• Journal of the Korean Society of Food Science and Nutrition
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• v.33 no.10
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• pp.1646-1652
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• 2004

This study is to help management of foodservices with the means of preparing a favorable food service environment which will likely improve employees' job satisfaction and present the plans for Quality leadership which are capable of effectively improving the aims of food service. Transformational leadership (4.08) that includes charisma (4.12), intellectual stimulation (4.12) and individual consideration (4.01) was more strongly observed by employees than transactional leadership (3.35) that includes contingent reward (3.99) and management by exception (2.70). According to employees' age, it was shown that individuals over 40 observed transformational leadership significantly more frequently than those below 30. When considering academic background, both transformational leadership and transactional leadership were more strongly observed in the group of lower education. When the type of employment was considered, contract workers showed higher individual consideration and contingent reward than regular workers. Also, when the consideration of working places was taken into account, employees who were employed by schools presented a stronger observance of transactional leadership than employees in industrial cooperation or hospitals. Employees, especially in schools, were more receptive to dietitians' contingent reward than hospital employees. Regarding age, dietitians below the age of 40 had stronger transformational leadership skills, but there was no significant difference in the case of transactional leadership. According to these items of leadership, dietitians over 40 felt stronger in management without exception. Relationship with co-workers was the highest among job satisfaction (3.84), coworkers (4.00), stability (3.60), autonomy (3.76). In the collective food service organization, there was a positive correlation between management expectations and the expectations of the dietitians' management styles and employees' job satisfaction.

• Management & Information Systems Review
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• v.37 no.1
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• pp.55-74
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• 2018

China joined the WTO in 2001, and the Chinese market are growing at a rapid pace in the M&A Market. This Research is an Empirical analysis of China's leadership that subdivides leadership style and is an study on the effects of globalization on leadership and job satisfaction in the globalization as moderation variable. The significance of this study is to Refer to the direction of Chinese investments. This paper places emphasis on the change in Chinese organizational culture as a result of globalization and explores the influence of leadership on job satisfaction and turnover intention by using data from MBA students data of Wuhan City, 178 observations. And all of the data were analyzed using both the multiple regression analysis and the moderated regression analysis as well. Results of the empirical test are suggested as follow. First, transactional, transformational and servant leadership have a positive influence on job satisfaction. But it can't find the significant relationship between leadership and turnover intention. Second, there has a significant result that globalization on leadership is partially via the influence of job satisfaction. The result of the moderated regression analysis through the globalization as moderation variable is that globalization strengthens a positive influence on between transformational, emotional leadership and job satisfaction. On the other hand, In the case of this hypothesis that globalization will have mediating effect in the pathway between leadership and turnover intention, I expect that globalization strengthens a negative influence on turnover intention as dependent variable. But The result of the moderated regression analysis through the globalization as moderation variable is that globalization strengthens a positive influence on transactional, transformational, emotional and servant leadership.

• Management & Information Systems Review
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• v.33 no.5
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• pp.55-70
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• 2014

Recent research on organizational innovation, such as. new managerial processes, practices, suggests it can be an important source of firm's competitive advantage. The challenge is not only offering new products and services, but also changing the nature of management within organizations. In this study, we focus on management innovation at the organization level and investigate the role of transformational leadership behavior as a key antecedent. Transformational leadership may complement an organization''s increasing rigidity by maintaining a sense of meaningfulness in members of the organization, which may be more flourishing to organizational innovation. Due to its prominent role within organizations, CEO has the ability to greatly influence management innovation. In particular, we focus on leadership behavior and examine transformational leadership of CEO. Additionally, as contextual variables like organizational structure(complexity, formalization, centralization) may influence the impact of transformational leadership, we investigate its moderating role. Findings show that transformational leadership behaviors positively contribute to organizational innovation. In addition, our study indicate that less complex, less formal and less central, organizations have benefit more from transactional leadership in strengthening organizational innovation.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.1
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• pp.102-111
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• 2010

