• The Journal of the Korea Contents Association
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• v.21 no.10
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• pp.356-367
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• 2021

This study is a study on how much organizational leadership influences customer orientation so that it can secure and maintain a continuous competitive advantage in the rapidly changing environment of corporate management and public organizations. it was approached through theoretical consideration of pygmalion leadership. The purpose of this study is as follows. First, a conceptual definition of the three research variables of pygmalion leadership and its constituent atmosphere, feedback, and output is given. Second, the casual relationship between the conceptually defined three research variables of pygmalion leadership and self-efficacy and organizational commitment was verified. Third, the casual relationship was verified on the extent to which pygmalion leadership influences customer orientation through self-efficacy and organizational commitment, which are parameters. Fourth, through the verification result of the casual relationship between the research variables constituting the research model of this study. It was intended to present an implication. In addition, the significance of direct causal relationships between the research variables of pygmalion leadership, mediating variables, and dependent variables, which constitute the verified research models was verified, and the results of hypothesis testing were presented, and the academic and practical implications of the results of this study were presented.

• Information Systems Review
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• v.12 no.1
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• pp.81-105
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• 2010

This research explores the role of personal performance expectation, task-technology fit, perceived rewards, shared vision, usefulness of knowledge sharing, top management support, organization culture, organizational commitment, KMS self-efficacy as antecedents which affect knowledge sharing activity as a consequence and investigates relationships among variables considering characteristics. The results show that members' perceived personal performance expectation, task-technology fit, perceived rewards, shared vision, usefulness of knowledge sharing, top management support, organization culture, organizational commitment, KMS self-efficacy has a positive effect perspectively on knowledge sharing in a organization. Especially, the fact that perceived members' task-technology fit, perceived rewards, usefulness of knowledge sharing is more important than other variables was confirmed. The results of this study, knowledge-sharing activities of the enterprise, members of the organization's business strategy for the activation process is expected to help.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.45-61
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• 2024

This study looked in-depth at the importance of cultivating and manifesting entrepreneurship, which is emphasized for companies to gain a competitive advantage and promote innovation in the uncertain environment that organizations face and in the development of technology due to recent industrial advancement, the following innovative performance, and the mechanisms in the performance process. Entrepreneurship is emphasized as a key factor in inducing creative work performance, creation and application of new ideas, and innovative performance at various levels within the organization in various global companies. In particular, this study examined the influence of the CEO's cultivation and expression of entrepreneurship as an organizational leader on the innovative behavior of organizational members, which is a leading factor in the organization's innovative performance, and the role of creative self-efficacy as a mechanism. Through this, the study was to verify the importance of creativity and cultivating a sense of self-efficacy for demonstrating innovative performance within an organization. Additionally, it was to confirm the role of organizational commitment of organizational members as a situational factor. For the empirical analysis, a total of 247 office workers were surveyed, sampled from 10 venture companies engaged in the manufacturing industry in industrial complexes in Daejeon, Korea. As the result of empirical analysis showed, it was confirmed that each sub-factor of the CEO's entrepreneurship had a positive effect on the innovative behavior of organizational members. And in the process, the importance of the creative self-efficacy of members to demonstrate innovative performance was verified by confirming positively significant mediating effect of creative self-efficacy. Furthermore, in the case of organizational commitment, it was found that the innovativeness and proactiveness of the CEO strengthened the positive influence on the creative efficacy of the organization members. Based on the results of empirical analysis, theoretical and practical implications were provided to improve the importance of cultivating and manifesting the CEO's entrepreneurship to demonstrate innovation within the organization.

• Journal of Distribution Research
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• v.15 no.1
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• pp.49-71
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• 2010

