• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.1
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• pp.101-121
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• 2009

The research literature presents that Total Quality Management (TQM) has been successfully embraced by firms for strategic and operational management in the last decades. However few studios analyze the role of TQM practices in the R&D environment. The objective of this study is to evaluate TQM practices implemented in manufacturing-based R&D organizations with respect to R&D performance. Our research model is primarily based on Malcolm Baldrige Criteria for Performance Excellence framework, including three moderating variables (industry type, organization size, quality management system certification), to propose hypotheses on the relationships between leadership practice, management practice and R&D performance. Results of canonical correlation analysis using data from 130 R&D organizations show that in aggregate leadership practice is positively related to management practice which is, in turn, positively related to R&D performance. These relationships are, however, affected by the moderating variables. Our results imply that TQM practices can be strategically adopted in the R&D organization.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.206-222
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• 2006

Recent research on quality management systemically explored the use of quality management practices and performance. The consequences of using quality practices have not been consistently confirmed despite an increasing number of published empirical studies. The results of empirical studies of quality practices and performance are mixed. This study examines which quality management practices indicate high-, medium-, and low-performance under the TQM framework using MANOVA and multiple discriminant analysis (MDA). To measure quality management practices, this study used the Malcolm Baldrige National Quality Award (MBNQA) framework. Based on a survey of 490 suppliers from eleven different industries in Korea, the results revealed that the high performing group surpasses the medium and low performing groups in process management, employee empowerment, employee education and training, and employee satisfaction. Furthermore, the high and medium performing groups exceed the low performing group in human resource planning and evaluation, strategic deployment, leadership system, and senior executive leadership.

• Journal of Service Research and Studies
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• v.12 no.3
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• pp.45-59
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• 2022

This study attempted to investigate how the transformational leadership perceived by flowers of telemarketing organizations. In particular, this study explored the moderating effect of followership in the relationship between transformational leadership and organizational performance. To verify the research model, 321 surveys collected from 10 domestic call centers were analyzed. Reliability, correlation, factor analysis, and hierarchical regression analysis were performed, and as a result of the analysis, it was found that the transformational leadership in the telemarketing organizations had a positive effect on organizational performance. In addition, it was confirmed that goal consistency, proactive participation, critical thinking, and team spirit, which are the four sub-variables of followership, all have a positive (+) effect on organizational performance, and both goal consistency and proactive participation moderate the relationship between transformational leadership and organizational performance. Considering the special working environment of telemarketing organizations, the results of this study suggest the need for a corporate educational role to increase transformational leadership and followership and the need to build environments by setting up an atmosphere for members to exercise follow-up, and opening up communication structures for members to follow.

• Journal of Distribution Science
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• v.9 no.4
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• pp.63-73
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• 2011

The relationship between buyers and sellers is changing into a long-term relationship. A number of distribution channel researchers have determined that the behavior of distribution channel members can be characterized by relational exchanges. The members of relational distribution channels may be perceived as strategic partners; however, even within these arrangements, member asymmetries may exist, which can create unequal distributions of power and dependence. Thus, as all distribution channel members may not be equal in power, it is possible that a less-dependent channel leader may emerge. Therefore, leadership in distribution channels is a very important variable. Distribution channel leadership can be defined as the activities undertaken by the distribution channel leader to influence the marketing programs and strategies of channel members. A distribution channel's performance is influenced by the leadership style of the channel leader. Although research on channel leadership styles can be broadly categorized, many researchers have dealt with analyzing distribution channel leadership by using the power-influence approach, which includes looking at variables, such as power, power base, and influence strategies. Moreover, they have examined the direct relationship between leadership styles and performance. Many distribution channel scholars have attempted to justify the application of leadership styles identified in alternative leadership theories to the inter-organizational context of distribution channels. They have made suggestions regarding how great the usefulness of leadership style as a strategy is to secure the compliance of distribution channel members and have conceptually and empirically linked it to channel-related phenomena, such as manifest conflict, cooperation, channel efficiency, and effectiveness. However, as few empirical studies have examined the antecedents and consequences of leadership styles, research on leadership style can be considered nascent. Thus, it is required to investigate the antecedents and consequences of the leadership style of a distribution channel leader. This study aims to empirically identify whether there are influences of the antecedents of leadership on two different leadership styles, and to reveal whether these leadership styles induce any consequences. The research subjects were 220 franchisees. Research findings are as follows: First, the results show a positive effect of technological capability on transformational relationships. However, it does not have a significant effect on transactional leadership. Second, innovation-oriented organizational culture has negatively influenced both leaderships. However, task-oriented organizational culture positively and significantly influenced both forms of leadership. Third, the ethics of leaders has influenced both leadership styles positively and significantly. Fourth, regarding consequences, transformational leadership strengthens financial performances, whereas it weakens relational citizenship behaviors. However, transactional leadership positively influences relational citizenship behavior whilst negatively affecting financial performance.

