• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.7
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• pp.2909-2920
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• 2012

The roles of public and private employment service agencies have been considered crucially important due to the increasing interest of employment services and policies since the Korean Currency Crisis. Eventually, the roles of a manager and a follower of employment service agencies have been of greater importance. In this study, several means concerning the improvement in organizational performances are suggested by studying the leadership's influence of a team leader in employment service agency over the organizational commitment of the followers. In addition to this, influential factors exerted to the organizational performances in an employment service agency have been analysed by the justice awareness between the two groups - team leaders and followers. The analytic results have shown that the transactional leadership has nothing to do with the organizational commitment whereas the transformational leadership has the positive influence over the organizational commitment. However, the leadership of a leader surely influences both distributional and procedural justice. With these facts, it has been proven that these justice have also influenced on the organizational committment. Throughout the process, it has been identified that the distributional justice has more impact on the organizational commitment rather than on the procedural justice.

• Journal of Korean Academy of Nursing Administration
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• v.10 no.1
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• pp.83-96
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• 2004

Purpose: The purpose of this research is, by investigating organizational characteristics, types of nursing organizational culture and team effectiveness in ICU, to ascertain the type of nursing organizational culture and the organizational characteristic that can improve the team effectiveness. Method: The research targeted 427 nurses from 33 ICUs of 14 general hospitals which have more than 250 beds and the data were gathered by using self-report questionnaires from April 10, 2003 to April 24, 2003. For this research, the following tools were used; the tool for measuring organizational characteristics and organizational cultures and the tool for measuring team effectiveness. Result: The most significant nursing organizational characteristic in ICU is the centralization. The organizational culture in ICU is generally rank-oriented culture. There was a significant difference (p<.01) in four types of organizational cultures; relation-oriented, innovation-oriented, rank-oriented and task-oriented. Verifying influence power of organizational cultures upon team effectiveness of ICU, relation-oriented culture had 49.2% of an influence upon team effectiveness, innovation- oriented and relation-oriented culture had 60.4% of an influence, and rank-oriented, innovation-oriented and relation-oriented culture had 61.2% of an influence. The organizational culture profiles according to the types of nursing organizational cultures in 33 ICUs were found by a cluster analysis. They were classified into five culture profiles; strong balance culture profile, weak balance culture profile, innovation-oriented and task-oriened culture profile, strong relation culture profile and strong rank culture profile(p<0.5). According to me organizational culture profiles, a significant difference of team effectivenesses(coworker satisfaction, team performance perception, team satisfaction and team commitment) was found(p<.01). The strong balance culture profile had the best team effectivenesses. Conclusion: For nursing culture management, a nursing administrator should identify the relevant nursing organizational culture at first by utilizing an innovative team-leader. After identifying the organizational culture, the administrator should make strategic plans and practices that can distinguish good organizational cultures to be expanded from ones to be sublated so that a strong balance culture can be developed.

• Korean Journal of Social Welfare
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• v.58 no.4
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• pp.341-369
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• 2006

This study attempts to explain how the social-worker empowerment in the field of social work relates to social-work self-efficacy and whether or not the transactional leadership of the leader moderates the relationship between these two variables. Data from 390 social workers working with public and private sector agencies in Seoul were collected. For the questionnaire and analysis, this research uses the Social Worker Empowerment, Social Work Self-Efficacy, and Transactional Leadership scales. This research utilizes a wide range of statistical analyses, such as descriptive analysis, Pearson's correlation, reliability analysis, factor analysis, multiple regression, and general linear modeling. The calculations employed the use of SPSS/PC+ 12.0. This research indicates, among other things, that social workers with a high level of social worker empowerment and transactional leadership of the leader show a tendency toward higher social work self-efficacy and that the leader's transactional leadership level plays a moderating function in the relationship between social-worker empowerment and transactional leadership of the leader. In conclusion, a social worker with a low level of leader's transactional leadership shows a relatively greater tendency toward social work self-efficacy when compared to a social worker having a high level of leader's transactional leadership. Social workers and social-work organizations seeking professional practice can benefit from these findings on the relationship between professional behavior and social work self-efficacy with perceived transactional leadership about a team leader as a moderator.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.12
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• pp.5184-5190
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• 2010

This study chiefly aims to find out the efficient ways of organizing teams of architectural design projects. In order to reach this goal, this study analyzed (1) specialties of students' projects during semesters in architectural design studios, (2) teaching methods relevant to architectural design education, (3) division of role play in architectural studios and organizing method that students prefer. Besides, in order to clarify the principles of practical project team organization and to find out more efficient methods in team organization, this study executed archival research on (1) specialties of team organization rules and principles in architectural firms, (2) types and merits of projects teams, (3) efficient methods of dividing roles. For the students project of the studio, it is desirable to switch the roles of team leader and staff members of the team to make members' feeling of participating the decision making of the project progress. In architectural design team, since the high productivity was valued beyond individual preferences, the team organization and and work split was done on the basis of (1) experiences, (2) design ability, (3) schedule of the project, etc. However, for the continuous motivation and enthusiasm for the firms, it is required to study efficient ways of team organization.

