• Management & Information Systems Review
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• v.34 no.3
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• pp.273-302
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• 2015

This empirical study analyzed the influence of transformational leadership on knowledge management activities and organizational commitment, and examined the mediating effect of knowledge management in the relationship between transformational leadership and organizational commitment. A survey was employed as the research method. The survey targeted 635 participants working in the service, manufacturing, and IT industries. The results were used to compare and analyze the relationships among industry-specific variables. Transformational leadership is defined as the tendency to strive for change and innovation despite the achievement of objectives, develop the potential capabilities and strengths that each member of the organization possesses, amplify their self-esteem and passion, and lead them to surpass their expected objectives by stimulating positive strengths. Such type of leadership has been perceived as a precedent that enhances organizational effectiveness. In summary, this study has yielded the following results: First, the transformational leadership exhibited by organizational leaders was found to have a significant positive impact on knowledge management activities as well as organizational commitment. Second, knowledge management activities were found to have a significant positive influence on organizational commitment. Third, the transformational leadership exhibited by organizational leaders was found to have a partial mediating effect on the mediating role of knowledge management activities in the relationship with organizational commitment. Fourth, analyzing industry-wise, the influence of transformational leadership on knowledge management activities was the most significant in the service industry, which was also the case for the influence of knowledge management activities on organizational commitment. The influence of leaders' transformational leadership on organizational commitment was the most significant in the information technology industry. Finally, based on the aforementioned research results, suggestions were made regarding the meaning of the influence of transformational leadership on knowledge management activities and organizational commitment and the differences by industry thereof, while also suggesting the limitations of this work.

• Management & Information Systems Review
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• v.29 no.4
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• pp.187-205
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• 2010

Empirical study comparing the leadership styles of women an men is a popular on management in organization. Consistent with study comparing women and men on many organizational behavior, I have identified that leadership style from survey. The this study examined follower's perception of the women and men the leadership in organization. More specifically, I examined how male and female follower evaluated the leadership style and effectiveness of women and man, how these evaluations were affected by the degree of stereotypes of the followers toward gender roles, finally the variables affecting the evaluation of the leadership effectiveness. Total 158 follower's participated in this survey to explore these research questions. The results that female evaluator were evaluated higher in the transformational leadership than male evaluator, while the evaluation for man leader was higher than the woman leader in terms of the transactional and task-oriented leadership style. Also, another analysis the gender difference of the organizational member revealed that woman leader better than man was higher leader relational and transformational leadership. However, both male and female followers who were no gender-difference in decision making work, interpersonal work, relation coordination work, consulting work.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.29 no.1
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• pp.82-97
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• 2019

Objective: In this study, in order to investigate the relationship between leadership type and job satisfaction, the types of leadership in medical institutions are divided into transformational leadership, servant leadership and authentic leadership. In addition medical staff and non-medical staff are classified according to their job characteristics, and middle managers and operators are classified according to position. Methods: For this purpose, 589 questionnaires were applied to the medical institutions in Seoul and Gyunggi-do, and empirically analyzed with multiple regression. Results: The results of this study are first, among gender, medical or non-medical staff, position and career experience, men, non-medical staffs, and middle managers showed higher leadership, job engagement, and job satisfaction. Second, servant leadership and authentic leadership have significant positive relationships with job engagement. In the case of medical staff, only servant leadership has a positive effect on job engagement, while in the case of non-medical staff, both servant leadership and authentic leadership have significant influence on job engagement. Job satisfaction was found to have a statistically significant effect of servant leadership and authentic leadership in medical staff and non-medical staff. Third, in the case of middle managers, servant leadership showed a statistically significant effect only on job satisfaction, while servant leadership and authentic leadership had statistically significant effects on job engagement and job satisfaction of operators. Conclusions: This study suggests the possibility and applicability of authentic leadership in addition to transformational leadership and servant leadership in hospital organizations. Also, by identifying differences in the effects on organizational effectiveness, it is also suggested the need for research on identifying leadership factors that reflect strictly distinctive job characteristics.

• Safety and Health at Work
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• v.7 no.1
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• pp.12-17
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• 2016

