• 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.

• The International Journal of Costume Culture
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• 제13권1호
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• pp.12-22
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• 2010

As an influential political leader, Queen Elizabeth II holds the link between past queens and today's women political leaders and her dress represents so much in accordance to her role. It is important to analyze the dress and role enactment of Queen Elizabeth II in order to provide a guide to the future women political leaders all over the world. The Queen's dress helps her show tradition which has developed over one thousand years of history. She represents Britain to the world focusing on national identity and unity. The Queen always distinct herself from the rest of the world to show the pride of British Monarch, but when she is visiting other counties for diplomatic relationships she would surely show a friendly gesture on her dress to assimilate herself with that country. Also, same as all other women, the Queen seeks practicality in her dress. Therefore, I was able to classify the Queen's dress into jive groups as a way of role enactment. They are tradition, representation, distinction, assimilation, and practicality.

• 품질경영학회지
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• 제50권4호
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• pp.777-792
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• 2022

Purpose: This paper investigates the effects of leader feedback on employee creative problem-solving behavior. It also explores the relevant conditions that maximize the above relationship from the psychological trait and task nature perspectives. Specifically we examine how employee feedback acceptance and task complexity moderate the relationship between leader's feedback behavior on follower creative problem-solving behavior. Finally the three-way interaction among leader's feedback behavior, employee feedback acceptance and task complexity is analyzed for the best conditions to maximize the positive effect of leader's feedback on creative problem solving behavior. Methods: This paper used a cross-sectional design with questionnaires administered to 411 employees working in Korean manufacturing and service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among leader's feedback behavior, follower feedback acceptance and task complexity on follower creative problem-solving behavior. Results: The empirical results of the paper indicated that the leader feedback behavior had enhanced employee creative problem-solving behavior. It was also found that follower feedback acceptance and task complexity positively moderated the relationship between leader's feedback and follower problem solving behavior. In addition, the test of three-way interaction effects also revealed that the higher the levels of both employee feedback acceptance and task complexity, the greater the positive effect of leader feedback behavior on employee creative problem solving behavior. Conclusion: This paper contributes to the leadership and creativity literatures by identifying the role of leader's behavior enhancing employee creative problem-solving behavior and the specific conditions strengthening the positive effect of leader feedback behavior on employee creative problem-solving behavior.

• 시큐리티연구
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• 제5호
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• pp.243-261
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• 2002

The role of security guard leader, it cannot be too emphatic as security supervisor who are training security guards and leading. It is also important that security guard leader make activity to a profession of private security by a professional training. An object of this study present satisfaction of training and make clear a developing plan positively through a survey about basic training of security guard leader. A method of this study, This paper used theoretical study, literature study and analyzed data of survey. This study will lead a important of private security of korea suggested a developing plan about training of the security guard leader by a following study.

• 농촌지도와개발
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• 제12권1호
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• pp.69-81
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• 2005

The objectives of this study were to measure role conflict of 4-H leaders and to verify the differences of role conflict and self-efficacy according to individual characteristics. The data were collected from 99 leaders who took charge of guiding 4-H youth organization in school as teacher advisor. The statistical techniques used for this study were frequency, t-test, one-way analysis of variance and correlation. The major findings of this study were as follows; 1) The 4-H leaders had some role conflict and role ambiguity in guiding youth activities in the school. 2) The leader advisor group with teaching experience of $5{\sim}9$ years showed higher role conflict and lower role ambiguity. 3) The 4-H leaders with age over 45 felt higher role conflict and lower role ambiguity. 4)The leaders' self-efficacy was positively correlated with self esteem, and negatively associated with role ambiguity.

