• Journal of dental hygiene science
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• v.3 no.2
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• pp.51-57
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• 2003

This research is to empirically analyze the effects of leadership styles on job satisfaction and job performance and to provide some basic for organizational and personnel management in dental hospitals. The test results of this study are as follows for each hypothesis: 1. The recognition of leadership styles has nothing to do with sex, educational background, post, job type, and career, but job satisfaction has something to do with age. 2. Job satisfaction has nothing to do with sex, educational background, and job type, but job satisfaction has something to do with age, post, career. Job performance has nothing to do with sex, age, educational background, post, job type, but job performance has something to do with career. 3. The recognition of leadership styles has something to do with the recognition of situations. 4. Job satisfaction and job performance has something to do with leadership styles. In consequence, while the most effective style is one of a patriarchal warmhearted type, most hospital managers show either democratic or dictatorial one, is an evident example. Therefore, the hospital managers are required to adopt a leadership style which is like an affectionate patriarch.

• Korean small business review
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• v.42 no.1
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• pp.135-165
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• 2020

This study aimed to examine relationships between founders' entrepreneurial leadership, team learning behavior, team boundary spanning, and perceived performance in early-stage startups. The following results were recorded: (i) the indirect effects of entrepreneurial leadership on perceived performance via team learning behavior were statistically significant (β=.309, p<.05). (ii) relationships between team learning behavior and perceived performance were strengthened by team boundary spanning behavior (β=.259, p<.05). In this study, three practical implications are provided as follows: (i) startups need to seek team learning readiness and external learning stimulus to facilitate generative and transformative team learning; (ii) accelerators need to develop an entrepreneurial leadership program for founders; and (iii) startups need to explore external information by interacting with investors, R&D institutions, and other startups to strengthen the impact of team learning behavior on performance. Furthermore, two directions for future research are suggested as follows: (i) future researchers need to test causal relationships between entrepreneurial leadership and team learning behavior based on a newly designed time-series measurement plan; (ii) the actual effects of entrepreneurial leadership, team learning behavior and team boundary spanning on financial performance need to be tested two or three years later when the financial performance of early-stage startups usually becomes evident.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.809-817
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• 2021

The worldwide spread of the COVID-19 pandemic has had a severe impact on the global economy. The COVID-19 pandemic has spread with alarming speed and. The economic damage is already evident and represents the largest economic shock the world has experienced in decades. This study analyzes the factors that influence behavior and its impact on start-up performance, through technology capabilities, technology development, organizational structure characteristics, and leadership technology. The mixed-method was used in this research to be applied to start-up companies in Jabodetabek with a population of 522 start-ups. Then the sample was selected through purposive sampling technique to obtain a sample of 187 start-ups. Primary data was collected through a questionnaire, then statistical analysis was carried out using Partial Least Square. There are ten variables used in the model as measured by the questionnaire. The results showed that the four factors (agility, entrepreneurship capability, business transformation, and opportunity) significantly influence start-up behavior. The results showed that the start-up behavior significantly influenced technology capabilities, technology development, organizational structure characteristics, and leadership technology. This study also found that start-up behavior had the greatest influence on organizational structure characteristics, partially affect start-up performance, but leadership technology does not have a significant effect on start-up performance.

• Research in Community and Public Health Nursing
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• v.28 no.1
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• pp.23-33
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• 2017

Purpose: The purpose of this research is to enhance organizational competitiveness of health centers as well as private medical institutions serving as public health and medical institutions. It tries to help them to cope with the requirements from health consumers, to enhance public health nurses' job performance, Methods: After verifying the reliability of the tool, confirmatory factor analysis was used to detect a model, in which valid path coefficients exist among variables. The detected model was then selected as the subject and its validity was verified. Finally, a structural equation model was applied to verify whether the estimate was suitable for the purpose of this research. Results: As for the nursing organizational culture, the public health nurses considered relation-oriented culture the most desirable. As for the self-leadership, they considered self-compensation the most desirable. It was found that mediating effects of self-leadership was partially significant. Conclusion: To enhance job performance, it is necessary to make a transition from the organizational culture to the relation-oriented culture and it is also necessary to develop a program capable of reinforcing self-leadership. In addition, it is necessary to conduct a research to verify whether such a developed self-leadership program is influential on job performance enhancement.

