• The Journal of the Korea Contents Association
• /
• v.21 no.1
• /
• pp.243-257
• /
• 2021

The purpose of this study was to verify the mediating effects of shared leadership between team leader's facilitation competency and team effectiveness. To achieve the purpose, this study conducted a survey of 377 members in the team-operated organization. The collected data were analyzed by using SPSS 26.0. The results were as follows; Firstly, communication and creating of participation climate as a subcomponent of team leader's facilitation competency had a significantly positive effect(+) on team effectiveness(team performance, team commitment). Also the task and systematization had a significantly positive influence(+) on team commitment. Secondly, not only communication and creating of participation climate of team leader's facilitation competency but also task and systematization had a significantly positive effect(+) on the shared leadership. Thirdly, the shared leadership had a significantly positive effect(+) on team effectiveness(team performance, team commitment). Lastly, the shared leadership in the relationship between team leaders' facilitation competency and team effectiveness was confirmed to have a partially mediated effect. This study is meaningful in that it theoretically expanded the facilitation research by finding the relationship between team leaders' facilitation competency and other variables as well as suggested practical implications by presenting directions for the roles and competencies of leader and member required by the modern organization.

• Journal of Internet Computing and Services
• /
• v.18 no.5
• /
• pp.103-112
• /
• 2017

Work engagement and job burnout are crucial problems in Korea, particularly in the business environment, and they also indicate people's motivation. Online-based teams in e-business also have these issues. Especially the role of the leader in this new type of teams is more crucial for members' motivation, behavior, and performance. Contingency leadership theories posit that different situations need different traits or behaviors of a leader. For an online-based team, which is internet-based team in e-business, a leader should use specific communication strategies to enhance a team's performance and members' motivation. In an online-based team and an offline-based team, the ways in which leaders motivate members will be different. This paper suggests particular communicative strategies for leaders of online situations. Online-based team members communicate using mobile phones or IT tools, and leaders mayinfluences members in virtual meetings. Moreover, online-based leadership needs to be more entrepreneurial and risk encouraging, and less conservative than offline-based leadership. In addition, online-based leadership should be energetic, decisive, adaptable, and inspiring, and furtherutilize communication tools such as being more gregarious/talkative, assertiveness, linguistic diversity and affect. This paper explains the roles of communicative elements such as coordination, expression, direction-giving/uncertainty reduction, empathy, meaning-making, satisfaction, and competence to decrease job burnout and to increase work engagement. The purpose of this study is to suggest communication strategies' differentiated influences on work engagement and job burnout in an online-based team.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 1991.10a
• /
• pp.445-454
• /
• 1991

The relationships among leadership, leader-subordinate interpersonal communication and outcomes in research teams were investigated for six research institutes sponsored by the Korean Government. consideration and initiating structure of leader behavior were used as leadership dimensions. Subordinate satisfaction with supervision and with work, and project success were considered as outcomes in a research team. Leader-subordinate interpersonal communication was positively related to both of consideration and inititing structure of leader behavior. Outcomes in a research team were differently related to leader-subordinate communication according to leadership types.

• Journal of Advanced Navigation Technology
• /
• v.16 no.6
• /
• pp.1052-1064
• /
• 2012

In this study for the purpose of providing the basic data for airline cabin service improvement and efficient crew management. The relationship on team effectiveness and team performance according to the quality of airline cabin crew team LMX(Leader-Member Exchange) and TMX(Team-Member Exchange) was verified. The findings from the analysis shows the closer team leader and team members have quality exchange relationship the more the cabin crews will team commitment and team satisfaction. The conclusion is drawn that increased team effectiveness(satisfaction and commitment) enhances team performance as well. Therefore, based on the results of the study on airline cabin crew team operation system, the team leader and team members should come up with specific scheme to establish quality exchange relationship and to maintain the relationship.