Franchise businesses in South Korea have contributed to economic growth and job creation, and its growth potential remains very high. However, despite such virtues, domestic franchise businesses face many problems such as the instability of franchisor's business structure and weak financial conditions. To solve these problems, the government enacted legislation and strengthened franchise related laws. However, the strengthening of laws regulating franchisors had many side effects that interrupted the development of the franchise business. For example, legal regulations regarding franchisors have had the effect of suppressing the franchisor's leadership activities (e.g. activities such as the ability to advocate the franchisor's policies and strategies to the franchisees, in order to facilitate change and innovation). One of the main goals of the franchise business is to build cooperation between the franchisor and the franchisee for their combined success. However, franchisees can refuse to follow the franchisor's strategies because of the current state of franchise-related law and government policy. The purpose of this study to explore the effects of franchisor's leadership style on franchisee's commitment in a franchise system. We classified leadership styles according to the path-goal theory (House & Mitchell, 1974), and it was hypothesized and tested that the four leadership styles proposed by the path-goal theory (i.e. directive, supportive, participative and achievement-oriented leadership) have different effects on franchisee's commitment. Another purpose of this study to explore the how the level of franchisee's self-efficacy influences both the franchisor's leadership style and franchisee's commitment in a franchise system. Results of the present study are expected to provide important theoretical and practical implications as to the role of franchisor's leadership style, as restricted by government regulations and the franchisee's self-efficacy, which could be needed to improve the quality of the long-term relationship between the franchisor and franchisee. Quoted by Northouse(2007), one problem regarding the investigation of leadership is that there are almost as many different definitions of leadership as there are people who have tried to define it. But despite the multitude of ways in which leadership has been conceptualized, the following components can be identified as central to the phenomenon: (a) leadership is a process, (b) leadership involves influence, (c) leadership occurs in a group context, and (d) leadership involves goal attainment. Based on these components, in this study leadership is defined as a process whereby franchisor's influences a group of franchisee' to achieve a common goal. Focusing on this definition, the path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Drawing heavily from research on what motivates employees, path-goal theory first appeared in the leadership literature in the early 1970s in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974). The stated goal of this leadership theory is to enhance employee performance and employee satisfaction by focusing on employee motivation. In brief, path-goal theory is designed to explain how leaders can help subordinates along the path to their goals by selecting specific behaviors that are best suited to subordinates' needs and to the situation in which subordinates are working (Northouse, 2007). House & Mitchell(1974) predicted that although many different leadership behaviors could have been selected to be a part of path-goal theory, this approach has so far examined directive, supportive, participative, and achievement-oriented leadership behaviors. And they suggested that leaders may exhibit any or all of these four styles with various subordinates and in different situations. However, due to restrictive government regulations, franchisors are not in a position to change their leadership style to suit their circumstances. In addition, quoted by Northouse(2007), ssubordinate characteristics determine how a leader's behavior is interpreted by subordinates in a given work context. Many researchers have focused on subordinates' needs for affiliation, preferences for structure, desires for control, and self-perceived level of task ability. In this study, we have focused on the self-perceived level of task ability, namely, the franchisee's self-efficacy. According to Bandura (1977), self-efficacy is chiefly defined as the personal attitude of one's ability to accomplish concrete tasks. Therefore, it is not an indicator of one's actual abilities, but an opinion of the extent of how one can use that ability. Thus, the judgment of maintain franchisee's commitment depends on the situation (e.g., government regulation and policy and leadership style of franchisor) and how it affects one's ability to mobilize resources to deal with the task, so even if people possess the same ability, there may be differences in self-efficacy. Figure 1 illustrates the model investigated in this study. In this model, it was hypothesized that leadership styles would affect the franchisee's commitment, and self-efficacy would moderate the relationship between leadership style and franchisee's commitment. Theoretically, quoted by Northouse(2007), the path-goal approach suggests that leaders need to choose a leadership style that best fits the needs of subordinates and the work they are doing. According to House & Mitchell (1974), the theory predicts that a directive style of leadership is best in situations in which subordinates are dogmatic and authoritarian, the task demands are ambiguous, and the organizational rule and procedures are unclear. In these situations, franchisor's directive leadership complements the work by providing guidance and psychological structure for franchisees. For work that is structured, unsatisfying, or frustrating, path-goal theory suggests that leaders should use a supportive style. Franchisor's Supportive leadership offers a sense of human touch for franchisees engaged in mundane, mechanized activity. Franchisor's participative leadership is considered best when a task is ambiguous because participation gives greater clarity to how certain paths lead to certain goals; it helps subordinates learn what actions leads to what outcome. Furthermore, House & Mitchell(1974) predicts that achievement-oriented leadership is most effective in settings in which subordinates are required to perform ambiguous tasks. Marsh and O'Neill (1984) tested the idea that organizational members' anger and decline in performance is caused by deficiencies in their level of effort and found that self-efficacy promotes accomplishment, decreases stress and negative consequences like depression and emotional instability. Based on the extant empirical findings and theoretical reasoning, we posit positive and strong relationships between the franchisor's leadership styles and the franchisee's commitment. Furthermore, the level of franchisee's self-efficacy was thought to maintain their commitment. The questionnaires sent to participants consisted of the following measures; leadership style was assessed using a 20 item 7-point likert scale developed by Indvik (1985), self-efficacy was assessed using a 24 item 6-point likert scale developed by Bandura (1977), and commitment was assessed using a 6 item 5-point likert scale developed by Morgan & Hunt (1994). Questionnaires were distributed to Korean optical franchisees in Seoul. It took about 20 days to complete the data collection. A total number of 140 questionnaires were returned and complete data were available from 137 respondents. Results of multiple regression analyses testing the relationships between the each of the four styles of leadership shown by the franchisor as independent variables and franchisee's commitment as the dependent variable showed that the relationship between supportive leadership style and commitment ($\beta$=.13, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.07, p<.001)were significant. However, when participants divided into high and low self-efficacy groups, results of multiple regression analyses showed that only the relationship between achievement-oriented leadership style and commitment ($\beta$=.14, p<.001) was significant in the high self-efficacy group. In the low self-efficacy group, the relationship between supportive leadership style and commitment ($\beta$=.17, p<.001),and the relationship between participative leadership style and commitment ($\beta$=.10, p<.001) were significant. The study focused on the franchisee's self-efficacy in order to explore the possibility that regulation, originally intended to protect the franchisee, may not be the most effective method to maintain the relationships in a franchise business. The key results of the data analysis regarding the moderating role of self-efficacy between leadership behavior style as proposed by path-goal and commitment theory were as follows. First, this study proposed that franchisor should apply the appropriate type of leadership behavior to strengthen the franchisees commitment because the results demonstrated that supportive and participative leadership styles by the franchisors have a positive influence on the franchisee's level of commitment. Second, it is desirable for franchisor to validate the franchisee's efforts, since the franchisee's characteristics such as self-efficacy had a substantial, positive effect on the franchisee's commitment as well as being a meaningful moderator between leadership and commitment. Third, the results as a whole imply that the government should provide institutional support, namely to put the franchisor in a position to clearly identify the characteristics of their franchisees and provide reasonable means to administer the franchisees to achieve the company's goal.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.11
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• pp.7424-7432
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• 2015

