• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.37-46
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• 2008

There are big differences in six sigma projects between manufacturing processes and transactional/service processes. This paper analyzed the differences between the two areas by examining 18 six sigma case studies in Korean companies. To characterize six sigma case studies, step-by-step questions and check criteria were developed based on 12 step DMAIC methodology. On the basis of those characterized data, the differences between two areas were analyzed. Significant differences were found in the number of CTQs, validation of measurement systems, methods to determine improvement objectives, the methods to elicit improvement plans and types of control systems. The most significant difference was that statistical tools were widely used in manufacturing processes, but qualitative tools were used in transactional/service processes during improvement phase.

• Journal of the Institute of Electronics Engineers of Korea CI
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• v.48 no.1
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• pp.72-79
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• 2011

The importance of parallel programming seriously emerges ever since the modern microprocessor architecture has been shifted to the multi-core system. Transactional Memory has been proposed to address synchronization which is usually implemented by using locks. However, the lock based synchronization method reduces the parallelism and has the possibility of causing deadlock. In this paper, we propose an efficient method to utilize transactional memory for the situation which has high contention. The proposed idea is based on the theoretical analysis and it is verified with simulation results. The simulation environment has been implemented using HTM(Hardware Transactional Memory) systems. We also propose a model of the dining philosopher problem to discuss the efficient resource management using the transactional memory technique.

• The Korean Journal of Franchise Management
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• v.7 no.2
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• pp.37-45
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• 2016

Purpose - This study aims to examine the impact of leadership on organizational trust and innovation performance, and to identify whether organizational trust plays a mediating role in the relationship between leadership and innovation performance. Also, this study attempts to find out how to improve organizational efficiency and effectiveness based on leadership-based or trust-based strategies. And, this research proposed that organizational trust plays a core mediating role in the relationship between transactional and transformational leadership and innovation performance. Research design, data, and methodology - In order to test the hypotheses of this study, the survey was conducted towards franchise coffee shop employees between November 7 and 18, 2016. We contacted top executives of coffee shop franchise headquarters and explained the purpose of this study. Among 150 questionnaires distributed, 123 were collected. Of these collected questionnaires, 102 questionnaires were coded and analyzed for further analysis. In order to test the unidimensionality and reliability of the factors, factor analysis and reliability test were performed using SPSS/PC+ 22.0. And, the hypotheses were tested using hierarchical mediated regression analysis. Result - The results are as follows. First, transactional leadership, and intellectual stimulation, motivation of transformational leadership had significant impacts on organizational trust. Second, organizational trust, transactional leadership, and influence of transformational leadership had significant impacts on innovation performance. Third, the mediating test of organizational trust showed that transactional leadership plays a partial mediator, and intellectual of transformational leadership plays a full mediator in the relationship between leadership and innovation performance. Conclusions - The implications of this study are as follows. First, the top management should provide their organizational members incentives or rewards based on their performance. Second, top management should identify and express a clear vision and desirable organizational goals for the future, present an idealized vision, and communicate to organizational members that the vision is achievable, also have organizational members to think creatively and find optimal solutions to difficult problems. In sum, this study revealed the important role of leadership in embedding organizational trust in and improving innovation performance of coffee shop employees and the mediating role of organizational trust in the influence of leadership on innovation performance.

• Journal of Korean Society for Quality Management
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• v.35 no.4
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• pp.89-100
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• 2007

The Purpose of this study was to investigate the relationship between transformational leadership and organizational citizenship behavior(OCB), and the relationship between transactional leadership and organizational citizenship behavior as well as to test the moderating effects of the Locus of Control(LOC) as the personal characteristics variable. The sample for this study consisted of 356 administrative employees from 18 universities located in Chung-Nam Province. Cronbach's alpha factor analysis, multiple regression analysis and hierarchical multiple regression were used for the statistical methods. The practical implications of the findings and suggestions for future research were discussed.

• Korean journal of food and cookery science
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• v.22 no.3 s.93
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• pp.259-269
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• 2006

The purposes of this study were to measure the correlation between leadership style and job satisfaction in family restaurants, and to compare the effectiveness of two different styles of leadership: transformational and transactional. The questionnaire used in this study was designed to measure all variables in the research model, and was made two kinds for employees and for managers. It was distributed to 550 employees and 12 managers in 16 stores of 4 family restaurants, from September 10 to October 7, 2004. A total of 303 usable employees' questionnaires were received, giving a 55.0% response rate, and all of managers responded. Statistical data analysis was completed using SPSS Win(11.0) for the following analyses: descriptive, reliability, factor, ANOVA, correlation and cluster. The results were as follows. First, the most influential leader was the senior staff in most of the hierarchies that were studied. Second, transformational leadership had a positive correlation with job satisfaction for family restaurant employees, while transactional leadership had a negative correlation. Third, using cluster analysis, four leadership groups were identified: transformational(44%), transactional(29%), a combination of both styles(4%), and unidentifiable style(23%). Fourth the transformational leadership group produced e highest rates job satisfaction for family restaurant employees. The transactional leadership group produced the lowest job satisfaction. According to the results, the most reasonable leadership style in family restaurants is transformational leadership.

