• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.3
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• pp.197-208
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• 2016

The study showed that directional Shared Leadership and transformational Shared Leadership positively influences the relationship between Shared Leadership and interpersonal relationships in the view of organizational wellbeing. In addition, in the relationship between Shared Leadership and rewarding job experience of organizational wellbeing, three leadership types excluding directional Shared Leadership had positive effects. In addition, transformational Shared Leadership and empowering Shared Leadership had a positive impact on the relationship between Shared Leadership and organizational mood of organizational wellbeing. In the relationship between Shared Leadership and a sense of fulfillment in the view of organizational wellbeing, transformational Shared Leadership only had a positive effect. As is the case with the sense of fulfillment, the transformational Shared Leadership, of and itself, positively influenced the relationship between Shared Leadership and leisure of life of organizational wellbeing. A analysis of the study showed that transformational Shared Leadership has an impact on both organizational wellbeing and personal wellbeing. Transformational Shared Leadership helps set up mutual vision or strategies, or to challenge each other to enhance existing processes and procedures. On the other hand, directional Shared Leadership influences the interpersonal relations only, whereas transactional Shared Leadership impacts rewarding job experience only. Presenting clearer ideas on what to do to each other and sharing the reward for performance implies that the members of an organization can feel much more rewarded through job engagement.

• Knowledge Management Research
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• v.14 no.3
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• International journal of advanced smart convergence
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• v.13 no.1
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• pp.152-161
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• 2024

The purpose of this study sought to determine the impact of shared leadership perceived by organizational members on team effectiveness and team learning behavior. For this purpose, the results of the empirical analysis of 206 organizational members are as follows. First, shared leadership was analyzed to improve team effectiveness. Second, shared leadership had a positive effect on team learning behavior. Third, team learning behavior was statistically significantly analyzed for team effectiveness. This study confirmed the importance of shared leadership, which has a positive impact on team effectiveness and team learning behavior. This may require building a new culture that can demonstrate the inherent leadership of organizational members in the influence relationship between shared leadership, team effectiveness, and team learning behavior. In other words, in order to systematically demonstrate and implement shared leadership, the execution ability of executives, managers, and working-level managers is important. To this end, it is necessary to build an organizational culture that matches the characteristics of the organization and develop and continuously implement human resource development systems and programs that can implement this.

• International Journal of Contents
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• v.8 no.1
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• pp.95-99
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• 2012

Interior design companies in Seoul, Korea, senior level designers-designers shared leadership model has not been implemented by the design management. The whole interior design companies are worked each by a leadership team consisting of senior level designers, contractors and designers, being accountable for company, workers, and budgets. The results for workers' opinion in leadership positions were evaluated. All 154 leading workers of all professional teams were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new shared leadership model. The response rate was 96.2%. After all, the leading workers were satisfied with the shared leadership model both in their own designing practice and in general. Non-design workers were comprehensively more in favor of quite a few aspects of shared leadership than senior level designers, but even the latter reported to be generally satisfied. However, both professional teams estimated leading positions to be only modestly attractive. The consequences yield some evidence that the transform from traditional leadership models to the senior level designers -designers shared leadership model may have advantages in the management of interior design companies. Furthermore, there is a need for greater clarity about precisely what we mean by shared leadership and also a deeper exploration of potential challenges arising from shared leadership models if we are to try to come to terms with their practice.

• Journal of Digital Convergence
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• v.15 no.6
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• pp.207-217
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• 2017

This study first presents the characteristics of emerging leadership researches by theoretically analyzing the studies related to leadership since the Millenium. The first finding is that most of leadership researches shared same if not similar aspects of transformational leadership. Secondly, much of leadership researches centered around horizonally expanded shared/distributed leadership. Thus, this researches analyzed the effectiveness of the shared/distributed leadership theory based on previous researches and found shared/distributed leadership has positive impact on member's recognized performance and innovative behavior. However, in competition-oriented culture, shared/distributed leadership did not control recognized performance of its members. This implies the demand for shared/distributed leadership is necessary today and research on the matter will expanded globally but, the results may differ according to the cultural value of the company.