The purpose of this study is to find out the effectiveness of four leadership types to employees that affected by leaders of the University-Industry Collaboration Foundation(UICF). This study has analyzed through structural equation modeling(SEM) using AMOS after surveyed for 178 employees out of 404 employees about IUCF of 35 universities in nationwide. In order to examine the power of influence that leadership types of leader how to improve organizational effectiveness on IUCF, leadership types were classified with transformational leadership(TFL), transactional leadership(TAL), coaching leadership(CL) and servant leadership(SL) as independent variables and job satisfaction(JS), organizational commitment(OC) and self efficacy(SE) as a dependent variables. The results are following; first, job satisfaction and organizational commitment were affected by transformational leadership, transactional leadership and coaching leadership. second, self-efficacy was not statistically significant for power of influence that affected by transactional leadership and servant leadership. third, the employees of UICF in connection with self-efficacy were only weak affected by transformational leadership and coaching leadership. fourth, job satisfaction, organizational commitment and self-efficacy as the three dependant variables were not utterly influenced by servant leadership.

• Journal of Korean society of Dental Hygiene
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• v.19 no.1
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• pp.45-54
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• 2019

Objectives: The aim of this study was to examine factors influencing job embeddedness in dental clinic hygienists. Through this study, we suggest the necessity to increase job embeddedness and use that as basic data for effective dental personnel management. Methods: A self-reported questionnaire was filled out by 219 dental clinic hygienists from September 8 to October 8, 2018. Data were analyzed using SPSS 20.0. Independent t-test, one-way ANOVA, Scheffe's post-hoc test, and Pearson correlation coefficient were reviewed, and a multiple regression analysis was conducted. Results: Dental hygienists scored 3.14 points in job embeddedness. The variables that influenced clinical job embeddedness were self-efficacy, organizational commitment, and job satisfaction. These factors had 56.7% of variance in dental clinic hygienists. Conclusions: Job satisfaction was the most affected factor for dental clinic hygienists. In order to maintain effective personnel management of dental hygienists, strategic program development and application are needed to improve job embeddedness.

