• The Journal of Society for e-Business Studies
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• v.4 no.1
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• pp.117-143
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• 1999

As information technology becomes an increasingly intrinsic part of business operations and it's use has grown more widespread and ingrained, the demand for study on the CIO's leadership increases.. This study was accomplished to analyze the effect that CIO's transformational and transactional leadership have on leadership performance in pursuit of the ideal leadership required of CIO. The study results reveal the followings. First, CIO's transformational. transactional, and laissez faire leadership is statistically related with leadership performance. Especially, the transformational leadership was more correlated with leadership performance than transactional leadership. Second, leadership performance both of transformational leader and transactional leader was higher than than of laissez faire leader. But leadership performance between transformational leadership and transactional leadership was not statistically significant. Third, many CIOs turn out to possess both transformational and transactional leader's trait, and therefore, the subjects were categorized into the three groups such as: purely transformational leaders, purely transactional leaders, and transformational-transactional leaders. The result shows that leadership performance was high in order of transformational-transactional leader, purely transformational leader, and purely transactional leader. It reveals that leaders possessing both transformational and transactional leadership were more acceptable than the others to the subordinates.

• 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.

• Culinary science and hospitality research
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• v.23 no.3
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• pp.63-76
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• 2017

The study intended to investigate the relationship between transformational leadership and creativity of cooks with transformational leadership as antecedent variable. Transformational leadership has been assessed positively in variable studies as a leadership to improve employee's creativity. The authors also tried to explore structural relationships among transformational leadership, intrinsic motivation, and creativity by identifying the meditating role of intrinsic motivation in the relationship between transformational leadership and creativity of cooks. The study subject was CJ FOODVILLE, which is a representative company with its size, sales, and recognition as a domestic restaurant business. A survey was conducted with employees who were working as a cook in restaurants operated by CJ FOODVILLE in metropolitan areas. The results of the study showed that charisma and intellectual stimulation of transformational leadership positively influenced intrinsic motivation, but inspirational motivation and individualized consideration did not significantly influence intrinsic motivation. In addition, the four elements of transformational leadership did not significantly affect creativity. The findings of the study show that intrinsic motivation played a role as a mediation among charisma, intellectual stimulation, and creativity of transformational leadership. Therefore, the findings of the study suggested intrinsic motivation as an important factor affecting creativity of cooks.

• International Journal of Advanced Culture Technology
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• v.7 no.4
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• pp.137-144
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• 2019

The Leaders in organization play various core roles in workers' performance and organizational performance. A leader presents a vision and a direction to enable members to achieve higher performance. Especially, transformational leadership suggests members a strong vision and influences them to have identification with the organization. Based on previous researches, transformational leadership is a close connection to identification with job and organization satisfaction. This study explains the influence of the university professors' transformational leadership on students' university satisfaction and university identification. In this study, the subjects of statistical analysis are Chinese international students studying in Korea. As a result, first, professors' transformational leadership enhanced the level of students' university satisfaction. Second, university identification had a partial mediating influence on the relationship between professors' transformational leadership and students' university satisfaction. Professors' transformational leadership had an influence on the students' identification with their universities. Through this process, students become aware of identification and more satisfied with their universities. As a result of the transformational leadership of the professor, the identification and satisfaction of the international students will be improved and they will be better able to adapt to their study life and achieve high results. The purpose of this study is to emphasize the roles of transformational leadership as a necessary leadership for the successful study abroad life of Chinese students studying in Korea today.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.127-137
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• 2022

Purpose - The purpose of this research is to test the impact of transformational leadership on subordinates' performance (job performance and creativity) in Chinese companies. In addition, it intends to verify the mediating effect of subordinates' organizational identification on the relationship between transformational leadership and employee performance. Research design, data, and methodology - To this end, a survey was conducted on the members of Chinese companies. Out of 400 returned responses to the final questionnaire, 349 were used for analysis after excluding invalid responses. Data were analyzed using SPSS 24 and AMOS 24. Result - The analysis results are as follows. First, transformational leadership has a direct effect on subordinates' job performance and creativity. Second, transformational leadership was found to increase subordinates' organizational identification. Third, the mediating effect of organizational identification was verified in the relationship between transformational leadership and performance (job performance and creativity). Conclusion -This study analyzed the effect of the transformational leadership on subordinate's job performance and creativity amid the deepening of China's market economy policies after economic opening. The study expands the related studies.