• 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.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1731-1736
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• 2004

The purpose of this article is to introduce a useful methodology of effective goal-setting for the team-level units. As a way to overcome some common symptoms in terms of Strategic Performance Evaluation System such as lack of knowledge on goal-setting, disconnection of process, problem of judging the degree of difficulty about objectives, limits of staff departments evaluation, fairness and authority of evaluators, weakness in coaching technique, and quantity or figure-oriented evaluation, to name a few, and to seek a more plausible goal-setting methodology, the author suggests a persuasive goal-setting concept: VAR(Value-Added Results). VAR, as the end-results, is the team contributions that add value to the organization, and it results from the team's activities. In addition to these goal-setting technique based on the concept of value-added results, several aspects should be improved for Strategic Performance Evaluation System to be implemented more effectively. They are: 1) shift from MBO to MP & D(Managing Performance & Development), 2) impartial exercise of evaluation authority as a organizational public assets, 3) reinforcement of maternal leadership and servantship instead of paternal leadership, 4) utilization of IT-based evaluation system.

• Journal of Convergence for Information Technology
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• v.8 no.2
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• pp.105-112
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• 2018

The purpose of this study is to verify the relationship between teamwork and job satisfaction in team leadership behavior of SMEs. For this study, the survey data of 158 SME employees in the Seoul metropolitan area were analyzed by structural equation modeling. The results of the study are as follows. Team leadership behavior had a significant effect on teamwork. Teamwork was found to have a positive effect on job satisfaction. Therefore, this study identified ways to enhance competitiveness and stimulate team leadership behavior by cultivating team leadership behavior and teamwork competencies in accordance with the strategies of SMEs. It can also contribute to the development and strategy formulation and management of team leadership competencies to improve performance in SMEs.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.1051-1062
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• 2021

The improvement of the performance of savings and loan cooperatives in Indonesia is a challenge in the digital era. The purpose of this research is to find how big the role of psychological climate is in mediating the relationship between leadership and organizational commitment. This study hopes to confirm the influence of leadership and psychological climate on organizational commitment and examines the psychological climate intervention (mediation) on the relationship between leadership and organizational commitment of the cooperatives. The population of this research is all members of the cooperative in Bali. This study uses a saturated sampling method to determine the sample. Data collection was carried out through questionnaires and data analysis using PLS. The results showed that in the digital era, leadership has a positive effect on organizational commitment, psychological climate, and in the end, will provide positive organizational commitment. Psychological Climate mediation answers the question that the impact of leadership and commitment will continue to exist and perform in an era of disruption. Culture is important in an organization; some areas such as Bali have a thick local culture. Perhaps future research should be improved on local culture and leadership transformation.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.657-669
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• 2021

This study seeks to empirically investigate the impact of transformational leadership on employees' innovation with the mediating effect of technological diversity. Employees have evolved into leaders in organizing work within institutions over the last few decades. This shift presents new demands for leaders, who are forced to reinvent individual workers while also improving workplace innovation. This research proposes a conceptual model for considering transformational leadership and the impact of technological diversity on innovation. Structured questionnaire is used in the study and the analysis of the data from 633 employees of universities in the United Arab Emirates uses stratified sampling technique and hypotheses verified through Structural Equations Modelling (AMOS-21). According to the results, transformational leadership has a big effect on employees' innovation. Furthermore, in the relationship between transformational leadership and workforce innovation, technological diversity has a partial mediation impact. This research adds to the growing body of knowledge about how transformational leadership influences employees' innovation and how it affects employees' success, especially in the context of UAE-based universities. Overall, this research contributes to the previous studies wherein transformational leadership plays a critical role in influencing the innovative performance of employees and that, in turn, will promote diversification of technology in the organization.

• Journal of the Korea Safety Management & Science
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• v.26 no.2
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• pp.33-42
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• 2024

Executive safety leadership is essential to prevent accidents in the workplace. However, will safety be secured by emphasizing only executive safety leadership to workers? In this study, the impact of executive safety leadership on the workplace hazard level was analyzed by adding the supervisor's safety role as a mediating variable. This paper shows that executive safety leadership has no direct effect on workplace hazard levels. However, executive safety leadership was found to have a significant impact on the supervisor safety role, and the supervisor safety role was found to lower the hazard levels in the workplace. In summary, executive safety leadership was found to reduce the hazard levels in the workplace through the full mediating effect of the supervisor safety role. Based on these research results, this study seeks to present the following recommendations to the government and management: The government should ensure that a workplace safety and health system is established by strengthening the effects of other mediating factors, such as strengthening the role of supervisors who are actually responsible for workplace safety and health. Executives must grant supervisors actual authority and responsibility to properly perform their safety roles and establish personnel and performance evaluation systems.