Background: The mining industry is considered as one of the most dangerous and hazardous industries and the need for effective and efficient occupational health and safety management is critical to safeguard workers and the industry. Despite the dangers and hazards present in the mining industry, only few studies have focused on how occupational health and safety and turnover intentions in the mines. Method: The study suing a cross-sectional survey design collected quantitative data from the 255 mine workers that were conveniently sampled from the Ghanaian mining industry. The data collection tools were standardized questionnaires that measured occupational health and safety management and turnover intentions. These scales were also pretested before their usage in actual data collection. Results: The correlation coefficient showed that a negative relationship existed between dimensions of occupational health and safety management and turnover intention; safety leadership (r = -0.33, p < 0.01); supervision (r = -0.26, p < 0.01); safety facilities and equipment (r = -0.32, p < 0.01); safety procedure (r = -0.27, p < 0.01). Among these dimensions, safety leadership and safety facility were significant predictors of turnover intention, (${\beta}=-0.28$, p < 0.01) and (${\beta}=-0.24$, p < 0.01) respectively. The study also found that turnover intention of employees is heavily influenced by the commitment of safety leadership in ensuring the effective formulation of policies and supervision of occupational health and safety at the workplace. Conclusion: The present study demonstrates that safety leadership is crucial in the administration of occupational health and safety and reducing turnover intention in organizations.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• Fourth Industrial Review
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• v.2 no.2
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• pp.47-60
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• 2022

Purpose - The purpose of this study is to investigate the role of Teamwork on Engagement among employees of private primary and secondary schools in Plateau State, Nigeria using the dimensions of Teamwork, which are Communication, Leadership, Team Structure, Situation Monitoring, and Mutual Support on Employee Engagement. Research design, data, and methodology - To analyze the relationship among the variables, the study adopted the descriptive and explanatory research design, and a cross-sectional survey method using a survey questionnaire containing 29 items, with a 5-point Likert scale. The samples of 274 employees (both academic and non-academic) were selected using a simple random probability sampling technique. Multiple Regression was used to analyze data with the aid of the statistical package for social sciences (SPSS version 23.0). Result - This shows that Communication, Leadership, and Situation Monitoring have a positive and significant relationship on Employee Engagement, while Team Structure and Mutual Support show a negative direction but still maintained a significant relationship. Conclusion - The management of private primary and secondary schools should pay attention to Communication, Leadership, Team Structure, Situation Monitoring, and Mutual Support among their employees to promote Employee Engagement in the workplace. It also recommends that future studies should be carried out in other sectors.

• Management & Information Systems Review
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• v.33 no.5
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• pp.55-70
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• 2014

Recent research on organizational innovation, such as. new managerial processes, practices, suggests it can be an important source of firm's competitive advantage. The challenge is not only offering new products and services, but also changing the nature of management within organizations. In this study, we focus on management innovation at the organization level and investigate the role of transformational leadership behavior as a key antecedent. Transformational leadership may complement an organization''s increasing rigidity by maintaining a sense of meaningfulness in members of the organization, which may be more flourishing to organizational innovation. Due to its prominent role within organizations, CEO has the ability to greatly influence management innovation. In particular, we focus on leadership behavior and examine transformational leadership of CEO. Additionally, as contextual variables like organizational structure(complexity, formalization, centralization) may influence the impact of transformational leadership, we investigate its moderating role. Findings show that transformational leadership behaviors positively contribute to organizational innovation. In addition, our study indicate that less complex, less formal and less central, organizations have benefit more from transactional leadership in strengthening organizational innovation.

• Management & Information Systems Review
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• v.33 no.2
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• pp.81-100
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• 2014

Studies on Appreciative Leadership have recently started in Korea as well. A leader in Appreciative Leadership is defined as a person who can effectively handle a mixture of various styles of leadership and suggest advice and future directions (Withney and Trosten-Bloom, 2010). Also, Appreciative Leadership can be explained as one way of appreciative leadership behavior which enables constructive accomplishment of mutually creative tasks for future through growth based on individuals' strengths, as well as a shared value system with organizational goals for all (Withney and Trosten-Bloom, 2010). Appreciative Leadership leads members of an organization toward positive inquiries and open discussions so that they become fully engaged in the organization while Appreciative Leader motivates and inspires his/her members and enables them to feel that they are of value to the organization. Study results show that Inspiration among sub factors of Appreciative Leadership has a positive impact on employees' engagement in the organization and their tasks while Inquiry positively influences in employees' organizational engagement.

• Health Policy and Management
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• v.20 no.3
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• pp.73-103
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• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.

• Management & Information Systems Review
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• v.31 no.4
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• pp.611-638
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• 2012

With recognition of the self-leadership and creative personality for developing student competitive capability, this study examines the relationships among self-leadership, creative personality, innovative behaviour and learning satisfaction based on survey data from university students. The main findings of the study are as follows: first, the study found that self-leadership was positively associated with creative personality while there was also a positive relationship between self-leadership and innovative behaviour as well as learning satisfaction. Second, the empirical analysis of the paper also shows that creative personality partially mediated the relationship of self-leadership and innovative behaviour, but not for the relationship between self-leadership and learning satisfaction. In addition, the hypothesis on the positive association between learning satisfaction and innovative behaviour was not supported. This paper contributes to our understanding of self-leadership and innovative behaviour research by expanding to university student context and highlighting the role of creative personality. This study proposes that developing the self-leadership and creative personality of student are required for better innovative behaviour and thereby, learning performance.