• Journal of dental hygiene science
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• v.15 no.5
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• pp.551-559
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• 2015

This study intended to search for measures to effectively improve and manage the job performance and personality of dental hygienists. In this study, the effects on job performance of the following variables were analyzed: emotional leadership, commitment, and patient-orientation. The subjects of the study were 328 dental hygienists who were working in a dental clinic and the assessment was made based on a self-administered questionnaire. T-test, one-way ANOVA, and Stepwise multiple regression were performed for analysis. The average of emotional leadership was 3.48 points, and commitment was 3.30 points. Also, the average of patient-orientation was 3.95 points and that of job performance was 3.39 points. Emotional leadership and commitment, as well as patient-orientation and job performance, showed positive correlation (p<0.001). The factor with the highest correlation with job performance was patient-orientation (${\beta}=0.306$), followed by the following: relationship management (${\beta}=0.209$); age (${\beta}=0.162$); self-awareness (${\beta}=0.139$); social-awareness (${\beta}=0.123$); and clinic type (${\beta}=0.101$). Based from the results of the study, there is a need to recognize the relationship among emotional leadership, commitment, and patient-orientation in connection with job performance.

• The Journal of the Korea Contents Association
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• v.22 no.2
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• pp.501-513
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• 2022

The COVID-19 crisis has accelerated the Digital Transformation, The ability to innovate is more important than ever for businesses. In particular, competition among IT companies is getting fiercer. The intimacy of inclusive leadership plays an important role in the innovation behavior and performance improvement of employees and contributes to the development and competitiveness of the company. The purpose of this study is to examine how inclusive leadership affects employees' innovative behavior and job performance. In order to confirm the purpose of this study, in this paper, a survey was conducted on employees working in Chinese IT companies. Total of 309 questionnaires were used and the collected data were empirically analyzed using SPSS26.0. The study results are summarized as follows. As a result of the study, 1) Inclusive leadership has a positive effect on innovative behavior and job performance. 2) Employee voice behavior positively affects innovation behavior and job performance. 3) Employee voice behavior showed a positive mediating effect between inclusive leadership and innovation behavior and job performance. This study is considered to be a useful guideline for encouraging innovative behavior and improving the performance of IT employees.

• Journal of the Korea Convergence Society
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• v.11 no.1
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• pp.41-50
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• 2020

This paper analyzed leadership behavior and employee performance through empirical analysis method based on AMO theory. In this study, the ability of the leader (A), task motivation (M), and opportunity (O) were chosen as factors to analyze the relationship between transformative leadership and job performance of the subordinate staff, and the self-efficiency (O) and intrinsic motivation (M) were selected at the individual level and team atmosphere (O) at the organizational level to build a research model. 507 valid data were obtained from the survey and statistical analysis was conducted using SPSS23. Studies have shown that transformative leaders have a significant impact on employee performance. This study provides research results of empirical theory to understand the behavior of the leader in the performance of the employees and also suggests implications for the management of the company's human resources.

• Journal of Convergence for Information Technology
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• v.9 no.10
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• pp.28-38
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• 2019

The purpose of this study was to identify factors influencing nursing performance of nurses in general hospitals. The participants were 251 nurses working in general hospitals in B city. SPSS/WIN 23.0 was used for analysis with descriptive statistics, t-test, ANOVA, $Scheff{\acute{e}}$ test, Pearson correlation coefficients and multiple regression. The result of the multiple regression indicates self-leadership(${\beta}=.43$, p<.001), total clinical career(${\beta}=.26$, p<.001), job satisfaction(${\beta}=.14$, p=.010), and annual self-development activity count(${\beta}=.10$, p=.049) were associated with nursing performance. These factors accounted for 38.5% of the total variance in nursing performance. Considering the results of this study, multi-dimensional programs to improve self-leadership and job satisfaction should be developed and implemented in order to foster nursing performance in clinical practice.

• International journal of advanced smart convergence
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• v.11 no.2
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• pp.194-204
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• 2022

This study is a one-group pretest-posttest design to evaluate the effect of problem-based learning (PBL) for patient safety on self-leadership, patient safety competencies, and reflective thinking of nursing students. The research was conducted from March 2 to April 15, 2022, in which 57 nursing students participated. PBL for patient safety was examined in a total of 8 sessions in the order of motivation, problem identification, task performance planning, problem-solving methods, summary and solution, presentation, and evaluation. The following topics of patient safety were selected for each team: nursing records, high-alert medication, medication error and intravenous fluid regulation, blood transfusion care, fall, bedsore, infection control, and pain management. We provided feedback on the learning process and outcomes of nursing students. According to the results, self-leadership showed a statistically significant improvement in self-expectations (t=2.60, p=0.01), goal setting (t=2.84, p<0.01), self-reward (t=3.32, p<0.01), and self-criticism (t=2.32, p=0.02). Patient safety competencies showed a statistically significant improvement in patient safety knowledge (t=13.05, p<0.001) and patient safety skills (t=4.87, p<0.001) but not in reflective thinking. The results prove that PBL for patient safety is an effective teaching-learning strategy to improve self-leadership and patient safety competencies. Future studies must develop and validate specific and long-term teaching-learning methods to improve reflective thinking.

• Journal of Technology Innovation
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• v.7 no.2
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• pp.71-100
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• 1999

This article is concerned with the importance of organisation management and its characteristics in business performance in SMEs, and tested by four main aspects: managerial strategies, organisational structure, leader behaviour, and R&D activities. These relationships were tested with questionnaire data from a random sample of 87 firms. Results from simple statistics on each issue showed that SMEs have focused on the corporate growth and management goals, the democratic leadership, decentralisation in organisational structure, and the technology development plans. Results from correlation analyses not only found significant relationships between managerial strategy and R&D activities but also showed differences in R&D activities according to structural status or leadership style, respectively.