• 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 journal of advanced smart convergence
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• v.13 no.1
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• pp.152-161
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• 2024

The purpose of this study sought to determine the impact of shared leadership perceived by organizational members on team effectiveness and team learning behavior. For this purpose, the results of the empirical analysis of 206 organizational members are as follows. First, shared leadership was analyzed to improve team effectiveness. Second, shared leadership had a positive effect on team learning behavior. Third, team learning behavior was statistically significantly analyzed for team effectiveness. This study confirmed the importance of shared leadership, which has a positive impact on team effectiveness and team learning behavior. This may require building a new culture that can demonstrate the inherent leadership of organizational members in the influence relationship between shared leadership, team effectiveness, and team learning behavior. In other words, in order to systematically demonstrate and implement shared leadership, the execution ability of executives, managers, and working-level managers is important. To this end, it is necessary to build an organizational culture that matches the characteristics of the organization and develop and continuously implement human resource development systems and programs that can implement this.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• Journal of Digital Convergence
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• v.14 no.12
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• pp.303-311
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• 2016

This study was to identify the effects of shared leadership on team performance and team commitment of Team-Based Learning(TBL) in nursing students and verify the mediating effects of team trust on the relationships between shared leadership and team performance and team commitment. Data were collected via survey from 99 nursing students to participate in TBL for 6weeks, in June 2016. The major findings were as follows: Shared leadership had a significant correlation with team performance and team commitment and team trust. Shared leadership had a positive effect on team performance and team commitment. Team trust had a partial mediating effect in the relationship between shared leadership and team commitment. The results of study show that shared leadership of TBL is very important for high team performance and team commitment and shared leadership make effect on team commitment under the mediation of team trust. Therefore, it is necessary to increase shared leadership and team trust for high team effectiveness in TBL.

• Journal of Korean Academy of Nursing Administration
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• v.22 no.4
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• pp.353-361
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• 2016

Purpose: The purpose of this study was to investigate the association between self-leadership, team trust, organizational commitment and identify the influencing factors on organizational commitment. Methods: The subjects in the study were 296 conveniently selected general nurses at 2 general hospitals in Chungbuk Province. The measurements included the self-leadership, organizational trust inventory (OTI), and organizational commitment. Results: The mean score for self-leadership was 3.40, the mean score for OTI was 3.61, and the mean score for organizational commitment was 3.07. There were significant correlations among self-leadership, team trust and organizational commitment. Self-leadership had significant correlation with team trust (r=.25, p<.001). Also, self-leadership (r=.34, p<.001) and team trust (r=.31, p<.001) showed significant correlation with organizational commitment. In stepwise multiple regression analysis, age, self-leadership and team trust were included in the factors affecting organizational commitment of clinical nurses. These variables explained 20% of organizational commitment. Conclusion: The results confirmed that nurses' self-leadership and team trust affects significant influences on organizational commitment. Accordingly, in order to enhance nurses' organizational commitment, it is necessary to build effective strategies to enhance self-leadership and team trust for nurses. Such strategies will be able to improve the goal achievement of nursing unit.

• 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 Distribution Science
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• v.20 no.9
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• pp.29-38
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• 2022

Purpose: The purpose of this study to determine the effect of distribution transformational and transactional project manager leadership style on the extra-role performance of project team members using multi-level modelling analysis. Research design, data and methodology: The role of psychological factors as the mediating variable namely is self-efficacy in the effect of project manager's leadership style on the project team members' performance was also studied using the Monte Carlo bootstrapping method. The sample of the study consisting of 370 project team members from 74 contractors registered with the Construction Industry Development Board in the Klang Valley was selected using a simple random sampling and a survey using a questionnaire. Results: The findings showed that the transformational leadership of project managers was a dominant predictor of extra-role performance of project team members. Furthermore, the study show the self-efficacy of project team members acted as a mediator in the relationship between transformational and transactional leadership of project manager leadership on the extra-role performance of project team members. Conclusions: The findings are expected to be used by the relevant parties in planning, arranging and implementing efforts to improve the work performance and ensure that projects are implemented according to the specified specifications.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.10
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• pp.1687-1700
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• 2010

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• Journal of the Korea Safety Management & Science
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• v.14 no.4
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• pp.39-49
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• 2012

The purpose of this study was to investigate the influence of air traffic controller's leadership characteristics and hazardous attitudes on the team effectiveness. The effectiveness make use of team efficacy and team commitment. Leadership characteristics and hazardous attitudes make use of the contents of a CRM manual. The study showed following results. 1) Leadership characteristics has a positive influence on the team effectiveness. 2) Hazardous attitudes has a partially bad influence on the team effectiveness. This study was conducted under the auspice of civil and military ATC facilies and by participation of devoting ATC controller's.