• Journal of Fisheries and Marine Sciences Education
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• v.25 no.2
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• pp.526-537
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• 2013

The purpose of this study was to provide basic data needed for analyzing the factors needed for students' positive participation in physical education class and developing the leadership skills needed for effective class guidance by analyzing what relationship there exists between a physical education teacher-exercised transformational leadership and students' trust in physical education teachers and class satisfaction; thus, this study drew the conclusions as follows: First, in the relations between a physical education teacher-exercised transformational leadership and students' trust, it was found that a physical education teacher's charisma and intellectual stimulus had a positive influence on high school students. Second, it was found that a physical education teacher's charisma and individual consideration had a positive influence on a physical education teacher-exercised transformational leadership and the subordinate factor in class satisfaction-a sense of accomplishment while individual consideration and intellectual stimulus were found to have a positive influence on evaluation. Third, as for the trust in a physical education teacher and class satisfaction, the trust was found to have a positive influence on both a sense of accomplishment and evaluation.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.281-291
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• 2011

The purpose of this study verifies: the relationships between self-leadership and service quality, and mediator effect of the trust in supervisor. In order to verify the relationships and mediator effect, data obtained from 572 workers engaged in medical institutions at Ulsan Metropolitan City were analyzed by using SPSS 12.0, AMOS 5.0. The findings are as follows: First, the relationships between self-leadership and trust in supervisor is positively related. Second, there was also a positive correlation between the trust in supervisor and service quality. Third, the relationships between self-leadership and service quality is positively related. Finally, the trust in supervisor played as a partial mediator on the relationship between self-leadership and service quality. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

• The Korean Journal of Health Service Management
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• v.10 no.1
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• pp.79-91
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• 2016

Objectives : The purpose of this study is to suggest an efficient human-resources direction for the management of dental hygienists, the study analyzes the influential relationship between superior's coaching leadership as perceived by dental hygienists and their on the job satisfaction, and proves the moderating effects of leader trust and of followership in the process. Methods : To test the empirical model, data were collected by survey using structural self-administered questionnaires that were distributed to 300 dental hygienists working at dental clinics in the Busan, Ulsan, Gyeongnam, and Gyeonggi areas, from 27 March to 10 April, 2015, 286 cases were used in final analysis. Results : Coaching leadership is found to have a significant influence on job satisfaction. Trust in a leader showed a significant main moderating effect on job satisfaction, on the other hand, followership showed a significant main effect, but no significant moderating effect, on job satisfaction. Conclusions : The results of this study imply that leadership factors such as coaching leadership and leader trust are crucial for improving the job satisfaction of dental hygienists, therefore, a program for enhancing the leadership skills of dental managers is needed in dental health organizations.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.400-412
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• 2015

This paper investigates the relationships among transformational leadership, organizational trust, and creativity in ICT(information & communication technology) company. Also the study investigates the moderator effect of leader's emotional intelligence and the mediator effect of organizational trust in the relationships between transformational leadership and creativity. The multiple regression analysis was employed to test the hypotheses. Using survey data collected from 241 R&D department and support personnel in ICT company. The main finding of this study was as follows: First, a transformational leadership had a positive effect on employee creativity. Second, organizational trust had a positive impact on employee creativity. Third, transformational leadership had a positive effect on organizational trust. Fourth, organizational trust turned out not to mediate the relationship between transformational leadership and employee creativity. Fifth, the positive relationships between transformational leadership and employee creativity were stronger when leader's emotional intelligence was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

• Journal of the Korean Society of Safety
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• v.37 no.3
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• pp.24-33
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• 2022

Construction site fatalities accounted for 51.9% of the total fatalities recorded in 2020. It is known that the safety leadership of site managers is important in reducing occupational accidents at construction sites. According to previous domestic and foreign studies, the safety leadership role of managers has significant effects on the safety behavior and safety culture of workers. Therefore, in this study, we identified the factors affecting organizational trust, which are known to be prerequisites for building a safety culture, and sought ways to enhance organizational trust. In this study, measurement data were collected using a self-report questionnaire. A total of 4,373 copies were distributed to workers and managers of business partners who are highly likely to be exposed to occupational injuries, and 3,873 copies were used as final data for analysis, excluding insincere responses and non-responses. As a result of the study, safety leadership was found to have a positive (+) effect on organizational trust, and communication and motivation moderated the relationship between safety leadership and organizational trust. Therefore, for safety leadership to have a positive effect on organizational trust at construction sites, it is imperative that leadership participation includes communication and motivational efforts.

