• The Journal of Asian Finance, Economics and Business
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• 제8권2호
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• pp.545-553
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• 2021

This study examines the role of Leadership style and Organizational culture in predicting employee Performance. The aim of the research is: 1) to know the direct effect of Democratic Leadership on employee Performance, 2) to know the direct effect of Democratic Leadership on organizational culture, 3) to know the direct effect of Organizational culture on employee Performance, 4) to test the role of Organizational culture as mediation the effect of Democratic Leadership on employee Performance. The respondents were all employees at the Education Office East Java. The sampling method was used to collect data from 106 employees at the Education Office East Java, Indonesia, using surveys and questionnaires. The data obtained were analyzed using the Path Analysis with SPSS statistical software. The study had four findings. Firstly, Democratic Leadership has a significant effect on employee Performance. Secondly, Democratic Leadership also has a significant effect on Organizational culture. Thirdly, Organizational culture has a significant effect on employee performance. Fourthly, organizational culture mediates the effect of Democratic Leadership on employee Performance. Furthermore, the direct effect of Leadership style and the mediation role contribute to knowledge. The results showed that implementing Democratic Leadership supported by a conducive organizational culture guides employee to perform better.

• 품질경영학회지
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• 제44권2호
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• pp.309-320
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• 2016

Purpose: The purpose of this study was to investigate if companies' efforts of environmental management practices have positive effect on the companies' performance in the first stage of study. In the second stage, we tried to confirm whether the degree of companies' making efforts on cost leadership strategy and quality leadership strategy function as moderate variable on relationship between environmental management practices and performance. Methods: The collected data through survey were analysed using multiple regression model in the first stage of the study and moderate regression model in the second. Results: The results of this study are as follows; environmental management practices have positive effect on corporate performance. Moreover, much effort on quality leadership strategy has limited significant moderate effect on relationship between environmental management practices and performance, while much effort by companies on cost leadership strategy does not have significant moderate effect on the relationship between the two variables. Conclusion: Manufacturing and services companies in Korea need to make effort for environmental management practices to improve corporate performance. Moreover, if that efforts are combined with quality leadership strategy, they can expect synergy effect with environmental management practices for performance improvement.

• 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.

• 한국의류산업학회지
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• 제10권6호
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• The Journal of Asian Finance, Economics and Business
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• 제7권6호
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• pp.387-397
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• 2020

The purpose of this study is to determine the effect of work motivation and leadership on job satisfaction and its implications on employee performance. A total of 355 samples of Bukit Asam Coal Mining Company Ltd. in Indonesia were selected proportionally with random sampling. Data were obtained through questionnaires. Data analysis technique employed structural equation modeling (SEM) with AMOS 22. The results of the study show that leadership and work motivation have a positive and significant effect on job satisfaction. Leadership has a more considerable influence (0.263) than work motivation (0.171) toward employee job satisfaction. The influence of leadership towards job performance is 0.175. The influence of work motivation towards job performance is 0.166. Job satisfaction has the most dominant influence (0.363) towards employee performance. The direct effect of leadership on employee performance is 0.175 greater than the indirect influence of leadership on employee performance through employee job satisfaction, which is only 0.096. Likewise, the direct effect of work motivation towards employee performance is 0.166 greater than the indirect effect of work motivation towards employee performance through employee job satisfaction, which is only 0.062. Thus, job satisfaction does not mediate the effects of leadership and work motivation toward employee performance.

• 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.

• 무역학회지
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• 제44권3호
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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.

• 경영과정보연구
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• 제11권
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• pp.111-135
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• 2002

Since companies are increasingly aware of the importance of upstream and downstream organizations to their performance, companies' leaders would also like to influence operations with supply chain partners. This paper aims to study the SCM performance and the influencing factors, that is Buyer's leadership and Vendor's relationship-orientation. Also, I try to examine the mediating effect of relationship-orientation between leadership and SCM performance. The results of this study can be summarized as follow; (1) The charismatic trait and individual consideration in transformational leadership factors, and contingent reward in transactional leadership factors positively effected to the relational-orientation. But intellectual stimulation and management-by-exception did not effected to relational-orientation. (2) Only contingent reward in transactional leadership factors was significantly related to the SCM performance. (3) Relational-orientation mediated between SCM leadership and SCM performance.

• The Journal of Asian Finance, Economics and Business
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• 제7권8호
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• pp.577-588
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• 2020

The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study's sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

• 유통과학연구
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• 제20권9호
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• pp.29-38
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• 2022

Purpose: The purpose of this study to determine the effect of distribution transformational and transactional project manager leadership style on the extra-role performance of project team members using multi-level modelling analysis. Research design, data and methodology: The role of psychological factors as the mediating variable namely is self-efficacy in the effect of project manager's leadership style on the project team members' performance was also studied using the Monte Carlo bootstrapping method. The sample of the study consisting of 370 project team members from 74 contractors registered with the Construction Industry Development Board in the Klang Valley was selected using a simple random sampling and a survey using a questionnaire. Results: The findings showed that the transformational leadership of project managers was a dominant predictor of extra-role performance of project team members. Furthermore, the study show the self-efficacy of project team members acted as a mediator in the relationship between transformational and transactional leadership of project manager leadership on the extra-role performance of project team members. Conclusions: The findings are expected to be used by the relevant parties in planning, arranging and implementing efforts to improve the work performance and ensure that projects are implemented according to the specified specifications.