• Applied Biological Chemistry
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• 제38권3호
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• pp.224-231
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• 1995

형질전환 식물체에서 외래 단백질의 발현을 높이기 위하여, 외래 단백질 유전자를 TMV RNA 또는 Gy2 5'-untranslated leader 부위와 재조합시킨 plasmid들을 제조하였다. pGA643에서 유래된 이들 plasmid에는 cauliflower mosaic virus의 35S promoter와 Gy2 terminator를 포함하고 있고, 외래 유전자로는 옥수수의 10kDa zein (10kZ) 유전자를 사용하였다. Gy2 또는 TMV RNA의 leader 부위는 promoter 부위와 단백질 coding sequence 사이에 삽입하였다. Agrobacterium을 매개로 하는 leaf disc 형질전환법을 이용하여 재조합 단백질들을 담배에 도입하였다. Leader를 포함하지 않은 도입 유전자의 전사 효율이 leader를 포함하는 도입 유전자들 보다 높았지만, leader를 포함한 mRNA들이 보다 효율적으로 전사되었다. 이는 5'-untranslated sequence의 길이와 AUG codon 주위의 context에 의한 영향보다는 이들 leader sequence의 특이적 염기서열에 의한 영향이 큼을 의미한다. 이러한 결과는 형질전환된 담배에서 외래 유전자의 전이효율을 조절하는 데 있어서 Gy2와 TMV의 leader sequence들이 enhancer로서 역할을 하고 있음을 의미한다.

• 한국응용과학기술학회지
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• 제40권6호
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• pp.1350-1362
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• 2023

이 연구는 중국 대학 태권도 지도자의 이미지가 선수의 그릿, 심리상태와 경기수행력에 미치는 영향을 연구하여 향후 중국 대학 태권도의 질적 발전을 위해 우수한 지도자양성 기초 자료를 제공하는 데 그 목적을 두고 있다. 이 연구를 위해 중국 허난성 대학교에 있는 선수를 대상으로 모집단을 선정하였으며, 편의표본추출법을 통해 표본을 추출하였다. 회수된 380부의 설문지 중, 응답이 불성실하고 또는 누락된 문항이 있는 15부를 제외하여 총 365부를 결과처리에 사용하였다. 수집된 자료는 SPSS 23.0 프로그램을 사용하여 빈도분석, 상관관계분석, 신뢰도분석, 탐색적 요인분석 및 다중회귀분석을 통해 실시했다. 이 연구의 결과는 다음과 같다. 첫째, 지도자 이미지의 하위요인인 지도자의 사회활동과 직업의식, 자질, 업무, 역할은 태권도 선수의 그릿에 유의한 영향을 미치는 것으로 나타났다. 둘째, 지도자 이미지의 하위요인인 지도자의 사회활동과 직업의식, 자질, 태도, 업무, 역할은 태권도 선수의 심리상태에 유의한 영향을 미치는 것으로 나타났다. 셋째, 지도자 이미지의 하위요인인 지도자의 사회활동과 직업의식, 자질, 태도는 태권도 선수의 경기수행력에 유의한 영향을 미치는 것으로 나타났다.

• International Journal of Advanced Culture Technology
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• 제12권2호
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• pp.236-248
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• 2024

This study aims to empirically analyze the effects of leadership level and toxic leadership on leadership performance results among male and female military leaders in the Army, and to verify whether the leader's gender has a moderating effect in this process. Additionally, by comparing and analyzing the leadership level, toxic leadership, and leadership performance results of female military leaders by position, this study seeks to examine the characteristics of female military leadership according to position. The research model was established with leadership level and toxic leadership as independent variables, leadership performance results as the dependent variable, and the leader's gender as a moderating variable. Data were collected through a survey of 216 male and female officers serving in the positions of platoon leader, company commander, and battalion commander in the Army. The collected data were analyzed using descriptive statistics, reliability analysis, correlation analysis, and hierarchical regression analysis. The results showed that leadership level had a significant positive effect on leadership performance results, while toxic leadership had a significant negative effect. The leader's gender moderated the relationship between leadership level and leadership performance results, with female leaders receiving lower evaluations than male leaders at the same level of leadership competency. Gender also moderated the relationship between toxic leadership and leadership performance results, with female leaders exhibiting the same level of toxic leadership receiving lower performance evaluations than male leaders. In the comparative analysis of female military leadership characteristics by position, the leadership level of the platoon leader and company commander groups was not significantly different from that of male soldiers, but the battalion commander group showed slightly lower leadership competency compared to male soldiers. Based on these results, this study suggests ways to improve the leadership level of female military leaders, reduce toxic leadership, and prepare support measures to strengthen the leadership competency of female military officers at the battalion commander level and above from policy, institutional, and educational perspectives.

