• Journal of Technologic Dentistry
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• v.31 no.3
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• pp.47-58
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• 2009

Self-leadership means a person's ability to make his thought or behavior in a right way by controlling it himself. Strategies of the same leadership can be largely categorized into three, behavior focused, natural reward and constructive thought strategies. In this study, the foresaid styles of self-leadership strategy are discussed from the perspective of dental lab laboratories' business environment of Gyeongnam region. And accordingly, this researcher examined such strategy styles that dental lab managers, chief technicians and assistant technicians usually have. Results of the study can be summarized as follows. First, out of the self-leadership strategy styles, most remarkably found among the professional of dental technology was constructive thought strategy, followed by behavior-focused and natural reward strategies in order. In general, therefore, the professionals strongly tend to make their thoughts that can a positive effect on their work performance or in a constructive way. In other words, professional dental technicians are more likely to make efforts to persuade or persuade themselves to change their own unreasonable confidence or negative process in more positive way. Second, the extent to which constructive thought strategy is perceived was not different among dental lab managers, chief technicians and assistant technicians. While, behavior-focused and natural reward strategies were found most strongly perceived by dental lab managers, followed by chief and assistant technicians in order. This may be attributed to the fact that the higher professional dental technicians are in position, the higher they are in self-leadership, or in the ability to overcome crises by themselves and make their thought or behavior in a right way. Dental lab managers usually have lots of experiences in relation to behavior-focused or natural reward strategy. Therefore, they are very strongly capable of controlling themselves in order to overcome crises or make their thought or behavior in a right way. In contrast, assistant technicians are still having lots of trials and errors because they are less experienced and skilled. This suggests that chief technicians should make themselves fully capable as a medium that connects between dental lab managers and assistant technicians.

• Journal of Technologic Dentistry
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• v.29 no.1
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• pp.73-91
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• 2007

The purpose of this study is to investigate relations among job-related attributes of dental technicians. Findings of the study can be summarized as follows. Differences in four job-related attributes among dental technicians in accordance with their titles were investigated to find that dental lab managers were higher in job satisfaction than chief and assistant technicians of the lab. Dental lab managers were given the best work climate, followed by chief technicians of hospital, those of dental lab and assistant technicians. Job competence was highest in part of the managers, followed by chief assistants of hospital, those of dental lab and assistant technicians. But work facilities that were being used by dental technicians were not significantly different in quality in accordance with their titles. Assistant technicians were lower in job satisfaction, given work climate and job competence than managers and chief technicians of both hospital and dental lab. Under same work conditions, female dental technicians were higher in job satisfaction than male ones. Dental technicians' job satisfaction were most affected by work climate, followed by job competence and the quality of work facilities in order. In other words, job satisfaction was higher when work climate was better, job competence was higher or when work facilities were better. Job satisfaction was generally lower in part of male dental technicians than female ones. Considering the fact that job satisfaction is most influenced by work climate, more careful attention should be paid to assistant technicians who while on duty, usually have not so good relationship with seniors or colleagues. Those technicians also usually have few or no opportunity of obtaining latest knowledge or skills, so they should be allowed time for seminars or lectures in which such knowledge or skills are educated. It is also important to raise assistant technicians' pride about their job by empowering them by authorization or giving more remuneration or other rewards for their improved job competence.