• Journal of Korea Society of Digital Industry and Information Management
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• v.15 no.3
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• pp.207-223
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• 2019

This study aims to explore the casual relation between construction company employees' Self-Leadership and two variables: Organization Citizenship Behaviour and Organizational Trust through Psychology Empowerment. To explain in details, this study examines how the independent variable, Self Leadership, with its behavior-focused, natural reward and constructive thought pattern strategies, affects the dependent variable, Organization Citizenship Behavior and Organizational Trust through the intervening variable, Psychology Empowerment. A survey was conducted on current employees of construction companies in metropolitan areas to empirically examine the research model. The result of study hypothesis on Self-Leadership is as follows; first, Self-Leadership showed a positive effect on Psychology Empowerment, Organization Citizenship Behaviour and Organizational Trust. Second, Psychology Empowerment showed a positive effect on Organization Citizenship Behaviour. Third, Psychology Empowerment showed a positive effect on Organizational Trust. The capacity of individuals is critical when it comes to competitiveness of construction companies. When employees willingly participate in building trust within the company, the work place will become more and more constructive; based on trust, efficiency will increase because people from different processes can work together and performance will also improve even when project managers are absent because others could help their role instead, thus driving more efficient human resource management to the company. To conclude, a company's vision can be spread wide and far when their employees engage themselves in Learning Organization with Self Leadership. They will also be satisfied with their work through improving interpersonal relationship at work.

• The Journal of the Korea Contents Association
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• v.19 no.9
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• pp.485-500
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• 2019

In this study, we examined the effect of shared leadership on organizational trust, knowledge sharing, and innovative behavior. Also, it was verified that organizational trust and knowledge sharing play a mediating role in the relationship between shared leadership and innovative behavior. Data were collected from a survey of 348 manufacturing workers in Ulsan and Gyeongju. SPSS 22 was used for frequency analysis and exploratory factor analysis. AMOS 22 was used for confirmatory factor analysis to verify the validity of the variables and for covariance structure analysis to verify the research hypothesis. The results of this study are as follows. First, shared leadership has a significant positive effect on organizational trust, knowledge sharing, innovative behavior. Second, organizational trust has a significant positive effect on knowledge sharing and innovative behavior. Third, knowledge sharing has a significant positive effect on innovative behavior. Finally, organizational trust and knowledge sharing play a partial mediating role in the relationship between shared leadership and innovative behavior. The result of this study suggests that organizational trust and knowledge sharing should be strengthened through shared leadership in order to increase the innovative behavior of organization members.

• Journal of the Korea Convergence Society
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• v.10 no.7
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• pp.183-189
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• 2019

The change to the horizontal structure of the modern corporate management environment requires joint efforts and cooperation to share responsibility and purpose and to increase positive mutual influence in order to achieve the corporate goal beyond the individual capacity of the organizational members. In order to achieve the purpose of the organization, the organizational structure in which various members share information and aim at collective leadership is more effective than the structure concentrated on one individual (leader). This study was to examine the effectiveness of shared leadership, and to investigate the causal relationship and effect of shared leadership, organizational trust, and job performance. As a result of the analysis, shared leadership had a positive effect on organizational trust, and organizational trust had a positive effect on job performance. This means that high trust in organization has a positive effect on performance.This study is meaningful in that it examines the difference between shared leadership and existing leadership types that have not been studied yet.

• Journal of Digital Convergence
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• v.12 no.7
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• pp.147-157
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• 2014

This study investigated creative behavior, one of organizational effectiveness, needed to survive in the rapidly changing circumstances. So, transformational leadership was setting as independent variables consist of ideal influence, intellectual stimulus and individual consideration, and affect-based trust and cognition-based trust was setting as mediating variables. For this study, 211 of the respondent, who are attending various companies, answered this questionnaire. This study shows that ideal influence, intellectual consideration and individual consideration of transformational leadership have positive(+) direct impact to creative behavior, and in affect-based trust, transformational leadership has impact on the creative behavior, as fully positive(+) mediating effects. In cognition-based trust, trust has impact partly as mediating effects. Namely, transformational leadership is based on affect-based trust will be heightened after all creative behavior. Impact of control variables is more larger in man, under 30 age, public workers.

• Journal of Distribution Research
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• v.14 no.2
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• pp.31-66
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• 2009

This study investigates the effects of supervisors' leadership style on franchisees' trust and commitment in a franchise system. We classified leadership into two styles - transformational leadership vs. transactional leadership, and it was hypothesized and tested that these two leadership styles have differential effects on trust and two different types of commitment - calculative commitment vs. affective commitment. A questionnaire survey was conducted to collect the data and a total number of 184 Korean franchisees in diverse industries participated to the survey. Using a structural equation modeling, we confirmed some differential effects of the two leadership styles. Transformational leadership was found to have positive effects on franchisees' trust in and affective commitment to the franchisor, while it has no effects on calculative commitment. On the other hand, transactional leadership was positively related to calculative commitment to the franchisor. But it had no effects on trust and affective commitment. Meanwhile, we also found that trust positively affects on both types of commitment. The results of this study suggest that the quality of franchisor-franchisee relationships can be improved by supervisor's strong leadership, especially by transformational leadership, and that transformational leadership, when compared to transactional leadership, is more important for developing a long-term and stable franchisor-franchisee relationship.