• 인터넷정보학회논문지
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• 제18권5호
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• pp.103-112
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• 2017

Work engagement and job burnout are crucial problems in Korea, particularly in the business environment, and they also indicate people's motivation. Online-based teams in e-business also have these issues. Especially the role of the leader in this new type of teams is more crucial for members' motivation, behavior, and performance. Contingency leadership theories posit that different situations need different traits or behaviors of a leader. For an online-based team, which is internet-based team in e-business, a leader should use specific communication strategies to enhance a team's performance and members' motivation. In an online-based team and an offline-based team, the ways in which leaders motivate members will be different. This paper suggests particular communicative strategies for leaders of online situations. Online-based team members communicate using mobile phones or IT tools, and leaders mayinfluences members in virtual meetings. Moreover, online-based leadership needs to be more entrepreneurial and risk encouraging, and less conservative than offline-based leadership. In addition, online-based leadership should be energetic, decisive, adaptable, and inspiring, and furtherutilize communication tools such as being more gregarious/talkative, assertiveness, linguistic diversity and affect. This paper explains the roles of communicative elements such as coordination, expression, direction-giving/uncertainty reduction, empathy, meaning-making, satisfaction, and competence to decrease job burnout and to increase work engagement. The purpose of this study is to suggest communication strategies' differentiated influences on work engagement and job burnout in an online-based team.

• 한국경영과학회지
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• 제19권1호
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• pp.123-144
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• 1994

This Study has empirically examined the relationship between the role of R & D project leaders and their team performance using data from 87 project teams in 6 R & d organizations. The results reveal that : 1) R & D project leaders play five different roles for performing their jobs-strategic plannar, team builder, gatekeeper, expert and champion : 2) all but the champion role of leaders are positively associated with project team performance unless they have too short team tenure to materialize their role efforts : 3) However, the relationship between the role of leaders and project team performance varies according to characteristics of their team and project tasks. More specifically, it becomes more important for leaders to focus on gatekeeping and championing roles as their team gats older. Team building role of leaders is more important for higher performance of relatively certain R & D projects, while for uncertain R & D projects gatekeeping role appears to be more important.

• 인터넷정보학회논문지
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• 제19권5호
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• pp.123-131
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• 2018

A virtual team consists of various members with a range of professional skills. An IT virtual team can confer such advantages as improving creativity and solving problems in e-business. However, virtual teams are less cohesive than off-line based teams, at least partly because they do not meet face-to-face to solve problems. If the cohesion of the members in a team is weak, overall performance can decrease. Therefore, this study seeks to understand the specific types of leadership needed to increase the cohesiveness of the members in a virtual team. Leadership is the most important factor for the successful operation of a virtual team. Leaders engage members with goals, and motivate them by creating positive relationships. This study describes the idealized influence of transformational leadership in which a leader directly engages members in a goal, and the role of participative goal setting in which members set their own goals. In addition, this research demonstrates the benefits of a positive attitude of a leader towards their team members and the influence of leader-member exchanges. If the cohesion of virtual teams is improved through specific leadership, the team members will be more committed to their teams and work, and the team's performance will improve. Furthermore, the successful operation of virtual teams will provide an opportunity for companies in e-business to gain a competitive advantage in the contemporary environment, where creativity is important.

• KSII Transactions on Internet and Information Systems (TIIS)
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• 제14권12호
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• pp.4849-4865
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• 2020

The traditional roles of leaders are to influence members and motivate them to achieve shared goals in organizations. However, leaders such as top managers and chief executive officers, in practice, do not always directly meet or influence other company members. In fact, they tend to have the greatest impact on their members through formal speeches, company procedures, and the like. As such, official speech is directly related to the motivation of company employees. In an official speech, not only the contents of the speech, but also the voice characteristics of the speaker have an important influence on listeners, as the different vocal characteristics of a person can have different effects on the listener. Therefore, according to the voice characteristics of a leader, the cognition of the members may change, and, the degree to which the members are influenced and motivated will be different. This study identifies how members may perceive a speech differently according to the different voice characteristics of leaders in formal speeches. Further, different perceptions about voices will influence members' cognition of the leader, for example, in how trustworthy they appear. The study analyzed recorded speeches of leaders, and extracted features of their speaking style through digital speech signal analysis. Then, parameters were extracted and analyzed by the time domain, frequency domain, and spectrogram domain methods. We also analyzed the parameters for use in Natural Language Processing. We investigated which leader's voice characteristics had more influence on members or were more effective on them. A person's voice characteristics can be changed. Therefore, leaders who seek to influence members in formal speeches should have effective voice characteristics to motivate followers.

