• The Journal of the Korea Contents Association
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• v.11 no.9
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• pp.302-314
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• 2011

In today's fast changing management environment, new role of leaders is being emphasized for survival of companies, and organizational achievement must be maximized by using servant leadership strategically. Data were collected from the sample of 435 employee employed service. All analysis were conducted using LISREL 8.30. The research studies how servant leadership influences organizational citizenship behavior through psychological empowerment. The result is as follows. First, it is found that, among the servant leadership's behavior characters, except for empathy and ethics, growth, vision and community building are found to be variables that increase psychological empowerment. Secondly, it is fund that psychological empowerment of organization's members has positive correlation on organizational citizenship behavior. Thirdly, it is found that among the servant leadership's behavior characters, except for empathy and ethics, growth, vision and community building are found to have meaningful positive influence over organized citizens' behavior through psychological empowerment. Likewise, the result means the servant leadership increases organizational citizenship behavior of the members through empowerment. For servant leadership to promote organizational citizenship behavior, it is suggested to emphasize empowerment. In other words, it is important to empower subordinates for servant leadership to make more useful and complete achievement in the organization.

• Korean Security Journal
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• no.46
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• pp.31-62
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• 2016

This study is about the phenomenological study of bodyguards' ethical dilemmas. Through this study, the meaning and essence of bodyguards' ethical dilemmas will be analyzed based on empirical facts. The purpose of this study is to provide basic information of the prevention and solutions for their ethical dilemmas and to understand and research the process and the essentials of them. To achieve this goal of the study, seven bodyguards who experienced ethical dilemmas working more than five years are selected as objects of the study. Colaizzi's six stage method are applied into this study so information gathered through interviews and questionnaire from 0ctober 1st, 2015 to November 20th, 2015 is analyzed. From the process of this research, these following conclusions are drawn considering validity of this study and ethical things. As a result, bodyguards' ethical dilemmas are divided into six centric meanings and 20 thematic statement. First, the centric meaning is conflict factors and the themes are discordance of pre-practice, regulatory or procedure problems, communication about sturcture and job and service disagreement. Second, the centric meaning is limited professional roles and the themes are institutional custom, decision making, priorities. Third, the centric meaning is difficulties of circumstantial judgement at work places and the themes are ambiguity of decision, conflict of knowledge, experience and opinion. Forth, the centric meaning is reasonable self-defense and the themes are lack of responsibility, rationalization, intentional negligence and sense of shame. Fifth, the centric meaning is difficulties of social network and the themes are the relationships between subordinates and superiors, the role of a moderator, uncooperative work and unpleasant sayings and doings. Sixth, the centric meaning is keeping secrets and the themes are burried for and illegal practice.

• Journal of the Korea Society for Simulation
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• v.24 no.4
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• pp.107-118
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• 2015

Many approaches to agent collaboration have been introduced in military war-games, and those approaches address methods for simulation entity (actor) collaboration within a team to achieve given goals. To meet fast-changing battlefield situations, an actor must be loosely coupled with their tasks and be able to take over the role of other actors if necessary to reflect role handovers occurring in real combat. Achieving these requirements allows the transfer of tasks assigned one actor to another actor in circumstances when that actor cannot execute its assigned role, such as when destroyed in action. Tight coupling between an actor and its tasks can prevent role handover in fast-changing situations. Unfortunately, existing approaches and war-game strictly assign tasks to actors during design, therefore they prevent the loose coupling. To overcome these shortcomings, our Role-based Command Hierarchy (ROCH) model dynamically assigns roles to actors based on their situation at runtime. In the model, "Role" separates actors from their tasks. In this paper, we implement the ROCH model as a component that uses a publish-subscribe pattern to handle the link between an actor and the roles of its subordinates (other actors).

• Journal of Digital Convergence
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• v.15 no.3
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• pp.9-16
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• 2017

Organizational culture provides organizational members with identity, homogeneity and behavioral guidance, and promotes organizational commitment and enhances the stability of social systems. What organizational culture positively influences organizational performance? In this study, we tried to categorize organizational culture as creativity, change, cooperation, trust and knowledge sharing for specific public institutions and to diagnose the organizational culture by examining the level of recognition of the organizational members. The purpose of this study is to investigate the effect of organizational culture on organizational culture. The result of this study shows that the degree of future - oriented and cooperative culture of the public institutions that are the subject of research is not so high. In order to improve the performance of the organization, it is necessary to create a futuristic and cooperative culture. In order to create such a culture, various efforts must be made to continuously communicate and build trust among the members of the organization. In particular, leadership efforts to distribute, transfer, and trust authority to subordinates are a priority. In other words, it is very difficult to build a future-oriented, collaborative culture successfully without the efforts of managers.

• Journal of Service Research and Studies
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• v.10 no.2
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• pp.77-89
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• 2020

This study analyzed the effect of Servant Leadership on leader trust and job engagement for the lower-level leader in airline crew occupations with the aim of identifying the possibility of establishing the theoretical framework of Servant Leadership in the service industry. As a result of the regression analysis, it was found that the social learning dimension of Servant Leadership has greater influence than the social exchange dimension on the leader trust, while the influence on job engagement is the opposite. The results of this analysis can be interpreted that trying to learn the words and actions of the Servant Leader is more effective in further consolidating the trust of the subordinates in the leader. On the other hand, the Servant Leader's words and actions for social exchange are inferred to have more influence on the job engagement. This study is targeted at air transport services, exposing limitations to the generalization of research results. Throughout leadership research and organizational research, including Servant leadership, further studies applying the social learning theory and social exchange theory presented in this paper are expected to produce theoretical results that will lead to the emergence of a new framework for research analysis.

