• Journal of Industrial Convergence
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• v.8 no.2
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• pp.27-39
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• 2010

After reviewing the existing literature on team coaching, I propose a new model with two distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when coaching inventions are most likely to have their intended effects.

• International Journal of Contents
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• v.8 no.1
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• pp.95-99
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• 2012

Interior design companies in Seoul, Korea, senior level designers-designers shared leadership model has not been implemented by the design management. The whole interior design companies are worked each by a leadership team consisting of senior level designers, contractors and designers, being accountable for company, workers, and budgets. The results for workers' opinion in leadership positions were evaluated. All 154 leading workers of all professional teams were anonymously interviewed with a questionnaire containing 45 items regarding their satisfaction with this new shared leadership model. The response rate was 96.2%. After all, the leading workers were satisfied with the shared leadership model both in their own designing practice and in general. Non-design workers were comprehensively more in favor of quite a few aspects of shared leadership than senior level designers, but even the latter reported to be generally satisfied. However, both professional teams estimated leading positions to be only modestly attractive. The consequences yield some evidence that the transform from traditional leadership models to the senior level designers -designers shared leadership model may have advantages in the management of interior design companies. Furthermore, there is a need for greater clarity about precisely what we mean by shared leadership and also a deeper exploration of potential challenges arising from shared leadership models if we are to try to come to terms with their practice.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.1
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• pp.135-145
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• 1992

The relationships among leadershipm leader-subordinate interpersonal communication and outcomes in research teams were investigated for six research institutes sponsored by the Korean Government, Consideration and initiating structure of leader behavior were used as leadership dimensions. Subordinate satisfaction with supervision and with work, and project success were considered as outcomes in research team. Leader-subordinate interpersonal communication was positively related to both of consideration and initiating structure of leader behavior. Outcomes in a research team were differently related to the communication according to leadership types. Finally, several theoretical and managerial implications are discussed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.53-70
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• 2006

This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.157-179
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• 2006

Recently, as business becomes more dependent on information technology for their operations, SI project managers are under increasing pressure to implement SI projects on time and within budget, and to satisfy customer requirements. For the success of SI projects and customer satisfaction, SI project managers should master the critical shills and knowledge requirements and consider the proper leadership style to lead the team members and to manage SI projects. The leadership style includes four categories, such as directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. This study has examined the project managers' competency and suggests the three competency factors, which are technical, human, and conceptual shills, for the success of SI projects and customer satisfaction. The study suggests that SI project managers should master the three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of SI projects. Also SI project managers should consider contingency factors such as project size and duration and outcome variables such as protect performance and customer satisfaction so as to enhance the leadership effectiveness.

• The Journal of Economics, Marketing and Management
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• v.8 no.4
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• pp.37-45
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• 2020

Purpose: This study aims to clarify the concept of entrepreneurial leadership by reviewing the relevant existing studies, and to examine changes in entrepreneurial leadership research through review and statistical analysis on the articles published in Korean and international journals. Research Design, Data, and Methodology: Among the papers published between 2010 and 2020, 8 Korean studies and 42 international studies (UK and US) that clearly identify entrepreneurial leadership as research topic were analyzed. Results: Examinations on the yearly trends, keywords, and research methods reveal that research on entrepreneurial leadership is increasing recently with the emphasis on the statistical analysis. Keyword analysis shows high frequency of team and innovation for domestic research, while overseas research focuses on entrepreneurship, leadership, and gender associated keywords. Conclusions: This study has confirmed that overseas studies employ various methodologies, focusing on statistical analysis and that the effect of entrepreneurial leadership are in progress. For domestic cases, studies on entrepreneurial leadership are limited in number. Research topics and methods are areas that need further improvements. Research on entrepreneurial leadership has recently begun, requiring diversity in the subjects and methods for future development

• Knowledge Management Research
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• v.20 no.1
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• pp.133-153
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• 2019

