, employee participation) are positively correlated with the quality and business performances. This tells firms have to carry out the strategic quality management effectively based on the strategic chain and emphasizing leadership.

• 한국산업정보학회:학술대회논문집
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• 한국산업정보학회 2000년도 추계공동학술대회논문집
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• pp.131-167
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• 2000

Top CEO Priorities 1. Increasing Globalization(94%) 2. Improving Knowledge Management(88%) 3. Reducing Cost and Cycle Time(79%) 4. Improving Supply Chains Globally(78%). "Personally, I believe that future leadership companies and future leadership institutions of all kinds will be those that know how to compete and win on the basis of knowledge-learning, adapting and improving this vital asset we know as information."(omitted)