• Journal of Agricultural Extension & Community Development
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• v.4 no.1
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• pp.73-89
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• 1997

The purpose of this study was to investigate the leadership style and development of agricultural organization in Korea. Specific objectives of the study were to : 1) identify the leadership style of agricultural organization though literature review, 2) survey the members' opinions about their leadership style, 3) examine the leader's self-estimation of their leadership style, 4) identify the desirable leadership style items of the leaders and members, 5) suggest effective way to the development of leadership style. The study was carried out through literature review and questionnaire survey. Total of 715 farmers were surveyed to collect data, and 501 responded. The statistical techniques applied on the data are frequency, percentile, analysis of variance, multiple regression utilizing the SPSS/WIN, and the statistical significance was tested at .05 level. The major findings of the study were: 1) the leaders motivation and problem solving abilities of agricultural organizations were not enough to satisfy the members, 2) members believed the leaders make somewhat arbitrary decisions, 3) the leaders of the organizations had difficulties to coordinate the different opinions of the members, and 4) the leaders of the organizations felt the need of skills and information on leadership style and development of agricultural organization. For improvement of leadership for agricultural organization, this study suggests; 1) the more education programs should be made and practiced to make their leadership special, 2) all members should make much efforts to have channels for rational communication, 3) the leaders have to give members well-polished incentives for active participation, 4) more governmental support should be given to empower those organizations, and 5) the agricultural organizations, universities and government must establish a strong coordinating system to realize above suggestions.

• Journal of Ethics
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• no.97
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• pp.279-306
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• 2014

This study presents the leadership model that is to build of ethical and cultural leadership. This model is to operat the functions of a systemof leadership that based on the universal principles of life, that is performed bybalance and harmonized judgment of the ideal ethical oughtfulness and cultural values, and practise ethically through relationship, process, and skill of leadership. And this model turn out to lead a real impact and then overcome conflict, problem solving, motivation. To check the validity of leadership, this study analysis the case study of leadership of King Sejong. His leadership is based at heaven that on the basis of the universal principles of life. The ideal ethical oughtfulness is to cares for people and the value of the cultural is to cherish the people's will. His leadership is to be balance and harmonized judgment of the ideal ethical oughtfulness and the cultural values by practice of virtues through relationship, process, and skill of leadership. Leadership relationship is a equal role relationship that are the children of the sky, thus to be coexistence and harmonyin close collaboration. Leadership process is a process of transvaluation to ensure the validity of the values by rational discussion and persuasion. Leadership skills led to active obedience through leading by example and love of learning. King Sejong' leadership is the leadership that ethical and cultural leadership become well-implemented.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• Management & Information Systems Review
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• v.38 no.2
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• pp.105-118
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• 2019

In order for a strategy established by a company to be implemented efficiently, it must be supported by an appropriate organizational culture. This means that if a firm has an organizational culture suitable for strategy implementation, performance can be enhanced. This study divides competitive strategy into cost leadership strategy and product differentiation strategy, and organizational culture into hierarchical/rational culture and consensual/development culture. Based on 122 questionnaires collected through KOSPI listed manufacturing companies, the results of the empirical analysis on the effect of suitability between competitive strategy and organizational culture on performance by balanced scorecard perspective are summarized as follows. First, it shows that the cost leadership strategy and the hierarchical/rational culture are more fit. Specifically, The high suitability between the cost leadership strategy and the hierarchical/rational culture has a positive effect on the performance of the balanced scorecard perspective(excluding performance by learning and growth perspective). Second, The high suitability between the product differentiation strategy and the consensual/development culture has a positive effect on the performance of the balanced scorecard perspective. The results of this study suggest that it is important to form a corporate culture that can lead to changes in the beliefs and behaviors of organizational members in accordance with the competitive strategy in order to successfully implement the strategies established by the company.

• Journal of Fisheries and Marine Sciences Education
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• v.24 no.3
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• pp.355-367
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• 2012

This paper focuses on understanding what kind of experience the women leadership education can provide for adult learners and how the learners grasp a characteristic of a women leader. For this, the research interviewed learner who complete the women leadership course at the P center in Busan. To this end, it is discussed in two sides. One side is about educational experience, the other side is about leadership. In the aspect of former approach, the leadership education shows the characteristic which is much closer to the meaning of the education itself rather than that of leadership. It not only put much emphasize on the recovery to the self but also shows the relation-oriented characteristic like building up social net-work. In the aspect of the latter, by connecting the woman and leader, women expects they wish to be a 'trustful leader'. For them, 'trustful leader' is the true leader. In addition it also means 'charismatic leader', 'servant leader', 'the leader with member to growth' and 'the leader with a rational and reasonable'. Although women acknowledge that women leader's authority and power is important for the realization of the real equality of women, at the same time, however, they worry about the possibility that this leader become a kind of a 'power-oriented leader' which causes conflict and suppress the weaker. This study argues that we need to concentrate more on the new perspective which focuses on the sharing and bordering occurred in inner gender rather than the former approach which focuses on the difference between genders.