• Korean Journal of Culture and Social Issue
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• v.21 no.4
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• pp.617-647
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• 2015

The purposes of this study was to develop a valid scale measuring organization-related anxiety and to use this scale to examine the relation of organizational anxiety to demographic variables, job satisfaction and organizational committment. A series of studies were conducted to develop a scale for organizational anxiety. Initially, the 97 items were adopted by expert ratings. A exploratory factor analysis with a sample of 435 workers yielded a preliminary version of organizational anxiety scale with 28 items. Subsequently, a confirmatory factor analysis was conducted with a sample of 566 workers, leaving 20 items. The final version of the organizational anxiety scale consisted of 4 sub-factors: perception of future uncertainty, perception of locus of control, interpersonal anxiety, and perception of alternatives. In this study, the examined demographic characteristics included sex, age, type of occupation, type of industry, occupational position, monthly income and educational level. Organizational effectiveness was composed of job satisfaction and organizational commitment. As mediators, organizational culture, life satisfaction, self efficacy, and social support were explored. The negative relationship was observed between organizational anxiety and organizational effectiveness. The results showed the significant differences in organizational anxiety by demographic characteristics. The mediators were explored for the relationship between organizational anxiety and job satisfaction and between organizational anxiety and organizational commitment. The negative relationship between organizational anxiety and job satisfaction was mediated by the group culture, the developmental culture, the rational culture, life satisfaction, self-efficacy, and social support. Individuals with the higher level of these mediators reported greater job satisfaction even if they experienced organizational anxiety. The partial mediation effect of the group culture, the developmental culture, the rational culture, life satisfaction, and social support was observed on the negative relationship between organizational anxiety and organizational commitment. These results implies that job satisfaction and organizational commitment can be improved with the interventions on organizational cultures, self-efficacy, and social support despite the presence of organizational anxiety. Based on these results, the implication and limitations of this study and the directions for future research discussed.

• Journal of Distribution Science
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• v.9 no.3
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• pp.37-46
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• 2011

Since the Korean retail industry was made accessible to the big conglomerates and foreign retail companies, local traditional markets have faced serious problems. To sustain the local traditional markets' survival, the Korean government established various remedial policies for addressing, and many scholars published articles to suggest how to find solutions to, the problem. Unfortunately, the results have not been satisfactory. The purpose of this study is to find another way to help the Korean traditional retail market, from the view point of the Green Growth Policy, an initiative designed to address environmentally balanced economic growth in Korea. In order to survive and to maintain sustainable growth, it is incumbent upon retailers in the traditional market to understand the concept of the Green Growth Policy. A survey was conducted as a means of testing the degree of awareness of the Green Growth Policy, as well as determining the relationship between the degree of awareness and the degree of organizational commitment by the retailers in the local traditional markets. Interestingly, we were able to detect some of the features (e.g., they were distinguished by the elderly and the young, as well as low level of education and high level of education) in the traditional market retailers' demographic characteristics. We utilized the analysis of variance (ANOVA) statistical method to simultaneously compare the differences in retailers' demographic characteristics; the results were as follows: Overall, the results showed that the awareness of the Green Growth Policy, the degree of trust in the government's policy, levels of self-efficacy, and levels of organizational commitment were higher with the older traditional market retailers than the younger traditional market retailers. Specifically, the degree of trust in government policies (F=9.964,p < .05), levels of self-efficacy (F=5.532,p < .05), and levels of organizational commitment (F=5.697,p < .05) were statistically significant. Moreover, in the portion of the study that addressed the difference between education levels, all the variables were averaged in the higher education category of the traditional market retailers. Specifically, awareness levels of the Green Growth Policy (F=8.564,p < .005) and levels of self-efficacy (F=6.754,p < .005) were statistically significant. These results revealed that the traditional market retailers' demographic characteristics should be considered important factors in order to realize their policy. The results of the study showed the following: 1) The degree of awareness of the government's Green Growth Policy was statistically significant as it related to traditional market retailers' organizational commitment. 2) The degree of trust of the government's policy was significantly moderated between the awareness of the government's Green Growth Policy and the traditional market retailers' organizational commitment. This result demonstrates that the traditional market retailers' awareness of the government's Green Growth Policy will show more organizational commitment with higher levels of trust of the government's policy. 3) It also revealed that traditional market retailers' self-efficacy was fully mediated between the awareness of the Green Growth Policy of the government and traditional market retailers' organizational commitment. The results suggest that the government should show an interest in showing traditional market retailers how to enhance their traditional markets. Implications and future research directions are also discussed.