Due to the uncertainty of dynamic business environment, modern organizations have been giving attention to dynamic capabilities beyond traditional notion of core competence. Among them, absorptive capacity and boundary-spanning activity are considered the most important. The former refers to activities regarding acquisition, assimilation, transformation and exploitation of internal and external knowledge. The latter is composed of boundary-loosening and boundary-tightening activities to detect internal or external information and then to preserve, protect, or acquire resources. Thus, both have achieved wide recognition as a potential source of change and innovation. This study investigated the cross-level relation between boundary-spanning leadership at team level and absorptive capacity at individual level. We also explored self-efficacy and extra-role behavior that can affect employees' absorptive capacity. To test multi-level analysis, the survey data were collected from 862 members in 137 teams of different firms. Results revealed that boundary-spanning leadership had the positive cross-level impact on absorptive capacity in the team context. Moreover, absorptive capacity was positively associated with self-efficacy and extra-role behavior at individual level. Based on these findings, we provided theoretical and practical implications to address rapidly changing environments and discussed limitations of this paper for further research.

• The Korean Journal of Franchise Management
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• v.6 no.1
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• pp.42-68
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• 2015

As franchise industry has grown, the role of a supervisor who is a contact point between franchisor and franchisees has become more vital to success of the business. This research, focusing on his/her specific role, explores communication type, leadership type, and followership type of the supervisor in relations with the organization, franchisor, and franchisees, respectively. Furthermore, we compared performance of franchises by the three types above through the franchise contract management leverage (FCML) which reflects business performance both qualitatively and quantitatively. According to the analysis on supervisors of a franchise business, 'Ganiyeok', the majority of supervisors' communication type were either supportive style or directive style. For the leadership type, team-type and impoverished-type leaders were the majority, while effective or passive followership appeared highest in followership type. In addition, supportive supervisors in communication style, team-type supervisors in leadership style, and effective supervisors in followership had highest FCML, while reflective and directive styles, impoverished style, and passive style had lowest FCML. Primary goal of a franchise business is stable profit generation. This study not only examined what characteristics supervisors need and which style is insufficient, but also proposed tailored solutions for each style. Thus, we confirmed that debates on franchise can be approached in perspective of both communication and business, and we further suggest diverse approaches on future franchise business.

• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1731-1736
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• 2004

The purpose of this article is to introduce a useful methodology of effective goal-setting for the team-level units. As a way to overcome some common symptoms in terms of Strategic Performance Evaluation System such as lack of knowledge on goal-setting, disconnection of process, problem of judging the degree of difficulty about objectives, limits of staff departments evaluation, fairness and authority of evaluators, weakness in coaching technique, and quantity or figure-oriented evaluation, to name a few, and to seek a more plausible goal-setting methodology, the author suggests a persuasive goal-setting concept: VAR(Value-Added Results). VAR, as the end-results, is the team contributions that add value to the organization, and it results from the team's activities. In addition to these goal-setting technique based on the concept of value-added results, several aspects should be improved for Strategic Performance Evaluation System to be implemented more effectively. They are: 1) shift from MBO to MP & D(Managing Performance & Development), 2) impartial exercise of evaluation authority as a organizational public assets, 3) reinforcement of maternal leadership and servantship instead of paternal leadership, 4) utilization of IT-based evaluation system.

• Journal of the Korean Data Analysis Society
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• v.20 no.6
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• pp.2781-2792
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• 2018

From a cognitive perspective, this study investigates the role of emergent leaders in developing team cognition and affecting team performance. With application of the cognitive complexity theory, this study hypothesizes that emergent leaders' cognitive complexity will be positively associated with team cognitive complexity, and that team cognitive complexity will be positively associated with team performance. In addition, team cognitive complexity is hypothesized to mediate the effect of the cognitive complexity of emergent leaders on team performance. To test the research hypotheses, data were obtained from 100 teams comprising a total of 339 undergraduate students who participated in a business simulation game. The findings of this study suggests that the cognitive complexity of emergent leaders is a significant predictor of team cognitive complexity, and that team cognitive complexity is positively related to team performance. Moreover, team cognitive complexity significantly mediates the effect of emergent leaders' cognitive complexity and team performance.