• The Journal of the Korea Contents Association
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• v.15 no.6
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• pp.463-476
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• 2015

Until now most of the leadership studies have been focused to managers having in formal authority. However, in the recent business environment, team member should also demonstrate his leadership. Hence, the purpose of this study has been focused to the team member's leadership and their leadership effectiveness. In this study, we verified how the degree of master sergeant's support can control to moderate the intensity of the team member's leadership behavior. The analysis results were as follows: we have found that team member's issue leadership can effect on positive(+) way on the audience's acceptance to the leader as well as team performance. But the moderating effects of master sergeant's support on the team member's issue leadership and leader acceptance was not significant in terms of statistical point of view. It has also shown even the negative(-) effects of master sergeants's support on the team member's issue leadership and leader acceptance as well as team performance. Through this study, we can understand that the master sergeant's support may impeding the team member's independent leadership.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.449-456
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• 2020

This study examines the relation between the quality of leader-member relationship and operational performance of processing enterprises employees in Vietnam, while job satisfaction and innovation are as a mediator variable. In depth interviews are first conducted with five managers and professional workers in five processing enterprises to determine the latent variables and build the structured questionnaire with observed variables. A quantitative survey with 438 employees and managers from 300 processing enterprises was carried out. The method of exploratory factor analysis (EFA), Cronbach's alpha analysis, and confirmatory factor analysis (CFA) was used to test the reliability, the convergent nature, and the consistency of the concepts. Structural equation modeling (SEM) is used to test the proposed model. The result shows that job satisfaction, innovation and operational performance have positive effects on the quality of leader-member relationship. The relationship between leaders and members had indirect impact on employee's operational performance via their job satisfaction and innovation, which illustrates a mediator role of job satisfaction and innovation for employees' performance. The findings of this study suggest that managers need to focus on developing relationship with employees to improve their satisfaction, innovation and performance.

• Journal of Korean society of Dental Hygiene
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• v.17 no.3
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• pp.405-418
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• 2017

Objectives:This study aimed to identify the influences of leader-member exchange (LMX) and psychological empowerment of the dental hygienists on their job satisfaction. Methods: A self-administrated questionnaire survey was conducted from July 7 to August 2014 targeting 196 dental hygienists in Busan and Gyeongsangnamdo. Leader-member relationship, psychological empowerment and job satisfaction were evaluated by LMX scale, psychological empowerment scale and job descriptive index (JDI), respectively. Data were analyzed by descriptive analysis, t-test, one-way ANOVA, and multiple Linear regression analysis. Results: Overall LMX, psychological empowerment on job satisfaction level of subjects were $3.43{\pm}0.61$, $3.38{\pm}0.66$ and $3.20{\pm}0.42$, respectively. The influential factors of LMX, psychological empowerment and job satisfaction were professional respect (subcategory of LMX), affect (subcategory of LMX), meaning (subcategory of psychological empowerment) and impact (subcategory of psychological empowerment). Conclusions: Job satisfaction of dental hygienist is closely related to professional respect, affect, meaning and impact.

• Journal of Korean society of Dental Hygiene
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• v.20 no.6
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• pp.925-936
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• 2020

Objectives: This study proposes a hypothetical model for job stress, job satisfaction, organizational commitment, and turnover intention through social exchange relations (LMX, TMX) and political skills (LPS) for dental hygienists working in dental clinics hygienists. Methods: A self-administrated questionnaire was administered from April 1 to May 12, 2020, with 171 dental clinic hygienists participating in Seoul, Busan and Gyeongnam. The data were analyzed using SPSS and AMOS statistical analysis programs. Results: First, in the hypotheses testing, a total of 7 of 18 hypotheses were supported. Second, the relatonship between leader-member exchange (LMX) or team-member exchange (TMX) and turnover intention, a full mediating effect of job stress or job satisfaction or organizational commitment on that exchange was found. However, the leader's political skills on the path to turnover intention were not statistically significant. Conclusions: It is considered that education to enhance job skills, support for leisure activities, and time to communicate opinions with each other should be provided to create an organizational culture that satisfies all members, thereby lowering the intention to turnover.

• Korea Journal of Hospital Management
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• v.23 no.2
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• pp.1-17
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• 2018

Purposes: Based on samples of government officials who are working at public health centers, following research examines the Effect of Organizational Justice on the relationships between Followership and Organizational Citizenship Behavior and analyzes the moderating effect of Leader-Member Exchange. Methodology: For the methods, Sphericity verification, Exploratory factor analysis, Correlation analysis, Causal relation, Mediating effect of followership and Moderating Effect of The Leader-Member Exchange have been analyzed with SPSS 22.0 & AMOS 22.0 Ver. Findings: As a result of Correlation analysis, Predictive validity and Construct validity have meaningful effect. Also, In case of Path analysis, distributive justice and interactional justice have meaningful effect but procedural justice has no such effect on Followership. As a result of Mediated effect of followership analysis, distributive and interactional justice have positive impact on (Organizational and Interpersonal). As to the mediation effect of followership analysis, It is shown that distributive and Followership have meaningful effect on In-group, not Out-group. Lastly, It is shown that procedural justice and Followership have no meaningful effect on both In-group and Out-group. Practical Implications: For the implications, distributive justice and interactional justice have positive impact on Followership, while procedural justice has no such impact on Followership. Also, It also possibly has same result to the moderating effect of Leader-Member Exchange. Consequently, It is recognized that a fair process without a fair result cannot be valued. also, We can know that reward for procedural justice is evaluated to kind of negative.