• Journal of the Korea Society of Computer and Information
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• v.29 no.4
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• pp.135-143
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• 2024

This study investigates the impact of transactional leadership on job performance(team performance) and job satisfaction, with a focus on the mediating effect of job engagement. This study highlights the significance of contingent rewards and management by exception, components of transactional leadership, in motivating organizational members towards achievement and maintaining high performance levels. Through analysis, this research aims to demonstrate how transactional leadership affects employees' job engagement, subsequently influencing job performance and satisfaction. By understanding the role of job engagement as a mediator, organizations can adjust leadership styles and enhance job engagement, ultimately improving organizational performance and employee satisfaction. The findings suggest a composite approach to leadership, integrating both transactional and transformational elements, is more effective in fostering high job performance and satisfaction among employees. This study provides insights into developing strategies to boost job engagement and optimize leadership practices for better organizational outcomes.

• Health Policy and Management
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• v.19 no.2
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• pp.111-126
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• 2009

The purposes of this study were (1) to describe the effects of transformational leadership and transactional leadership on the hospital member's organizational commitment and turnover intention, (2) to provide with fundamental data in enhancing organizational effectiveness. For this purpose, the types of leadership, organizational commitment and turnover intention were evaluated among hospital members. A survey was conducted with 827 respondents working in a general hospital in Sungnam-shi. For the data analysis SPSS 10.0 was utilized. To verify the reliability and validity of variables, Chronbach's ${\alpha}$ and confirmatory factor analysis were processed. After descriptive analysis, regression analysis was conducted. In these progresses all the statistical significant levels were set at ${\alpha}$= 0.05. Results of the study can be summarized as follows. First, the types of leadership had differences in the level of organizational commitment and turnover intention of the hospital members and then transformational leadership had a more influence than did transactional leadership. Second, there were significant correlations for organizational commitment and turnover intention with overall characteristics of leadership(p<.05). Third, the factor influencing hospital member's organizational commitment and turnover intention were transformational leadership(p<.001). Total explanatory powers($R^2$) were 20.2% (organizational commitment) and 12.1%(turnover intention). Multiple regression analysis demonstrated that organizational commitment significantly high when transformational leadership was higher and it also showed turnover intention was significantly lower. In conclusion, the results of this study show that the leadership influence hospital member's organizational commitment and turnover intention and they are different the types of leadership. This results suggest that in order to be as successful leaders in hospital, the leaders should know their employee's behaviors and change their leadership styles.

• Journal of Korean Academy of Nursing Administration
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• v.8 no.2
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• pp.335-346
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• 2002

Purpose: This study is to analyze the relationship between leadership, empowerment, organizational commitment, and nursing performance. Method: The method of the study is the establishment of the analytical framework of the theoretical model and the hypotheses for the empirical survey, analysis of the data collected by the empirical survey, and the provision of a revised model explaining more clearly the causal relationship between variables. Result: Transformational leadership has greater influence on empowerment and nursing performance than transactional leadership. Self determination and impact of empowerment factors greatly influence on organizational commitment, competence and impact significantly influence on nursing performance, and organizational commitment is closely related to the general nursing affair, the human relationship, and the job as an organizational member. Transactional and transformational leadership, in provision of the revised model by verification of goodness-of-fit of the hypothetical model, affects all parts of nursing performance by intervening competence and self determination of empowerment factors. Especially, transactional leadership directly influences on nursing performance without intervening the empowerment factor. Conclusion: The conclusion of the study is transformational leadership exerts a more positive influence on empowerment, organizational commitment, and nursing performance than transactional leadership.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.4
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• pp.555-563
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• 2006

Purpose: This study was aimed at examining the relationships of transformational and transactional leaderships that nurse managers demonstrate to creative activity that nurses excercise at caring for patients. Method: Using 11 items of the Creative Nursing Practice Index and 18 items of Multifactor Leadership Questionnaire Form, a descriptive study was conducted with a sample of 425 nurses working more than six months at nursingcare units in a university hospital of Korea. Data were analyzed, using independent t-test, ANOVA, Pearson correlation, and stepwise multiple regression analysis methods. Result: Creative activity had positive relationships to transformational leadership and transactional leadership(p<.01). The factor influencing on creative activity was not transactional leadership(p>.05), but transformational leadership(10.7%, p<.001). Intellectual stimulation accounted for 9.7% of information building-activity and 1.1% of idea creating & communicating idea. About 5.8% of the variance in idea validating-activity was explained by inspirational motivation, and 1.2% by contingent reward. Conclusion: For support for nurses' creative activity at work, leadership training programs would be needed to build up nurse manager's transformational leadership.

• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.