• Knowledge Management Research
• /
• v.22 no.4
• /
• pp.261-282
• /
• 2021

As the MZ generation, who values work-life balance, became a member of the organization, leader-oriented leadership centered on goal achievement and company profit made it difficult to achieve good results in the organization in the mid-to long-term. The company must strengthen the leadership that can be helpful for the self-leadership where the members of the organization move on their own and the organizational culture that enhances the employees' job satisfaction and organizational commitment. Therefore, this study analyzed the effect of the team leader's servant leadership on the team member's self-leadership and organizational effectiveness. In addition, it was studied whether the executive officer's emotional leadership interacted with the team leader's servant leadership and had a moderating effect on the team member's self-leadership. Also, the difference in path coefficient between the MZ generation and the non-MZ generation was verified. To this end, the research model was statistically verified using the PLS (Partial Least Square) structural equation. A survey was collected from 357 team members among office workers online. As a result of the analysis, the team leader's servant leadership had a significant effect on organizational effectiveness and team member's self-leadership. Also, in the relationship between the team leader's servant leadership and the team member's self-leadership, the emotional leadership of the executive officer had a positive (+) moderating effect. The MZ generation differed from the non-MZ generation in the path where the team leader's servant leadership positively affected the self-leadership of the team member and the path where the team leader's self-leadership had a mediating effect between the team leader's servant leadership and organizational effectiveness. The results of this study will suggest various theoretical and practical implications so that executive officers, team leaders, and team members within the company can develop leadership that increases organizational effectiveness in their respective positions.

• The Journal of the Korea Contents Association
• /
• v.21 no.3
• /
• pp.478-489
• /
• 2021

This study aimed to demonstrate the dual mediating effect of psychological safety(PS) and silence climate(SC) in the process of team leader's self-deception behavior(SD) influencing team learning(TL). We conducted a survey of 294 workers in domestic companies and analyzed the data statistically using SPSS 21 and SPSS Process Macro for hierarchical regression and bootstrapping. The results are as follows: 1. all correlation coefficients are significant showing that SD has positive correlations with SC and negative correlation with PS and TL, 2. simple mediation effects(SD-PS-TL and SD-SC-TL) are all significant, 3. the dual mediation effect of psychological safety and silence climate on the relation between team leader's self-deception behavior and team learning(SD-PS-SC-TL) is verified. This study showed that the authenticity of team leaders could be an crucial element for organizational communication and effectiveness. Finally, limitations and suggestions for future research were discussed.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.17 no.1
• /
• pp.135-145
• /
• 1992

The relationships among leadershipm leader-subordinate interpersonal communication and outcomes in research teams were investigated for six research institutes sponsored by the Korean Government, Consideration and initiating structure of leader behavior were used as leadership dimensions. Subordinate satisfaction with supervision and with work, and project success were considered as outcomes in research team. Leader-subordinate interpersonal communication was positively related to both of consideration and initiating structure of leader behavior. Outcomes in a research team were differently related to the communication according to leadership types. Finally, several theoretical and managerial implications are discussed.

• The Korean Journal of Coaching Psychology
• /
• v.5 no.2
• /
• pp.25-51
• /
• 2021

The purpose of this study is to deeply explore the communication process with team members perceived by team leader. To this end, in-depth interviews were conducted with 10 team leaders, and analyzed according to the grounded theory research method procedure suggested by Strauss and Corbin. As a results, a total of 51 concepts, 17 subcategories, and 8 categories were derived. As a causal condition, the concept of 'contemplating and reinterpreting communication necessary for the organization' was derived, and the central phenomenon was 'intentional effort made in parallel with work and private conversations'. The contextual condition was 'recognizing the need to cope with environmental changes', and the mediating condition was 'self-reflection and self-coaching time' was derived. The action/interaction strategy was conceptualized as a communication process with task-oriented coping, conflict resolution coping, and relationship promotion coping, and was confirmed as 'recognizing virtuous cycle communication within the organization' as a result of interaction with the central phenomenon. As a result of analysis of the team leader's communication process, the effort stage, approach stage, coping stage, and cycle stage were shown. As a result of the type analysis, task-oriented coping was a facilitator, conflict resolution coping was a supporter, and relationship promotion coping was a considerate. This study is an empirical study on how the corporate team leader perceives and expresses communication in the relationship with the team members.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 1993.04a
• /
• pp.158-158
• /
• 1993

• Journal of Digital Convergence
• /
• v.13 no.1
• /
• pp.151-162
• /
• 2015

The main purpose of this study was to find antecedents of organizational citizenship behavior(OCB) and to investigate the mediating role of leader-member exchange(LMX). This study categorized the factors that influence OCB and LMX into individual(distributive and procedural justice), group(transformational leadership and team empowerment), and organizational levels(complexity). A total of 773 cases were used in this study, which were collected in one of industrial complexes. The research participants were any employees who participated in their work by collaborating with their co-workers. This study found that procedural justice, transformational leadership, and team empowerment had positive influences on OCB, and distributive justice, procedural justice, transformational leadership, team empowerment, and complexity significantly influenced LMX. Moreover, LMX played a mediating role in the relationship between each of the five input variables and OCB.