• Quality Improvement in Health Care
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• v.10 no.2
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• pp.144-153
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• 2003

1) Background: The hospitals of modem society, like any other business entities, have to constantly strive to secure their survival from aggressive changes and competition outside. In this unstable environment, effective leadership is one of the most effective strategies for securing organization's growth as well as stability. This study investigated types of leadership (transformational or transactional) that is dominant in medical record departments and compared it's effects on organizational commitment and job satisfaction of their organizational members by types. 2) Method: A questionnaire was developed and mailed to all medical record administrators working at general hospitals throughout the country except department directors (N=450). Of these, 150 useable questionnaires were returned and analyzed by t-test, multiple regression analysis using SPSS. 3) Results: The organizational commitment and job satisfaction were a little bit higher than moderate level, and that of leadership perceived by medical record administrators was also in moderate level throughout types. Significant characteristics (positively) related to organizational commitment and job satisfaction by univariate analysis were marital status (married), position (middle management) and both type of leadership. However transformational leadership was the only significant factor in leadership styles after considering all the factors related to organizational commitment and job satisfaction together by multivariate analysis. 4) Conclusion: The average organizational commitment and job satisfaction of medical record administrators was just in moderate level. Efforts should be made to increase them by improving leadership capacity of medical record directors, primarily by using transformational leadership approach.

• Management & Information Systems Review
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• v.32 no.1
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• pp.153-171
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• 2013

The subjects of following research were 663 medical practitioners working at hospitals or bigger sized medical facilities in Pusan. Among the entire research subjects, it was shown that medical practitioners are notably and positively affected when their supervisors' type of leadership was either servant leadership or transformational leadership. The types of leaderships of supervisors that are recognized by medical practitioners were transformational leadership, transactional leadership, servant leadership. The effect of supervisors' leadership according to different type of role are as following. Under the circumstance of no personal and controlled variables, the each group of different medical occupants showed notable positive effects. Nurses corresponded to transformational leaderships, while admission and discharge corresponded to servant leadership. At the same time, medical technicians were most effected by both servant and transformational leadership.

• Journal of Korean Society for Quality Management
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• v.35 no.4
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• pp.89-100
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• 2007

The Purpose of this study was to investigate the relationship between transformational leadership and organizational citizenship behavior(OCB), and the relationship between transactional leadership and organizational citizenship behavior as well as to test the moderating effects of the Locus of Control(LOC) as the personal characteristics variable. The sample for this study consisted of 356 administrative employees from 18 universities located in Chung-Nam Province. Cronbach's alpha factor analysis, multiple regression analysis and hierarchical multiple regression were used for the statistical methods. The practical implications of the findings and suggestions for future research were discussed.

• The Journal of the Korea Contents Association
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• v.15 no.12
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• pp.447-458
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• 2015

This study is aimed for emprical analyzing (1) the effects of leadership of army commanders on subordinates' job satisfaction and (2) the moderating effects of subordinates' active engagement within the relationship between commanders' transformational transactional leadership and job satisfaction of soldiers, while over 500 combat soldiers throughout the nation are questioned for this analysis. The followings are the summary of findings of this study. The first finding shows that both transformational and transactional leadership have positive impacts on the job satisfaction of the soldiers. In this context, it is recommended that army commanders should apply effectively these behaviors of leadership in order to achieve their goals in military organizations. The second sector of the analysis includes the moderating effect of subordinates' active engagement within the relationship between the commanders' leadership and job satisfaction of the soldiers. The finding of the second analysis shows that subordinates' active engagement has positive moderating effect on the relationship between transformational leadership and job satisfaction. However, it has no moderating effect on the relationship between transactional leadership and job satisfaction. This implies that army commanders should apply the behavioral factors of both leadership styles and encourage active engagement of soldiers in order to enhance the satisfaction of soldiers, focusing more on applying the behavioral factors of transformational leadership.

• The Journal of the Korea Contents Association
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• v.17 no.8
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• pp.490-505
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• 2017

The purpose of this study was to analyze the research trend of transformational leadership published in domestic journals in the last 10 years and to find some implications for future research. For this purpose, 337 research papers on transformational leadership from 2007 to 2016 were reviewed. This study used descriptive statistics by frequency and percentage and a network text analysis method. The findings of the study are as follows. First, the annual average number of papers published was 33. Second, 'human resource management research' was the most common topic. Third, most of the research subjects were business employees. Fourth, the research method trend analysis showed that the highest proportion was in the quantitative research. Fifth, 'transactional leadership' showed the highest frequency as a result of analyzing the keywords presented in the abstract of the paper. Sixth, as a result of analyzing the network texts, those having the trend of being analyzed with a close connections were 'transactional leadership', which had the highest connection to transformational leadership, showing the closest relationship with 'role satisfaction'.