This study examines how CEO leadership influences employee trust, job satisfaction, and commitment in fashion companies. A survey was conducted from June 17 to July 15 in 2009. The data were collected from fashion company employees in the Seoul metro area and 360 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. The results of this study are the transactional leadership of CEOs in fashion companies classified by contingent reward leadership and management through exceptional leadership. The transformational leadership of CEOs in fashion companies is classified by charismatic leadership and individualized consideration leadership. Second, CEO's contingent reward leadership, charismatic leadership, and individualized consideration leadership influence employee trust in the CEO. Third, the employee trust in the CEO has an effect on job satisfaction and commitment in fashion companies.

• Journal of the Korean Society of Safety
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• v.35 no.6
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• pp.61-77
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• 2020

In order to establish a conceptual basis and future research direction of safety leadership, this study reviewed domestic and foreign research trends related to safety leadership through systematic literature review methods. The literature search was conducted by combining terms related to safety leadership without limiting the period databases. A total of 195 documents were found, of which the final 59 were used for analysis. As a results, the safety leadership study was the most frequent in relations among variables. The most leadership types were based on transactional leadership and transformational leadership. In addition, studies have been conducted to categorize safety leadership as an independent concept. Safety leadership was mainly studied in the fields of safety engineering, disaster prevention, and business administration. Quantitative studies were mainly conducted to research methods. Based on the results, the research trend related to safety leadership was discussed, and suggestions for future research direction was presented.

• Journal of Global Scholars of Marketing Science
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• v.8
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• pp.111-138
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• 2001

Currently marketing researchers are investigating the causal variables affecting to salesforces' performances. Some researchers found personal and organizational affecting variables as well as structural context of variables. But almost affecting variables examined in salesforce performance researches are personal characteristics. Such organizational variables like leadership, organization's market orientation would be worth to examine in salesforce performance researches. Thus this research is intended to analyze effects of personal and organizational characteristics on salesforces' performances. Data for this research were elicited from sales representatives of motor companies. Data collected were analyzed by regression analysis using SPSSWIN Ver.10.0. The following are major findings of this research. 1. Leadership whether transformational or transactional affected on salesforces' performances. But it was not accepted that transformational leadership would be superior than transactional leadership. 2. Market Orientation of organization affected on its salesforces' performances. 3. Personal characteristics such as need for achievement, compensation predispositon, self efficacy, learning goal orientation were affect on salesforces' performances. But it found that effects of intrinsic compensation predisposition on salesforces, performances were reverser (-). Based on the above findings, the following conclusion could be drawn: 1. Organizational variables like leadership and market orientation are key managerial variables in the sales organization, meaning that sales manager development and organization's market-driven culture are important. 2. Through recruiting and educating, raising salesforces' self-esteem is necessitated.

• Journal of Korean Academy of Nursing
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• v.39 no.4
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• pp.499-507
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• 2009

Purpose: This study was conducted to identify the factors that influence nurses' organizational citizenship behavior. Methods: A cross-sectional design was used, with a convenience sample of 547 nurses from four university hospitals in Seoul and Gyeonggi province. The data were collected through a questionnaire survey done from September 22 to October 10, 2008. The tools used for this study were scales on organizational citizenship behavior (14 items), self-leadership (14 items), empowerment (10 items), organizational commitment (7 items), job satisfaction (8 items) and transformational transactional leadership (14 items). Cronbach's alpha and factor analysis were examined to test reliability and construct validity of the scale. The data collected were processed using SPSS Window 15.0 Program for actual numbers and percentages, differences in the dependent variable according to general characteristics, and means, standard deviations, correlation coefficients and multiple regression analysis. Results: The factors influencing nurses' organizational citizenship behavior were identified as self-leadership ($\beta=.247$), empowerment ($\beta=.233$), job satisfaction ($\beta=.209$), organizational commitment ($\beta=.158$), and transactional leadership ($\beta=.142$). Five factors explained 42.0% of nurses' organizational citizenship behavior. Conclusion: The results of this study can be used to develop further management strategies for enhancement of nurses' organizational citizenship behavior.

