• 한국안전학회지
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• 제33권6호
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• pp.66-76
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• 2018

This study examined the influence of safety leadership on safety behavior, safety climate and accident using meta analysis. Specifically, safety leadership model which incorporated both transformational and active transactional leadership styles was tested using meta analysis. The results showed that both transformational and active transactional leadership had a positive relationship with safety compliance and participation behavior, and organizational safety climate. However, both leadership styles had a negative relationship with accident. In addition, transformational leadership had significant greater effects on safety behaviors and accident than transactional leadership. In contrast, although there were no significant differences, transactional leadership has a greater effect on the safety climate. These findings suggest that active transactional leadership is important in establishing perceived safety climate of employees, whereas transformational leadership is more related with improving employees' safety behaviors. Therefore, in line with the previous studies of safety leadership, a combination of both transformational and transactional styles will be most beneficial for developing organizational safety management program. Based on these results, practical implications and further research in terms of development for safety leadership program are discussed.

• 품질경영학회지
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• 제27권2호
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• pp.57-80
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• 1999

This research uses measures of transformational and transactional leadership to examine its impact on subordinate psychological empowerment and on his/her creativity in 3 resort complexes. For a total of 462 respondents, followers' sense of increased empowerment and creativity are significantly and positively related to the transformational leadership behaviors of their immediate superior, including charismatic attributes and behaviors, individual consideration, and intellectual stimulation. Two of the three transactional leadership measures, including contingent reward and management-by-exception(active), correlate positively with the followers' perceived empowerment and creativity, but the rest one, management-by-exception(passive), negatively with them. The impact of all of the three measures of transformational leadership and the two of transactional leadership(i.e., contingent reward and active management-by-exception) on subordinate creativity is partially mediated by the subordinate empowerment.

• 간호행정학회지
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• 제3권1호
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• pp.5-15
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• 1997

Today's rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today' s time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses of 5 General Hospital. Data for this study was collected from Sep. 20 to 29 by Bass' MLQ Questionnaire. The data was analyzed by frequency, percentage, one-way ANOVA. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives, mid-level nurse administrators as perceived by their immediate subordinates were statistically significant(P<.05). The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators. The transactional scores of nurse administrators were lower than transformational ones, which is a desirable findings. The result of this study, the mid-level nurses administrators were perceived as the highest transformational leader by their subordinates. The nurse executives received the lower transformational leadership scores than mid-leval administrators. These results were opposit to the previous studies. Leader can aspire to these qualities of transformational leadership, building on the more traditional transactional dimensions. We can think that transformational leadership suggests a direction for developing a creative and rewarding approach to the leadership of professionalnursing practice environments. More research on transformational qualities in nursing service and controlled designs would be desirable for nursing service administration.

• Asia pacific journal of information systems
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• 제29권1호
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• pp.83-116
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• 2019

Given the critical role of information technology (IT) in achieving organizations' strategic goals, it becomes increasingly important for organizations to develop and retain a competent IT workforce. We investigate how organizations make IT personnel feel content with their job, motivate them to perform at their best, and consequently retain them. We develop a model in which IT leadership, conceptualized as "transformational" and "transactional" IT leader behaviors, influences IT personnel's perceptions of requisite soft skills and IT personnel's Quality-of-Work-Life (QWL), and how IT personnel's QWL in turn affects IT personnel's intention to stay. Using survey data from 205 IT professionals, we found that IT leadership behaviors, particularly transformational leadership behaviors, positively influence IT personnel's intention to stay. We also found that this relationship is fully mediated by IT personnel's QWL. In addition, we found that transformational leadership behaviors positively influence IT personnel's perceptions of requisite soft skills. We discuss the implications of our findings for theory and practice.

• 보건행정학회지
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• 제19권2호
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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.

• 대한간호학회지
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• 제27권1호
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• pp.228-241
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• 1997

Today's healthcare environment is changing, driven by demographic, environmental, social, political and technological forces. These rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today's time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. Also described are the relationships between these leadership styles and the job satisfaction. the organizational commitment of their subordinates. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses and one hundred aid fifty-three staff nurses of 4 public & private University Hospitals and 1 General Hospital. Data for this study was collected from Sep. 20 to Oct. 5 by Questionnaire(Bass' MLQ, Job Satisfaction scale developed by Paula(1978), Organizational Commitment scale by Peter et at(1979). The data was analyzed by frequency, percentage, one-way ANOVA, Pearson's Correlation Coefficient with SPSS PC/sup ＋/ program. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives. mid-level nurse administrators, head nurses as perceived by their immediate subordinates were statistically significant(P<.05), The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators, nurse executives. The transactional scores of nurse administrators were lower than trans- formational ones, which is a desirable findings. The result of this study, the head nurses were perceived as the highest transformational leader by their subordinates, and second was the mid-level nurse administrators. The nurse executives received the lowest transformational leadership scores from their subordinates. These results were opposit to the previous studies. And significant positive correlations were founded between transformational leadership including charisma, intellectual stimulation, individual consideration and contingent reward of nurse administrators and the job satisfaction, the organizational commitment of their subordinates. From the data, it can be concluded that transformational leadership style of nurse administrators promotes the job satisfaction, the organizational commitment of thier staff nurses. Therefore leader looks for potential motives in subordinates, seeks to satisfy higher need, and engages the full person of the subordinate resulting in a relationship of mutual stimulation and elevation.