• Management & Information Systems Review
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• v.33 no.5
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• pp.55-70
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• 2014

Recent research on organizational innovation, such as. new managerial processes, practices, suggests it can be an important source of firm's competitive advantage. The challenge is not only offering new products and services, but also changing the nature of management within organizations. In this study, we focus on management innovation at the organization level and investigate the role of transformational leadership behavior as a key antecedent. Transformational leadership may complement an organization''s increasing rigidity by maintaining a sense of meaningfulness in members of the organization, which may be more flourishing to organizational innovation. Due to its prominent role within organizations, CEO has the ability to greatly influence management innovation. In particular, we focus on leadership behavior and examine transformational leadership of CEO. Additionally, as contextual variables like organizational structure(complexity, formalization, centralization) may influence the impact of transformational leadership, we investigate its moderating role. Findings show that transformational leadership behaviors positively contribute to organizational innovation. In addition, our study indicate that less complex, less formal and less central, organizations have benefit more from transactional leadership in strengthening organizational innovation.

• Journal of Korean Academy of Nursing Administration
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• v.8 no.2
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• pp.335-346
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• 2002

Purpose: This study is to analyze the relationship between leadership, empowerment, organizational commitment, and nursing performance. Method: The method of the study is the establishment of the analytical framework of the theoretical model and the hypotheses for the empirical survey, analysis of the data collected by the empirical survey, and the provision of a revised model explaining more clearly the causal relationship between variables. Result: Transformational leadership has greater influence on empowerment and nursing performance than transactional leadership. Self determination and impact of empowerment factors greatly influence on organizational commitment, competence and impact significantly influence on nursing performance, and organizational commitment is closely related to the general nursing affair, the human relationship, and the job as an organizational member. Transactional and transformational leadership, in provision of the revised model by verification of goodness-of-fit of the hypothetical model, affects all parts of nursing performance by intervening competence and self determination of empowerment factors. Especially, transactional leadership directly influences on nursing performance without intervening the empowerment factor. Conclusion: The conclusion of the study is transformational leadership exerts a more positive influence on empowerment, organizational commitment, and nursing performance than transactional leadership.

• Journal of the Korean Home Economics Association
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• v.44 no.8
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• pp.33-45
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• 2006

The main purpose of the current research was to examine the married women's "Family Multifactor Leadership Questionnaire I" which is a new strategy for developing the strength of family. The survey was conducted with three hundred married women who have a child or children attending elementary school, based upon relationship. The main results of the present study are as following. First, the level of the married women's "Family Multifactor Leadership Questionnaire I" tended to be relatively high and they were good at charismatic leadership among sub-dimension of "Family Multifactor Leadership Questionnaire I". Moreover, internal and external controllability and social support turned out to be most influential background variables. Second, the score for the strengths of family that is recognized by the married women appeared to be more than average. It seemed that internal and external controllability, social support, and monthly gross family income were the most influential variables. Indeed, the result of stepwise regression analysis showed that transformational leadership made a comparatively high contribution to the married women's strength of family. Therefore, it is important to keep in mind that married women's leadership development is a main source of maintaining healthy family.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.401-411
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• 2020

Recognizing the vital role of employees in achieving optimal performance and sustainable competitive advantage as expected, organizations need to facilitate high support for employees, implement appropriate leadership styles, and increase affective commitment within the organization. Therefore, the objective of this study is to analyze and explore: (1) the effect of perceived organizational support (POS) on employee performance and affective commitment; (2) the effect of transformational leadership on employee performance and affective commitment; and (3) the effect of affective commitment on employee performance. The covered population in this study were all employees (including managers, supervisors, and functional staff) who worked in the stone milling companies in Central Java, Indonesia. Data obtained in this study were processed statistically employing structural equation modeling (SEM) with the SmartPLS 3 software package. Based on the data analysis results on 103 respondents, this study concluded that POS had a significant effect on affective commitment and employee performance as well as transformational leadership on affective commitment and employee performance. Furthermore, affective commitment also had a significant effect on employee performance. Thus, the results of this study, theoretically and practically, can be used by all parties concerned to improve employee performance and maintain a sustainable competitive advantage.

• Health Policy and Management
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• v.20 no.3
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• pp.73-103
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• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.