• 한국안전학회지
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• 제17권2호
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• pp.100-105
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• 2002

This study proposed and examined a model in which perceived organizational support and leader-member exchange are linked to safety communication safety commitment, and accidents. In addition, a moderating effect of role overload in the relationship between safety communication and safety commitment and that of performance monitoring in the relationship between safety commitment to accidents. Data were collected from 193 workers in a railroad company. The results indicated that the goodness of fitness of the proposed model was acceptable. More specifically, both perceived organizational support and leader-member exchange were significantly related to safety communication and safety communication was, in turn, significantly related to safety commitment which was ultimately related to accidents. Also, the moderating effects of both role overload and performance monitoring were found. Implications of these findings for safety and the possible roles of variables in the organizational level are discussed.

• 수산해양교육연구
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• 제22권3호
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• pp.460-475
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• 2010

Professionalizing the teaching workforce has been recognized as one of the primary factors to reforming public education. In response to this challenge, it has been emphasized that an educational leader's role is to support professional learning communities more effectively. Although the academia of educational administration has increasingly drawn the significance of a teacher's professional development, understanding of an educational leader's role and contribution to this effort is quite limited and unclear. This article examines what factors and barriers affect teachers' participation in professional learning communities from the voices and experiences of teachers. The analysis found 1) identification, 2) autonomous will, 3) practical solution for factors to participation and 1) lack of theoretical foundation, 2) financial burden, 3) insufficient time for barriers to participation. In conclusion, the author suggests the strategies for an educational leader who has an important role in developing a teacher's professionalism: 1) create a strong network of university professors and other experts for career advice, 2) make an institutional effort to stimulate teachers' motivation to learn; 3) decrease the teachers' workload, 4) build a synthesized and consolidated system to establish communities.

• 한국콘텐츠학회논문지
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• 제16권12호
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• pp.422-445
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• 2016

감정노동에 관한 연구의 대부분이 서비스 종사원의 감정노동에 집중되어져 왔다. 그렇지만 본 연구는 리더의 감정노동에 대한 선행연구를 토대로 리더의 감정노동이 부하의 직무몰입에 미치는 영향과 그러한 관계에서 부하의 심리적 자본의 매개역할을 검증하였다. 또한, 리더의 감정노동과 부하의 심리적 자본관계에서 상사-부하의 관계의 질의 조절효과를 검토하였다. SPSS24.0과 AMOS24.0프로그램을 활용하여 국내 통신서비스회사와 관련 업체를 대상으로 496명의 데이터를 수집하여 분석하였다. 그 결과 리더의 감정노동은 부하의 직무몰입과 심리적 자본에 긍정적인 영향을 미치는 것으로 확인하였다. 구체적으로 리더의 내면행위와 표면행위가 부하의 직무몰입에 긍정적인 영향을 미쳤다. 특히, 리더의 감정노동(내면행위)은 부하의 심리적자본에 유의미한 영향을 미쳤고, 리더의 감정노동과 부하의 직무몰입 관계에서 부하의 심리적 자본은 매개역할을 하는 것으로 확인하였다. 마지막으로 리더의 감정노동과 부하의 심리적 자본 관계에서 상사-부하 관계의 질의 조절효과는 관계의 질이 높은 집단에서 유의미한 효과를 확인하였다. 연구의 한계 및 향후 연구방향을 제시하였다.

• 지식경영연구
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• 제14권3호
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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.

• 패션비즈니스
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• 제16권5호
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• pp.88-105
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• 2012

The purpose of this study is to examine the influence of popular culture in fashion politics phenomenon of leader. As study methods the literature study concerning fashion phenomenon and nature of popular culture were used for theoretical background and visual data from magazine, news paper, and internet were used for exploratory study. The results of this study are as follows. First, fashion politics phenomenon of leader in fashion merchandising through the marketing strategy is characterized as commercial profit. These characteristics enable the fashion industry and popular culture affect the formation to provide opportunity. Second, the fashion politics phenomenon of leader projected through mass media are the fashion icons and strong role models that are copied by consumers, conformity the popular, set a powerful fashion trend. The conformity by the mechanism of the interaction of the public will contribute to the formation of popular culture. Third, Semotics symbolism expressed in the fashion politics phenomenon of the leader, the intended message is communicated to the public by creating a positive image. Positive image of the leader of the public support and acceptance is the power to create.