• International Journal of Advanced Culture Technology
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• v.11 no.1
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• pp.74-81
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• 2023

Based on the hypothesized model and the data obtained from the questionnaire, this paper analyzed the data using the statistical analysis software SPSS 25.0 and AMOS 20.0 to empirically prove the relationship between the variables of transformational leadership, organizational support, organizational justice, and employee engagement. It was found that: First, transformational leadership has a significant positive effect on employee commitment; Second, transformational leadership has a significant positive effect on perceived organizational support. Third, perceived organizational support has a significant effect on employee commitment; Fourth, in the relationship between transformational leadership and employee commitment, the mediating effect of perceived organizational support on them holds; At last, organizational justice plays a moderating role in the relationship between transformational leadership and the perceived organizational support. This study enriches and integrates the theoretical systems and research categories of employee engagement, organizational justice, transformational leadership, and perceived organizational support.

• Journal of the Korean Home Economics Association
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• v.44 no.5 s.219
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• pp.9-19
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• 2006

The purpose of this research was to investigate factors related to the child care center director's transformational leadership and differences of the awareness about transformational leadership between child care center directors and teachers. A survey was conducted using the questionnaire developed by Lee suk-kyung (1997). Results of this research showed that type of child care center, number of children in the program, director's age, educational degree and years of career related to child care, affected the child care director's transformational leadership as recognized by themselves. From a teacher's point of view, director's transformational leadership was influenced by director's age, educational degree, and years of career related to child care. In addition, different level of awareness about director's transformational leadership between child care directors and teachers was found. Based on the result, a program to enhance director's leadership is strongly needed.

• Journal of Fisheries and Marine Sciences Education
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• v.28 no.1
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• pp.150-161
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• 2016

The purpose of this study was to investigate the relationship among kindergartens' organizational culture, directors' transformational leadership, teachers' creative personality and teaching flow. The participants of this study were 289 kindergarten teachers in Busan. They completed the survey questionnaire composed of kindergartens' organizational culture scale, directors' transformational leadership scale, teachers' creative personality scale and teaching flow scale. The collected data were analyzed by descriptive statistics, Cronbach's alpha, Pearson's correlation, and multiple regression. The results were as follows: First, there were significant relations among kindergartens' organizational culture, directors' transformational leadership, teachers' creative personality and teaching flow. Second, kindergartens' organizational culture, directors' transformational leadership and teachers' creative personality affected teaching flow of kindergarten teachers. From the findings, it can be suggested that kindergartens' organizational culture, directors' transformational leadership and teachers' creative personality are critical variables to improve teaching flow of kindergarten teachers.

• Korean Journal of Child Studies
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• v.30 no.5
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• pp.23-39
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• 2009

This study examined influences of teacher's transformational leadership, and their trust and empathic understanding on children's learning motivation. Participants were 513 $5^{th}$ and $6^{th}$ graders from Seoul, Buchon and Inchon. Data were collected via questionnaires and analyzed by descriptive statistics, Pearson's correlation, and multiple regression analysis. Results showed that (1) Teacher's transformational leadership, trust and empathic understanding were positively related to children's learning motivation. (2) Teacher's transformational leadership was the strongest predictor for children's learning motivation. (3) Teacher's transformational leadership had a direct influence on children's learning motivation empathic understanding mediated between teacher's transformational leadership and children's learning motivation.

• Journal of Korean Academy of Nursing Administration
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• v.11 no.3
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• pp.315-322
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• 2005

Purpose: The purpose of this study was to investigate the impacts of psychological empowerment and transformational leadership on organizational commitment among hospital nurses. Method: The sample consisted of 279 nurses from 3 university affiliated hospitals. Data were collected with self-administered questionnaires and analyzed using Pearson correlation and hierarchical regression. Result: Transformational leadership has greater influence on organizational commitment for nurses. Psychological empowerment and three transformational leadership(charisma, individualized consideration and inspiration) has direct effects on organizational commitment. Psychological empowerment did not interact the relationship between transformational leadership and organizational commitment. Conclusion: The results imply that nurse managers should exercise transformational leadership and empowering behaviors for nurses to be committed in organization.