• The Southeast Asian review
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• v.22 no.2
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• pp.95-131
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• 2012

This study compares the two biggest Islamic organizations in Indonesia, Nahdlatul Ulama(NU) and Muhammadiyah. As previous studies focus on their theological and ideological aspects, this study tries to analyze not only their religious orientation but also position of religious leaders, organizational structure, leadership system, routine activities and susceptibility to new religious change. The second part of this paper deals with religious and socio-political backgrounds under which the two organizations were established and with differences in the ways of interpreting Islamic teachings. This will provide the basis for understanding the dynamics of their later development. The third part explores religious authority supported by both. For this, perspectives on established religious schools, rational interpretation of the Scriptures, mystical practices and hereditary succession of religious leadership are to be analyzed. In addition, the ways different attitudes towards religious authority have impacted on organizational structure are to be examined. The topic of the fourth part is leadership composition, and blood and teacher-student relationships among chairpersons are to be analyzed. The last part deals with how different orientations of the two have impacted on their activities and especially on the ways of accommodating new religious ideas. For this, the ways 'liberal Islamic thought' has been introduced, accommodated and negotiated in each organization are to be compared with. With these discussions, it is expected that religious orientations, organizational structure, leadership system and organizational flexibility of the two can be understood. This analysis can help to have a glimpse on Islamic development in Indonesia and of socio-cultural and political influences the two have exerted on Indonesian society.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.119-128
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• 2021

In the era of industry 4.0 with the robust digital transformation, especially under the trigger of the Covid-19 pandemic, the process of transforming businesses to achieve the desired business performance depends much on the mindset transformation of each member of the organization, beginning with the thoughts of leadership and stakeholders. This study will evaluate the relationship between leadership's strategic reasoning perspectives on employee engagement or commitment and the company's reputation, thereby directly or indirectly affecting organizational performance. The study examines data from 382 companies out of 500 samples in typical industries in Vietnam using the exploratory factor analysis (EFA) and partial least squares structural equation modeling (PLS-SEM) techniques. The results show that holistic thinking is closely related to employee retention and corporate reputation, thereby increasing the business outcomes of the organization, whereas there was no evidence to support analytical thinking in this study. As a consequence, transforming the business to achieve the desired business performance is heavily reliant on changing the mindset of each member of the organization, beginning with the top leaders and influencers of the business. This will assist Vietnamese leaders in gaining a comprehensive understanding of corporate governance and controlling the relationships between organizational constructs.

• Korean Journal of Childcare and Education
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• v.8 no.1
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• pp.65-83
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• 2012

The purpose of this study was to examine the effects of the emotional leadership of principals and organizational culture perceived by daycare center teachers on their job satisfaction. The subjects were 366 teachers who worked in daycare centers. The findings of the study were as follows: First, the teachers considered the level of the principals' emotional leadership to be above average. The largest group of the teachers viewed the organizational culture of the daycare centers as a collective culture, followed by an innovative culture, a hierarchical culture and a rational culture. Finally, the teachers considered the level of their job satisfaction as above average. They were especially more satisfied with welfare benefits and pay, and they were relatively less satisfied with working environments. Second, emotional leadership of the principals and organizational culture perceived by daycare center teachers were positively correlated with their overall job satisfaction. Third, as a result of analyzing the effects of the emotional leadership of the principals and organizational culture perceived by daycare center teachers on their overall job satisfaction, principals' social capabilities were found to be most influential, followed by the collective culture and the innovative culture which were the sub-factors of organizational culture.

• Proceedings of the Technology Innovation Conference
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• 2003.02a
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• pp.155-172
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• 2003

Government Research Institutes(GRI), together with universities and private research labs, constitute the core of the Korea's national innovation system, The aim of this paper is to analyze the current system of GRIs and the National Research Councils(RC) in Korea, and suggest some policy recommendations conducive to achieving a world class competitive research system. To identify the problems and policy issues, we have conducted interviews (with executives staffs of RCs, GRIs and government ministries) and questionnaire surveys. For benchmarking purposes, we have visited 9 public research institutes in the USA, UK, Germany, and France. From the analysis of the problems revealed from the interviews and questionnaires, 6 policy variables are identified: three of them, which we call systemware variables, are governance structure, resources allocation system, and management control system; and the other three, which we call humanware variables, are visions and strategic goals, leadership, and research manpower, respectively. We have found that 1;he current GRI/RC systems are inefficient mainly due to the rigid and bureaucratic governance structure and inconsistent resource (i.e., government budgets) allocation systems. We reject the idea of replacing the current RC system with such radical alternatives as 're-governmentization'or 'privatization'. Instead we recommend that the government introduce a better system of governance and national budget allocations, which in turn would help induce a better management control systems, clear research visions and goals, strong leadership on the part of the RC chairman, and more creative and motivated researchers. These recommendations may provide opportunities and rooms for chairmen of RCs and presidents of GRIs to exercise more positive leadership in terms of fitting the visions and goal of GRIs to the national R&D strategy and creating a rational management control system as well as motivating researchers in GRIs to be more creative and productive.

• Culinary science and hospitality research
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• v.10 no.4
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• pp.31-49
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• 2004

Nowadays, a knowledge management becomes more important as it recognizes and utilizes a industrial knowledge as a significant sources for the improvement of enterprise competitiveness. Moreover, a industrial value tends to be evaluated by a knowledge value. In this study, influencing factors (processes, compensation system, leadership and information technology) on the knowledge sharing for strategies in foodservice Enterprise were investigated. For processes, it was important that the sharing and collecting factors for restaurants in hotel, the knowledge sharing and collecting for family-restaurants, the knowledge utilization and collecting for fast-food restaurants and the knowledge utilization and sharing for special restaurants. In compensation system, both mental and physical compensation were not related with the knowledge sharing in hotel-restaurants. On the other hands, the knowledge sharing in family-restaurants, fast-food restaurants and special restaurants was highly affected by the mental compensation, which indicated that food-service. Enterprise should lay emphasis on mental compensation than physical compensation. In industrial cultures, the influencing factors on the knowledge sharing were rational culture and progressive culture for restaurants in hotel and fast-food restaurants, and for special restaurants and family- restaurants, respectively. The ordering leadership was important factor for restaurants in hotel, fast-food restaurants and family-restaurants, while the knowledge sharing in special restaurants was more influenced by the supporting leadership. For information technology, it was important that the information utilization for restaurants in hotel, special restaurants and fast-food restaurants, and both information utilization and ability for family-restaurants.