• Knowledge Management Research
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• v.14 no.3
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.338-344
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• 2009

Organizational learning of construction team has been long addressed in the literatures, but the mechanism of learning and the influence of leader in the team still remain vague. This paper presents a computational model (OLT) depicting the mechanism and the influence of leader in a systemic way. The OLT model is a multi-agent system based on some eloquent propositions proposed in previous researches. The proposed model is preliminarily validated by some toy-problem simulations. In the OLT model, the leader is assigned as a project manager. The results show that a proper leader can effectively improve the learning process and the result-in performance, in which the team learning is mainly affected by both the leader and the majority in a team. Based on our findings, two propositions are concluded accordingly: (1) Learning of a team would be enhanced if a proper leader is assigned; (2) The effectiveness of learning would increase in a team, in which the members retain explorative attitudes.

• Journal of Technology Innovation
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• v.13 no.1
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• 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.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.4
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• pp.149-160
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• 2018

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team's demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader's teamwork behaviors and each team's climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.

• Journal of Engineering Education Research
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• v.24 no.1
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• pp.3-14
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• 2021

The purpose of this study is to analyze the characteristics of efficient problem-solving teams and inefficient problem-solving teams using SYMLOG. In this study, 35 college students majoring in engineering education at C university were organized into 7 teams and carried out technological problem solving projects over one semester. Based on the results of the team project, the top 2 teams were defined as efficient problem solving teams and the bottom 2 teams were defined as inefficient problem solving team, and analyzed the characteristics of the team using SYMLOG. The main results are as follows: First, an analysis of SYMLOG from efficient problem solving teams and inefficient problem solving teams showed that there was a difference between self-awareness and others' perception in terms of U(Upward)-D(Downward) dimension. Second, in the inefficient problem solving teams, there was a significant difference between self-awareness and others' in the F(Forward)-B(Backward) dimension. Third, there was no difference between self-awareness and others' in both efficient and inefficient teams at the P (Positive)-N(Negative) dimension. Fourth, an efficient problem-solving team had a clear leader, and there was a team member who supported the leader. On the other hand, the inefficient problem-solving team did not have a clear leader, or one person played the role of leader and there were no team members supporting the leader.

• Management & Information Systems Review
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• v.31 no.2
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• pp.199-230
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• 2012

This study introduced trust dimension as a mediating variable and analyzed in order to investigate the empirical mechanism on the process of leader's emotional intelligence which is a emotional factor to produce organizational effectiveness. Based on the empirical analysis, first of all, this study found whether the team leader's emotional intelligence gives an influence on the subordinate's trust in leader. Secondly, this study examined the multidimensionality of trust by selecting subordinate's cognition-based trust and affect-based trust on the team leader as mediating variables between team leaders's emotional intelligence and subordinate's affective commitment, organizational citizenship behavior. I found the theoretical implications based on this study; first, from the view on cognition-based and emotion-based trust, the integrated verification of the process of the trust in leader as a mediating role, second, verification of the relationship between leader's emotional intelligence and trust in leader which was not studied before, third, the methodological try to prevent from the common method bias problem through the evaluation of a team leader on a subordinate's organizational citizenship behavior. This study also suggested the ways to apply those theoretical implications to human resource management.

• Korean Journal of Clinical Laboratory Science
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• v.50 no.1
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• pp.54-62
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• 2018

In the 2000's, due to a change in hospital management strategy, the organizational structure shifted from a hierarchical system to a team system. While the hierarchical system is characterized by being activity centered, job title linked, and vertically managed, the team system is characterized by being competency centered, job title segregated, and horizontally managed. The job titles of medical technologist manager was surveyed three times in 1997, 2007, and 2017. It has been confirmed through staff members working at 24 hospitals in more than 500 beds in the metropolitan area. The results of job titles follow are as follow: "Team Leader; Part Leader" 14/24 (59%), "Chief Technologist; Area Head Technologist" 7/24 (29%), and "Chief" 3/24 (12%). The present authors propose an alternative name based on the team system to refine the three job titles currently used by medical technologists. First, the Chief Technologist is unclear if it refers to the Technologist General Manager or Technologist Manager. The Chief Technologist should be changed to "Team Leader". Second, given that Area Head Technologist or Section Chief are on the same position as Head Nurse, we suggest that Area Head Technologist or Section Chief should be changed to "Part Leader". Third, while the organization regulation is marked merely as Department of Laboratory Medicine according to the hierarchical system, it is marked as Laboratory Medicine Team according to the team system. Medical technologists come to have more belongingness, feeling of solidarity, and intimacy under the team system.

• 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.

• Journal of Internet Computing and Services
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• v.19 no.5
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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.