• Management & Information Systems Review
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• v.35 no.1
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• pp.253-271
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• 2016

This study is to investigate the impact of the social capital on organization trust, and the impact of the organization trust on recommendation intention, and turnover intention. And by this it is also to integrally analyze through what route social capital affects the recommendation intention and turnover intention. An actual analysis through covariance structural equation model was made targeting the members of small and medium sized manufacturing companies. The results of the actual analysis showed that the relational dimension in the social capital had an positive(+) and the most pervasive effect on the organization trust. Relational dimension refers to the formation relationships among members and has a significant value in the interaction in the relation between subordinates and superiors, between colleagues, and between departments. Secondly, the cognitive dimension in the social capital was revealed to have no significant effect on the organization trust and structural dimension was revealed to have a positive(+) effect on the organization trust. Structural dimension refers to the capital value which shows itself in the social network and relationship existing between the members and is formed through building the best network within an organization. Thirdly, organization trust was revealed to have a positive(+) impact on the recommendation intention and to have a negative(-) impact on the turnover intention. Finally, the summary, implications, limitations, and future research direction of this study were presented.

• Journal of vocational education research
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• v.30 no.4
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• pp.1-22
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• 2011

Paradoxically, leadership has not only positive effects but also negative effects. The purpose of this study is to examine supervisors' dysfunctional leadership behaviors, antecedents and results in order to draw HRD implications for protecting organizations and employees from dysfunctional leaders and provide implications for leadership development. A qualitative research method based on semi-organized interviews with 28 employees from S-group was used. The results of this study show that the dysfunctional leadership behaviors were associated with ten behavioral categories: belittling and insulting the subordinates, authoritative and arbitrary behaviors, self-aggrandizement, biased preference for certain personnel, arrogance, micro-managing, inability to change and adapt, discordance between words and actions, over-dependance on supervisor, lack of ethics and values. Dysfunctional leadership behaviors were casually attributed to 'personal traits & experience', 'task characteristics', and 'internal & external environments of the organization'. Finally, the results of supervisor's dysfunctional leadership behaviors on employees and the organizational effects were 'increased turnover rate', 'declining work efficiency', 'collapsing morale', 'retraining innovative thinking', 'passive working culture', 'discouraging organizational vitality', 'discouraging organizational synergy', 'losing loyalty' and 'declining trust on supervisor'.

• Industry Promotion Research
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• v.4 no.1
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• pp.57-66
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• 2019

The extant research literature is scant in telling us how organizations actually implement lifelong learning practices and policies. Hence, the purpose of this paper is to describe how lifelong learning is grounded in practice. We do this by introducing a new conceptual framework that was developed on the basis of interviews with a number of leading edge corporations from Canada, the USA, India and Korea. At the heart of our model, and any effective lifelong learning system, is a performance management system. The performance management system allows for an ongoing interaction between managers and employees whereby challenging performance and learning goals are set, and concrete plans are made to achieve them. Those plans involve three types of learning activities. First, employees may be encouraged to engage in formal learning. This could be provided in-house, or the employee may take a leave of absence and return to school. Second, managers may deploy their subordinates to different departments or teams, so that they can take part in new work-based learning opportunities. Finally, employees may be encouraged to learn on their own time. By this we mean learning after organizational hours through firm-sponsored 5 programs, such as e-learning courses. Fueled by the performance management system, we posit that these three learning outlets lead to effective lifelong learning in organizations.

• (The)Study of the Eastern Classic
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• no.57
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• pp.67-102
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• 2014

Yeoheon is a representative recluse and philosopher in the 17th Joseon dynasty. His contemporary intellectuals considered him as a sincere nobleman, Confucius in the Joseon, and moreover a saint, a cornerstone of culture, and a model for Confucianists. As a politician, he was regarded as practicing the stabilization of the people's livelihood and education, which are the key ideas of Confucian politics, when he serviced as a local governmental office twice. In addition, his ruler thought that he was right, wise, and modest, and therefore had the dignity of the old sage. His subordinates considered that he possessed the way of the old great ministers and the eye to see the current state of affairs. His theory of the Yijing is based on Cheng-Zhou learning, but developed their interpretation of the text. In addition, he discussed that Confucianism is a practical learning. His theory of the ritual was considered to follow Zhu Xi's works, but refer the old rituals and overcome the aspect of minor customs. His contemporary scholars thought that his theory of Neo-Confucianism revealed the essence of Li-Four and Qi-Seven theory regardless of scholarly parties, which were formed after Toegye and Yulgok. However, he proposed the Li-longitude and Qi-latitude theory in order to restore the real values, but it is similar to Yulgok's theory, which was criticized by the schools of Toegye and South Faction near Seoul. However, his theories revealed the fact that Joseon Confucianism cannot be simply differentiated as two major theories of "Centering on Li" and "Centering on Qi. In addition, his ideas of the universe and concern for the old showed that Joseon Confucianism is not just a theory, but is related to our lives and therefore practical in its nature.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.77-90
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• 2022

The recent introduction of working from home due to COVID-19 has created a situation where it is difficult for organizational leaders to face their members in person, making it difficult for leadership in the general meaning to exert influence on subordinates. In this situation, this study attempted to suggest a self-leadership in which members of the organization motivate themselves and lead themselves as an alternative. In particular, this study attempted to confirm that self-leadership can be useful to MZ generation. In order to verify the effectiveness of self-leadership, job engagement was used as a dependent variable, and the mediation effect of loneliness was verified to determine how members' self-leadership affects their job engagement. In addition, it was confirmed how the self-leadership of members affects loneliness differently depending on the situational factors of overall justice. This study suggests that self-leadership can play a positive role in the current COVID-19 situation and generation MZ, and that the value of justice should be considered more important in each organization.