• Health Policy and Management
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• v.14 no.1
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• pp.65-88
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• 2004

In general, empowerment is defined as the motivational concept of autonomy and self-efficacy. Recently, the concept of empowerment is applied to improve organizational staff's job satisfaction and organizational commitment in many organizations. Empower-ment in service organizations, i.e., hospitals, has certainly generated more publicity than any other organizations. The objectives of this study are, first, to measure the degree of hospital employees' empowerment using Spreitzer(1995)'s empowerment theory, second, to analyze the causal relationship of organizational and job characteristics, a degree of empowerment, and organizational performance(job satisfaction and organizational commitment), and third, to offer the strategy for the improvement of job satisfaction and organizational commitment. Spreitzer insists that the empowerment is composed of 4 dimensions(meaning, competence, self-determination, and impact). And he argues that various work-related characteristics is a direct cause of empowerment and the indirect cause of job satisfaction and organizational commitment, mediated by the empowerment latent variable. In order to perform this study, data were collected by self-administered questionnaires from hospital employees working in administrative department of 3 university hospitals in Inchon and Kyunggi-Do region. The number of cases is 181(response rate; 86%). The Collected data were analyzed with SPSS Ver. 10.0 and AMOSV Ver. 4.0. First, to test validity of variables, the factor analysis was used. Second, to test reliability, Cronbach's alpha coefficients was calculated. Cronbach's alpha of empowerment variable is 0.8323 showing that there's no problem in regard to the internal consistency. Also the Cronbach's alpha of other variables are 0.8301 of the degree of perceived control, 0.6705 of job characteristics, O.8787 of compensation, 0.9254 of job satisfaction, and 0.8389 of organizational commitment, respectively. Among the questions of job characteristics, two survey questions are deleted due to lowering the reliability. Third, to test multicollinearity and correlation of variables, the correlation analysis was performed. There was no problem of multicollinearity. Finally structural equation modelling (SEM) analysis was conducted to find the causal relationship of organizational and job Characteristics, empowerment, job satisfaction and organizational commitment. The 16 variables are included for the SEM analysis. The major results of this study are as follows: First, in the case of model fitness, the condition of x$^2$ statistic(92.187) is not fully satisfied, but the indices of GFI(0.912), AGFI(0.863), NFI(0.917) and CFI(0.928) are partially satisfied, which needs to upper 0.90. Second, in the result of hypotheses testing, all hypotheses are accepted and have a positive effect in 95% or 99% confidence interval(P<0.05 or P<0.001) except the effect of compensation variable on empowerment(P=0.082). Third, in regard to the direct, indirect, and total effect of variables, the direct effect of perceived control, task characteristics, and compensation on job satisfaction are 0.728, 2.264, 0.328 and on organizational commitment are 0.094, 1.411, 0.418, respectively. Also the indirect effect of perceived control, task characteristics, and compensation on job satisfaction are 0.311, 0.196, 0.028 and on organizational commitment are 0.210, 0.132, 0.019, respectively. Thus, these findings imply that various work-related factors are direct effect of empowerment and indirect effect of result variables, job satisfaction and organizational commitment. Also These results showed that the workplace empowerment is significant mediating factor of employee's job satisfaction and organizational commitment.

• Health Policy and Management
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• v.12 no.3
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• pp.36-53
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• 2002

The purpose of this study is to investigate the determinants of intent to leave of hospital pharmacists. The independent variables contain three groups of determinants: environmental variables(job opportunity and external support), psychological variables(met expectations, growth desire, self-efficacy, and positive/negative affectivity) and structural variables (power, legitimacy, job variety, job significance, workload, physical environment, job security, pay, internal support, job growth, and promotional chances). The sample used in this study consists of 252 pharmacists working at hospitals in Seoul City, Inchon City and Kyunggi Province. Data were collected with self- administered questionnaires from Oct. 24 to Nov. 14 in 2001 and analyzed using path analysis. The results of this study indicate that the following variables, listed in order of size, have significant negative effects on intent to leave of hospital pharmacists; met expectations, organizational commitment, job satisfaction, promotional chances, and job variety. Job opportunity was found to have significant positive effect on the intent to leave of hospital pharmacists. Implications for hospital administrators and discussions for further research were suggested.