• The Journal of the Korea Contents Association
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• v.19 no.6
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• pp.325-333
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• 2019

The current study aims to address the relationships among conflict, person-organization fit, and workers' turnover intention. Specifically, it aims to examine whether person-organization fit mediates the relationship between conflict in team and turnover intention, also trust in leader moderates the relationship between person-organization fit and turnover intention. The empirical analysis shows that conflict is positively associated with turnover intention and have a negative impact on objective-value fit. The relationship between conflict and turnover intention is mediated by the person-organization fit. Trust in leader moderates the relationship between person-organization fit and turnover intention. The findings address the issue in terms of the mechanisms between conflict-turnover intention and the importance of trust in leader for an effective management of conflict in work teams.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.14 no.12
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• pp.4849-4865
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• 2020

The traditional roles of leaders are to influence members and motivate them to achieve shared goals in organizations. However, leaders such as top managers and chief executive officers, in practice, do not always directly meet or influence other company members. In fact, they tend to have the greatest impact on their members through formal speeches, company procedures, and the like. As such, official speech is directly related to the motivation of company employees. In an official speech, not only the contents of the speech, but also the voice characteristics of the speaker have an important influence on listeners, as the different vocal characteristics of a person can have different effects on the listener. Therefore, according to the voice characteristics of a leader, the cognition of the members may change, and, the degree to which the members are influenced and motivated will be different. This study identifies how members may perceive a speech differently according to the different voice characteristics of leaders in formal speeches. Further, different perceptions about voices will influence members' cognition of the leader, for example, in how trustworthy they appear. The study analyzed recorded speeches of leaders, and extracted features of their speaking style through digital speech signal analysis. Then, parameters were extracted and analyzed by the time domain, frequency domain, and spectrogram domain methods. We also analyzed the parameters for use in Natural Language Processing. We investigated which leader's voice characteristics had more influence on members or were more effective on them. A person's voice characteristics can be changed. Therefore, leaders who seek to influence members in formal speeches should have effective voice characteristics to motivate followers.

• The Journal of the Convergence on Culture Technology
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• v.8 no.3
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• pp.71-82
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• 2022

The purpose of this study is to investigate the effect of leadership behavioral patterns on athletic stress in Chinese badminton athletes. The subject of this study was nomadic sampling of 203 Chinese badminton players with or without experience in the national team. The results obtained by distributing a total of 203 questionnaires and processing the data according to the purpose of the study using 170 copies excluding unfaithful data among them are as follows. First, it appears that the leader leadership type and exercise stress according to demographic variables have a significant effect. Second, as a result of correlation analysis, there was a positive correlation between exercise stress and its sub-factors. A negative correlation was found with independent variables such as leadership behavioral style, democratic behavior, social support behavior, and positive reward behavior, and a positive correlation was found with training, directive behavior, and authoritative behavior. Second, it was found that exercise stress had a significant effect according to the type of leader leadership behavior.

• The Korean Journal of Franchise Management
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• v.12 no.3
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• pp.7-19
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.165-179
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• 2018

The purpose of this study was to identify mediating effects of affective commitment between workplace silent behavior and team learning. A team leader should pay attention to workplace silent behavior in that the workplace silent behavior of the team member may have a negative impact on team effectiveness as well as on individual effectiveness. In this study, 106 employees working in diverse domestic companies were surveyed and data were analyzed. The results are as follows. At first, silent behavior has a negative effect on affective commitment. Second. silent behavior has a negative effect on team learning. Third, affective commitment partially mediated silent behavior and team learning. The meaning of these results is that the workplace silent behavior has direct influence on team learning and indirect influence on team learning via affective commitment as well. Based on the results of this study, implications, limitations, and future research topics were discussed.

• Fire Science and Engineering
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• v.25 no.2
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• pp.9-22
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• 2011

Some Volunteer Fire-Fighting Teams (VFFTs) play an important role in Civilian Volunteer Disaster Prevention by being managed effectively, but the others do not. There can be many cause-analyses about this difference. VFFTs aren't a profit-making organization and are a group which has no compulsion. So it is important that who the leader is, and what type of leadership he has. Furthermore VFFTs have hierarchy like fire-fighting teams and so the leader's command and judgement bring about the actual distinction in the organizational operation. Under this background, the survey has been carried out on the trust of leader and leadership type which may maximize the organization commitment. Consequently, to make efficiency of District Disaster & Volunteer Aid Network increase by augmenting organization commitment. The leader of VFFTs should get the transformational leadership rather than transactional leadership and have paternal or democratic leadership in the decision-making process. Especially we have to create a traditional and unique korean Volunteer fire-fighting organization culture through paternal leadership. Additionally, the trust on leaders should be recognized as a fundamental factor to obtain more performances beyond expectation by increasing the success and output of the team, mutual understanding and cooperation.