• Journal of Information Technology Applications and Management
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• v.30 no.1
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• pp.97-114
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• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.

• 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.

• Journal of Community Nutrition
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• v.7 no.4
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• pp.207-214
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• 2005

The purpose of this study is to identify the transformational or transactional leadership styles of Korean dietitians. The study was completed with Korean dietitians (n = 268, $67\%$ response) using mail survey. The leadership styles were divided into transformational (including charisma, intellectual stimulation, individualized consideration) and transactional (contingent reward, management by exception) leadership found in the several literature. Overall, the score of Korean dietitians' transactional leadership was higher than that of the transformational leadership (p < .05). Among three sub-dimensions of the transformational leadership styles, the score of 'individualized consideration' was higher than 'charisma' and 'intellectual stimulation'. Between two sub-dimensions of the transactional leadership styles, Korean dietitians used more 'management-by-exception' than 'contingent reward'. ANOVA results suggested that the transformational leadership was more likely to be used by the younger dietitians, while the transactional leadership was more likely to be used by the older dietitians (p < .05). Data showed that dietitians having 3-6 year dietetic experience used more transformational leadership than other experienced dietitians (p < .05). It was also found that the Korean dietitians' leadership styles were influenced by the type of dietetic practice area. Data showed that 'charisma', 'intellectual stimulation', 'individualized consideration' and 'contingent reward' were more likely to be used by Korean dietitians from school than by dietitians from health. care and industry (p < .05). This study will be useful for dietitians to guide the application of appropriate leadership style in order to increase employees' job satisfaction as well as organizational performance. (J Community Nutrition 7(4) : $207\∼214$, 2005)

• Journal of Korea Society of Digital Industry and Information Management
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• v.10 no.4
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• pp.251-264
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• 2014

This study aims to suggest proper types of leadership that can enhance organizational commitment by examining differences in recognition of department head leadership style. This research is to find out what kind of leadership type is the most efficient to make member committed to their organization among transactional leadership and transformational leadership. To following consequences are gained through this analysis. First, as to the types of department head leadership, the average of transformational leadership was higher than that of transactional leadership. Second, the result of this research indicates the positive impact of transformational leadership affect organizational commitment without continuance commitment at IT departments. But, at non-IT departments, all organizational commitment is affected by transformational leadership. Third, transactional leadership affects affective commitment at IT departments. But, transactional leadership may not affect affective commitment at non-IT departments. Finally, transactional leadership may not affects normative commitment at IT departments, but at non-IT departments.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.2
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• pp.229-244
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• 2012

The purpose of this study is to highlight the effects of the two leadership styles, namely: transformational leadership and transactional leadership, on the different types of followership through analyzing their impact in the productivity and competitiveness of human resources in IT SMEs. The paper focuses on determining whether transformational leadership or transactional leadership is more effective as shown by the levels of empowerment derived from these two types of leadership under study. From this study, alien, role model and passive types of followership, transformational leadership appears to be more influential for personal empowerment. As for group level of empowerment, the transformational type of leadership shows higher effectiveness in alien, role model, passive, and practical types of followership. On the other hand, transactional leadership yields positive impact on practical and conformist types of followership. In summary, personal empowerment plays a direct impact on group empowerment. Thus, with the exception of conformist type of followership, transformational leadership has more impact in human resources of IT SMEs.

• The Journal of the Korea Contents Association
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• v.14 no.11
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• pp.858-863
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• 2014