• 보건행정학회지
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• 제16권3호
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• pp.1-18
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• 2006

The organizational effectiveness of hospital in various environmental fluctuations is a large and complex problem. Hospital CEO leadership characteristics may be a critical determinant of employees' job satisfaction and turnover intention. Several empirical studies on transformational leadership found that transformational leadership behaviors were positively related to workers' job satisfaction and turnover intention. Very little research related to this subject has been done in health care settings in Korea. The author explores the relationship between hospital CEO leadership style and its effect on job satisfaction and turnover intention among the all staffs of general hospital. The relationship of hospital CEO leadership style to employees' job satisfaction was investigated using the Bass's leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire(MLQ) and the index of job satisfaction and turnover intention were completed by 493 hospital employees(doctors, nurses, hospital administrators, technicians, and assistants). The findings show a similar trend to the previous studies. Hospital CEO leadership behaviors and employee outcomes were significantly correlated. Correlations showed a significant positive relationship between those hospital CEO exhibiting a transformational leadership style and the job satisfaction of their staffs. The results of multiple regression analysis indicate that the effect of charisma in transformational leadership behaviors is more higher than other variables. Transformational leadership style may be a more effective strategy and have a greater effect on staff outcomes, attitudes and behaviors. The findings of this study reveal implications for efficient hospital management and the importance of understanding relationship between hospital CEO's leadership style and subordinate behaviors in the context of CEO's desirable role and function for hospital strategy planning and future direction.

• 한국콘텐츠학회논문지
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• 제15권12호
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• pp.447-458
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• 2015

본 연구에서는 전 후방 각지에 분포된 육군의 전투부대 의무복무병사들을 대상으로 지휘관의 리더십이 부하들의 직무만족에 미치는 영향과 부하들의 '능동적 참여'가 지휘관의 리더십 효과에 미치는 조절영향을 리더십의 유형별로 구분하여 분석하였다. 연구결과는 첫째, 지휘관의 변혁적 거래적 리더십은 공히 부하들의 직무만족에 대해 정(+)의 영향을 미치는 것으로 나타났으며, 이는 지휘관의 변혁적 거래적 리더십이 부하들의 직무만족에 긍정적인 영향을 미치므로 부하들의 직무만족을 향상시키기 위해서 지휘관들이 바람직한 리더십 행동요인을 적극 함양해야 함을 시사한다. 둘째, 지휘관의 리더십과 부하들의 직무만족 간 '능동적 참여'의 조절효과는 리더십 유형별로 차이를 보였다. 즉, 변혁적 리더십과 직무만족 간에는 긍정적인 조절효과가 나타났으며, 거래적 리더십과 직무만족 간에는 조절효과가 기각되었다. 이는 부하특성인 능동적 참여는 지휘관이 거래적 리더십 행동요인보다는 변혁적 리더십 행동요인을 발휘할 때 조절기능을 갖는다는 것을 의미하고, 육군의 지휘관들이 지휘활동을 함에 있어서, 병사들의 적극적이고 능동적인 참여의 유도가 중요하지만 리더십 효과 발휘를 극대화 하기 위해서는 변혁적인 행동요인을 잘 활용해야 함을 시사하고 있다. 본 연구를 통해 부하들의 직무만족을 위해 지휘관들이 변혁적 거래적 리더십의 행동요인을 적극 함양해야 하되, 특히 부하들의 능동적 참여 유도를 통한 변혁적 행동요인 함양에 더욱 관심을 가져야 함을 밝혔다.

• Safety and Health at Work
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• 제10권2호
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• pp.180-187
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• 2019

Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles. Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries. Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries). Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.

• 정보보호학회논문지
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• 제32권2호
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• pp.355-370
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• 2022

본 연구는 개인적 요인에 초점을 맞춘 기존 연구를 확장하여, 조직의 환경적 요인(정보보안문화, 경영진리더십)이 조직 구성원의 정보보안 행동(정보보안정책 준수 의도, 정보보안 참여 의도)에 미치는 영향을 살펴본다. 본 연구는 금융기관 구성원 236명으로부터 데이터를 수집하였으며, 본 연구에서 개발한 모형을 구조방정식모형으로 분석하였다. 분석 결과, 정보보안문화는 정보보안정책 준수 의도와 정보보안 참여 의도에 모두 긍정적인 영향을 주었다. 거래적 리더십은 정보보안정책 준수 의도와 정보보안 참여 의도에 모두 긍정적인 영향을 주었지만, 변혁적 리더십은 정보보안 참여 의도에만 긍정적인 영향을 주었다.