• Management & Information Systems Review
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• v.9
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• pp.99-115
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• 2002

This study focuses on forces and correlation among such independent factors as the style of leadership, motivation and relationship in order to find out what kind of ingredients have an effect on the employees' organizational commitment in a venture company. It is likely that the organizational commitment of the employees in the organization in a venture company may be different from that of existing enterprises since they differ 100 percent in their nature. In an attempt to prove it, actual corroboration has been made. As a result, it turned out that transformational leadership had a great impact on the organizational commitment while transactional leadership did not; in the motivation factor, the more vision the employees envisage, the more organizational commitment they show followed by management goals and self-admiration; in the relational factor, more openness in the communication led the employees to devote themselves to their companies, which was valid in the range of 90% in the confidence index. This study reveals that there is not much difference between venture and general companies in the factors that affect employees' organizational commitment in the organization. Therefore, the Chief Executive Officer in the venture company should make a favorable environment with transformational leadership and obvious vision through free and open communication with colleagues so that his or her employees can devote themselves to the organization to which they belong, since venture companies are usually staffed by young workers with high education.

• Journal of Contemporary Eastern Asia
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• v.14 no.2
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• pp.69-79
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• 2015

Among public organizations, does variation in organizational structure explain variation in public managers' leadership styles (e.g., transformational and transactional leadership)? The study of leadership in public organizations is increasingly an area of scholarly interest partly sparked by movements to reform public organizations, particularly in the context of emergency management. There is, for example, a need for effective leadership that can help organizations respond to disasters (Kapucu et al. 2010; Van Wart and Kapucu 2011; Stern 2013). There are numerous documented cases where the lack of leadership skills has been linked to major social and economic losses as a result of poor disaster response (e.g., Hurricane Katrina in the U.S.). Yet, leadership is a complex concept and numerous theoretical frameworks have been developed to help explain it (Van Wart 2005). Practically speaking, the existence of different theories of leadership suggests that public managers can decide to exercise various styles of leadership. The style of leadership that a public manager exhibits matters because some styles are perceived to be more effective than others (Trottier et al. 2008). While the effects of leadership have been extensively studied, antecedents or predictors of leadership style have received little scholarly attention (Wright and Pandey 2009; Nielsen and Cleal 2011). The purpose of this research note then is to explore the potential causal relationship between the structure of an organization and the ability of a public manager to exercise transformational leadership in the context of emergency management in two Asian countries: South Korea and Japan. This research note consists of three main sections. The following section explores the relationship between leadership and organizational structure. The second section examines how certain concepts of leadership and organizational structure were applied in two case studies of disaster response. The final section presents some directions for future research.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.2
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• pp.196-203
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• 2006

Purpose: The Purpose of this study was to identify the relationship between leadership styles and empowerment of nursing students. Method: The subjects were 386 nursing students who were in college and university. The data were collected from July 26 to September 18, 2004 by the structured questionnaires. For data analysis, descriptive statistics, Pearson correlation coefficient, t-tets and ANOVA with SAS package were used. Results: Transformational leadership showed a significant difference according to school career, present grade, interpersonal relations, admission motive, satisfaction degree for nursing, satisfaction degree for practice, meaning on nursing job and transactional leadership showed a significant difference according to last session study score, satisfaction degree for nursing. Empowerment showed a significant difference according to school career, present grade, interpersonal relations, satisfaction degree for nursing, satisfaction degree for practice, meaning on nursing job. Charisma, intellectual stimulation, individual consideration and contingent reward perceived by nursing students were positively related to empowerment. Management by exception perceived by nursing students was negatively related to empowerment. Conclusion: The result of this study may be helpful in empowerment improvement of nursing students.