Through this study, we found out whether to measure objectively by using Transactional Analysis(TA) evaluating their own growth and benefit of health through the change of Ego-state, the personality structure and brain waves monitoring electric signals occurring in the brain of the human biological signals. According to the results of brain-wave test, M-type is brain-waves of healthy adults and a, ${\beta}$ were dominantly observed in the occipital while not sleeping. In particular, ${\beta}$ appears widely throughout the brain during nervous or concentrating metal activities and unlike N-type experimenters, ${\beta}$ was found to be dominant in M-type experimenters even in stable condition. N-type is brain waves of healthy adults and a, ${\beta}$ were dominantly observed in the occipital while not sleeping. In particular, unlike nervous or concentrating M-type, there was no noise such as tension and blink while resting. In addition, it turned out that subjects with high levels of A ego do not return quickly to the stable state and show a lot of Blinking and swallowing saliva, noise regardless of the pattern of Egogram. And brain waves of 11 people that the difference in data of OK-gram and Ego-state is the same in all items or less than -5 showed a low amplitude of $20{\mu}V$ in general. In conclusion, this study identified that the theory of personality pattern of Transactional Analysis Theory and brain-wave findings are consistent and also found out that brain waves are also associated according to each Ego-state of Egogram.

• Journal of Agricultural Extension & Community Development
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• v.21 no.1
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• pp.177-217
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• 2014

The purpose of this study is to examine the relation between Program Satisfaction and the leadership types of who participating in the program of village lifelong education leader. The detail goals of this study are to (1) understand the concepts about the training program of village lifelong education leader. (2) study the theory related to the leadership of village lifelong education leader. (3) examine the relation between program satisfaction and leadership types by personal characteristics. The results of this study are as follows: First, there is the significant difference between the transactional leadership and the exceptive management leadership which is the transactional leadership's sub-type in age. Second, there is the significant difference between the exceptive management leadership which transactional leadership's sub-type and charisma leadership that is transformational leadership's sub-type by participated in or not the lifelong education program before. Third, the average value of the transformational leadership is more higher than the transactional leader's average value. Fourth. the ranking of the transformational leaders' activities are as follows; (1) individual relationship (2) spiritual motivation (3) intelligence stimulus (4) charisma. Fifth, the ranking of the transactional leader's activities are as follows; (1) reward to achievement (2) exceptional management.

• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.97-122
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• 2010

This research investigated the effect of leadership on organizational effectiveness in the public hospital. As a result of multi-regression analysis based on the data of 384 employees in 5 public hospitals in Korea, transformational leadership positively affected organizational commitment and job satisfaction. Transformational leadership had a significantly negative effect on turnover intention. Transactional leadership had a significantly positive relationship with organizational commitment and job satisfaction. This study has means that was first analysed relationship between the leadership style and organizational effectiveness of public hospital in Korea. The difference that demographic variables have on organizational commitment, job satisfaction, and turnover intention examined. Variables like gender and type of occupation have a significant difference.

• Culinary science and hospitality research
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• v.23 no.5
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• pp.187-198
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• 2017

The purpose of the study was to investigate the relationships among leadership, organizational commitment and management performance of restaurant workers from the Busan Haeundae area. Normally, each leadership type(transactional leadership, transformational leadership, servant leadership) effected organizational commitment and management result. For the field test and verification, 200 staffs of the Haeundae restaurant participated in the survey from April 1st to May 30th, 2017. The research result was summarized as follows. First, all leadership types(transformational leadership, transformational leadership, servant leadership) of Haeundae restaurant staffs had a positive impact on affective involvement. Second, transformational leadership and transactional leadership of restaurant staffs had a positive influence on continuous commitment. Lastly, continuous commitment of restaurant staffs in Haeundae affected management result. In conclusion, precedent study explained only hotel investigation.

• Fire Science and Engineering
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• v.28 no.4
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• pp.73-80
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• 2014

This study aims to determine dominant leadership styles of the U.S. volunteer fire department and analyzes relationship between leadership styles of a fire chiefs and organizational outcome. This study reviewed 205 volunteer fire fighters in Oklahoma State which is located in middle and southern part of the U.S. As research results, it turned out that the most common leadership type of volunteer fire chiefs is transformational leadership. The second most common leadership type is transactional leadership. Laissez-faire leadership was the least common leadership type. This study analyzed that transformational leadership and transactional leadership have positive relationship with organizational outcome. In contrast, laissez-faire leadership has negative relationship with organizational outcome. Also, it turned out that the volunteer fire fighters evaluate that transformational and transactional leadership decrease as working years of current volunteer fire chiefs increase.