• Journal of Digital Convergence
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• v.14 no.12
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• pp.303-311
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• 2016

This study was to identify the effects of shared leadership on team performance and team commitment of Team-Based Learning(TBL) in nursing students and verify the mediating effects of team trust on the relationships between shared leadership and team performance and team commitment. Data were collected via survey from 99 nursing students to participate in TBL for 6weeks, in June 2016. The major findings were as follows: Shared leadership had a significant correlation with team performance and team commitment and team trust. Shared leadership had a positive effect on team performance and team commitment. Team trust had a partial mediating effect in the relationship between shared leadership and team commitment. The results of study show that shared leadership of TBL is very important for high team performance and team commitment and shared leadership make effect on team commitment under the mediation of team trust. Therefore, it is necessary to increase shared leadership and team trust for high team effectiveness in TBL.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.574-599
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• 2018

The purpose of this study is to suggest implications for the importance of shared leadership of leaders by analyzing the influence of learning orientation and unlearning on the recognition of leader's shared leadership and employees'. The questionnaire survey was conducted on the employees who work as knowledge workers in the domestic SMEs. A total of 387 questionnaires were collected using SPSS 24.0 statistical package. The results of this study were that the relationships between a leader's shared leadership and innovation behavior, shared leadership and learning orientation, and learning orientation and innovation behavior were positive. In addition, learning orientation mediated in the relationship between shared leadership and innovation behavior, and unlearning reinforced the relationship between shared leadership and learning orientation. The implication of this study is that the employees themselves need continuous reinforcement activities for active unlearning and learning orientation in order to improve the innovation behavior of the employees. In addition, the shared leadership of leaders in employees and organization is more important.

• International Journal of Advanced Culture Technology
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• v.12 no.1
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• pp.60-74
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• 2024

Due to the relative lack of concerns and research on organizational career development in startups, we study aimed to reveal the impact of shared leadership in startups on organizational career development through organizational commitment. The research method was an online survey targeting 200 startup members from April 11 to April 28, 2023, and a total of 195 copies were used in the final analysis. As a result of the study, first, among the shared leadership of startups, development and mentoring were found to have a positive impact on emotional commitment. Second, among the shared leadership of startups, planning and organizing, support and empathy were found to have a positive impact on continuous commitment. Third, planning and organizing, support and empathy had a positive impact on normative commitment. Third, among startups' shared leadership, planning and organizing, support and empthy had a positive impact on normative commitment. Fourth, emotional and continuous commitment were found to have a positive impact on improving career goals in organizational career growth. Fifth, emotional and continuous and normative commitment were each found to have a positive influence on the development of professional abilities in organizational career development. Lastly, emotional, continuous and normative commitment were all found to have a positive influence on the speed of promotion in organizational career growth. As a result, it is expected that the results of this study will be able to suggest shared leadership policy directions and goals for startups.

• 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.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.4
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• pp.103-116
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• 2023

The purpose of this study is to investigate the relationship between vertical leadership and shared leadership, organizational trust and innovation resistance. For this purpose, a regression analysis was conducted based on data from 286 questionnaires completed by employees working in IT companies. As a result of the analysis, both shared leadership and vertical leadership showed a negative relationship with innovation resistance. For organizational trust, it was confirmed that there was a mediating effect in the relationship with innovation resistance. Shared leadership seems to form a stronger negative relationship with innovation resistance than vertical leadership, it was found that shared leadership is more effective in lowering innovation resistance. Therefore, if the strengths of vertical leadership and shared leadership are applied complementary to each other on the basis of organizational trust in promoting innovation, it will be a good way to overcome innovation resistance, which is a barrier to innovation success. To overcome innovation resistance, especially in IT startups, we propose the complementary application of vertical leadership and shared leadership based on organizational trust.