• 한국콘텐츠학회논문지
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• 제21권1호
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• pp.243-257
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• 2021

본 연구는 팀 리더의 퍼실리테이션 역량과 팀 효과성의 관계에서 공유리더십의 매개효과를 검증하고자 했고, 이를 위해 팀제를 운영하는 조직의 구성원 377명을 대상으로 설문조사를 실시하였다. 수집된 자료는 SPSS 26.0을 이용해 분석하였다. 분석 결과, 첫째, 팀 리더의 퍼실리테이션 역량의 하위요인인 커뮤니케이션 및 참여 분위기 조성은 팀 효과성(팀 성과, 팀 몰입)에 유의한 정(+)의 영향을 미쳤으며, 과업 및 조직화는 팀 몰입에 유의한 정(+)의 영향을 미쳤다. 둘째, 팀 리더의 퍼실리테이션 역량의 커뮤니케이션 및 참여 분위기 조성, 과업 및 조직화 모두 공유 리더십에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 공유리더십은 팀 효과성(팀 성과, 팀 몰입)에 유의한 정(+)의 영향을 미쳤다. 마지막으로 공유리더십은 팀 리더의 퍼실리테이션 역량과 팀 효과성의 관계에서 부분매개효과가 있음이 확인됐다. 본 연구는 팀 리더의 퍼실리테이션 역량과 다른 변인들 간의 관계를 규명함으로써 퍼실리테이션 연구를 이론적으로 확장하고, 현대 조직에서 요구하는 리더와 구성원의 역할과 역량에 대한 방향을 제안하여 실무적 시사점을 제시하였다는 점에서 의의가 있다.

• 대한가정학회지
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• 제44권10호
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• pp.21-34
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• 2006

The purpose of this study is to define the roles of the central, district, and municipal Healthy Family Support Centers in order to establish their individual identities. Two hundred twenty-five 225 subjects were surveyed with a questionnaire about the role of each Healthy Family Support Center. The subjects of this study were professors, public officials and staff who were in charged of the Healthy Family Support Centers. This study revealed the following results. First, the central Healthy Family Support Center should playa supportive role to develop and propagate a variety of programs which can be used for the clients in the district and municipal Healthy Family Support Centers. Second, roles of the district Healthy Family Support Center are highly recognized not only for their supportive role in activating municipal Healthy Family Centers but also for their publicity role in them. Finally, the most necessary role of the municipal Healthy Family Support Center is to manage family counseling and family education. In order to accomplish the roles of each Healthy Family Support Center, the mutual relationship among central, district, and municipal Healthy Family Support Centers should be horizontal. Moreover, district Healthy Family Support Centers should be promptly established in order to enable for the central Center to play its roles properly.

• 한국프랜차이즈경영연구
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• 제9권4호
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• pp.33-43
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• 2018

Purpose - In hotel industry, quality of leader-member exchange(LMX) relationship is very critical, because it impacts on the employee's work attitude and behaviors. Thus, this research examines the effect of LMX on employee loyalty in the context of hotel business and identifies mediating roles of work stressors, work role performance in the relationship between LMX and employee loyalty. This research suggests the guidelines for how hotel leaders should manage their employees and build employee loyalty that improve management and business performance. Research design, data, and methodology - This study tests the structural relationship between LMX, work stressors, work role performance, and employee loyalty. Work role performance divide into three sub-dimensions such as individual task proficiency, individual task adaptivity, and individual task proactivity. In order to examine the purposes of this research, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 113 franchise hotel employees and were analyzed using SPSS 22.0 and SmartPLS 3 program. Result - The findings of this research are as follows. First, leader-member exchange(LMX) have significant positive impacts on work stressors, work role performance, and employee loyalty. Second, work stressors have significant negative impacts on work role performance and employee loyalty. Third, work role performance has significant positive impact on employee loyalty. Conclusions - The outcomes of this research indicate that hotel leaders should focus on the dyadic relationship with their employees how to improve employee productivity through LMX relationship. In turn, the quality of this relationship influences employees's work attitudes and behaviors. As a result of increasing job demands in hotel business which relies heavily on human resources, the hotel leader must find ways to prevent or reduce stressors and associated strains. If hotel employees perceive the high quality of LMX relationship, they improve their work role performance which influences loyalty. Therefore, the hotel leaders should develop monetary or non-monetary reward system for the employees and, make an efforts to have unique social exchange relationships with employees.