• Korean Journal of Occupational Health Nursing
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• v.26 no.3
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• pp.172-183
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• 2017

Purpose: This study was conducted to investigate factors affecting the job embeddedness of workers in the manufacturing industry. Methods: The survey was conducted on 261 workers of the manufacturing industry in P city and Y city with the help of a structured self-report questionnaire, administered between June 10 and June 30, 2017. Data were analyzed using descriptive statistics, a t-test, ANOVA, a $Scheff{\acute{e}}s$ test, Pearson's correlation coefficients, and stepwise multiple regression. Results: There were significant differences in job embeddedness according to educational level, marital status, jobs and types of employment, satisfaction with salary, stress level, and the perceived health status of the subjects. There were significant positive correlations between role clarity of job demands (r=.45), leader member exchange (r=.48), recovery experience from job stress (r=.27), and job embeddedness. From the multiple regression analysis, the most significant factors affecting job embeddedness were found to be leader member exchange (${\beta}=.43$), recovery experience from job stress (${\beta}=.22$), and job demand (${\beta}=.15$). These variables explained 35.0% of the total variance in job embeddedness. Conclusion: In order to increase job embeddedness of workers in the manufacturing industry, it is necessary to prepare measures to increase job demand, leader member exchange, and recovery experience from job stress.

• Management & Information Systems Review
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• v.31 no.4
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• pp.339-362
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• 2012

The purpose of this study is to examine the relationship between LMX, psychological empowerment and organizational commitment and the moderating effect of perceived organizational support. The research was examined using a sample of 305 employees engaged in various industries in Seoul, Gyeonggi and Gangwon provinces and the findings of these studies were as follows: To begin with, findings from the study indicate that the Leader-Member Exchange(LMX) is positively related to organizational commitment. Secondly, the Leader-Member Exchange(LMX) has been proven influential for psychological empowerment and furthermore, the results reveal that psychological empowerment(e.g. self-determination, meaning) has positive impacts on organizational commitment. Finally, it has been identified that the relationship between leader-member exchange and organizational commitment didn't prove to be moderated by perceived organizational support. The contribution and limitation of this research were discussed, and future researches were mentioned.

• The Journal of the Korea Contents Association
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• v.15 no.4
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• pp.420-430
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• 2015

This paper investigates the relationships between leader-member exchange(LMX), perceived team efficacy, and organizational citizenship behavior(OCBI, OCBO) in the Korea Post. Also the study investigates the moderator effect of leader integrity and the mediator effect of perceived team efficacy in the relationships between LMX and OCB(OCBI, OCBO). The multiple regression analysis were employed to test the hypotheses. The main finding of this study was as follows: First, LMX had a positive effect on the perceived team efficacy. Second, the perceived team efficacy had a positive impact on OCB(OCBI, OCBO). Third, the perceived team efficacy completely mediated effect on the relationship between LMX and OCBI. Also the perceived team efficacy partially mediated effect on the relationship between LMX and OCBO. Fourth, the positive relationships between LMX and OCB(OCBI, OCBO) were stronger when leader integrity was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

• Journal of Distribution Science
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• v.13 no.11
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• pp.23-30
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• 2015

Purpose - Small- and medium-sized enterprises often rely on the owner's personal characteristics. This study aims to verify the impact of the awareness of such a business leader's sincerity and the sincerity of their leader-member exchange (LMX) on employee psychological ownership and organizational commitment. The findings offer clues to how small- and medium-sized company leaders should engage with employees. Research design, data, and methodology - A total of 289 valid questionnaires were examined using frequency, descriptive statistics, and correlation analyses and structured equation modeling. Results - Authentic leadership and LMX were both found to have a positive impact on each trust factor, each trust factor had a positive impact on psychological ownership and organizational commitment, and psychological ownership had a positive impact on organizational commitment. Conclusion - These results suggest that small- and medium-size company leaders should use self-awareness and self-regulation to encourage the recognition of their sincerity, and strive to achieve a positive relationship with employees. It also suggests that leaders should improve trust between employees and establish various strategies to enable employee psychological ownership.

• The Journal of the Korea Contents Association
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• v.20 no.2
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• pp.337-351
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• 2020

This paper aims to figure out an effect of aged sports instructors' emotional intelligence on leader-member exchange (LMX) and organizational citizenship behavior and to improve a work environment by developing members' emotional intelligence. To achieve this goal, it handed out a survey to 282 elderly sports instructors from five sports centers and elderly sports centers located in Seoul, Gyeonggi, and Chonan in Chungcheongnam-do and collected it from them. After then, it conducted a relationship analysis and multiple regression analysis and showed the following findings. First, it suggested that emotional intelligence of elderly sports instructors significantly affected leader-member exchange (LMX) positively. Next, it turned out that the emotional intelligence had a significant positive influence on organizational citizenship behavior. Last, it found that leader-member exchange (LMX) of the instructors did significantly impact on the organizational citizenship behavior positively. Therefore, as a result, it is very important that the paper demonstrated the emotional intelligence of the aged sports instructors significantly contributed to the advancement of leader-member exchange (LMX) and organizational citizenship behavior, and the development of members' emotional intelligence had a positive effect on the effectiveness of organizations.