• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.5
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• pp.51-63
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• 2020

In this study, the objective of the study was to verify how college students' entourage and transformational leadership can affect employment and entrepreneurship perception. In addition, with the coronavirus infection, which has a widespread global impact over the past few months, we want to see how the social issue of pandemic affects the personal characteristics of college students and their perceptions of employment and entrepreneurship. Research Results University students with high entrepreneurship and transformational leadership perceived the social issue of the Corona 19 pandemic as a crisis, which is comparable to the economic crisis, and rather than cringe, adapting to the shift of a new paradigm, new job opportunities or opportunities for entrepreneurship It was found to be an opportunity to recognize as. As the untact society is expected to become a new normal, securing new employment and entrepreneurship opportunities is emerging as an important factor through cultivation of entrustment and transformational leadership. The results of this study are based on the need for practical education on entrepreneurship and transformational leadership, such as creating a business model to strengthen the ability to'explore opportunities' to explore opportunities in crisis for potential entrepreneurs and college students with potential employment potential. Is suggesting.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.12
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• pp.164-172
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• 2017

This study was conducted to compare physical fitness, self-esteem, organizational commitment and transformational leadership among non-smoker and smoker ROTC cadets. This study used 425 questionnaires from male grade 3 and 4 ROTC cadets of 12 universities located in P city and G-do. Data were collected from May 1 to June 23, 2017. The data were analyzed by SPSS/WIN 23.0 using a ${\chi}^2-test$, independent t-test, and Pearson's correlation coefficient. Running 3km (t=3.26, p=0.046), self-esteem (t=1.06, p=0.003), organizational commitment (t=2.57, p<0.001) and transformational leadership (t=3.98, p<0.001) were significantly lower in the smoking group than the non-smoking group. There was a positive correlation between self-esteem, organizational commitment, and transformational leadership in both non-smokers and smokers. Therefore, to practice smoking cessation for the health promotion of ROTC cadets smokers, it is necessary to develop an effective education and intervention program that can enhance self-esteem, organizational commitment and transformational leadership.

• The Journal of the Korea Contents Association
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• v.17 no.1
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• pp.299-336
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• 2017

The purpose of this study is to identify the differential effects of transformational leadership and organizational justice on psychological contract breach and work engagement, and to suggest practical implications. To this purpose, this study theoretically references equity theory which recognizes the relationship between organizational input and output, social exchange theory which explains the exchange relationship between members and organization, and job demand-resource (JD-R) model that combines job demands and job resources. A empirical study was conducted on 277 employees at 18 companies of diverse industries including manufacturing, distribution, and finance, and to eliminate the common method bias problem, the dependent variable was measured using peer evaluation. The results of this study showed that: 1) both transformational leadership and organizational justice had a significant positive effect on work engagement and significant negative effect on psychological contract breach; and 2) psychological contract breach played a partial mediating role in the relationship between transformational leadership and work engagement as well as between organizational justice and work engagement. Therefore, this study suggests that, as organizational justice has stronger influence on work engagement and psychological contract breach than transformational leadership, organizations should not only train its leaders but also guarantee fairness.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.10
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• pp.3707-3720
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• 2010

This research is about evaluate how leadership is influence the organizational effectiveness through the process. Process is set sub factors of transformational leadership as independent variable, set sub factors of organizational effectiveness as dependent variable, and set trust as relationship between members of organization for leader in relationship between most important person at organization(work place) and work, also, set self efficacy as relationship between members of organization and work to find out how these two elements are working. As result of research, all of sub factors of independent variables are effect on trust, then trust is positive effect on organizational effectiveness. However, all of the sub factors of transformational leadership didn't give meaningful effect on self efficacy. However, trust is effect on self efficacy, and as a result, self efficacy is positive effect on every sub factors of organizational effectiveness.

• Journal of Preventive Medicine and Public Health
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• v.52 no.3
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• pp.161-169
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• 2019

Objectives: The objective of the present study was to validate a shortened transformational leadership (TL) scale (12 items) comprising core TL behaviour and to test the associations of this shortened TL scale with depressive symptoms. Methods: The study used cross-sectional data from 1632 employees of the overall workforce of a middle-sized German company (51.6% men; mean age, 41.35 years; standard deviation, 9.4 years). TL was assessed with the German version of the Transformational Leadership Inventory and depressive symptoms with the Hospital Anxiety and Depression Scale (HADS). The structural validity of the core TL scale was assessed with confirmatory factor analysis. Associations with depressive symptoms were estimated with structural equation modelling and adjusted logistic regression. Results: Confirmatory factor analysis and structural equation modelling showed better model fit for the core TL than for the full TL score. Logistic regression revealed 3.61-fold (95% confidence interval [CI], 2.20 to 5.93: women) to 4.46-fold (95% CI, 2.86 to 6.95: men) increased odds of reporting depressive symptoms (HADS score >8) for those in the lowest tertile of reported core TL. Conclusions: The shortened core TL seems to be a valid instrument for research and training purposes in the context of TL and depressive symptoms in employees. Of particular note, men reporting poor TL were more likely to report depressive symptoms.

• Journal of Digital Convergence
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• v.19 no.4
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• pp.443-455
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• 2021

The purpose of this study was attempted to conduct a meta-analysis on the antecedents factors of transformational leadership of nursing unit managers. Literature was collected according to the PRISMA guidelines, and the antecedent factors of 23 studies were analyzed. The results showed that the total 23 studies large effect size (ESzr=.54). Antecedent factors were classified into three categories, and the organization-related variables group had the largest effect size (ESzr=.56). This study is an integrated presentation of the effect size of the antecedent factors of transformational leadership through a meta-analysis and the results of this study are expected to be used as a basis for developing intervention programs for nursing unit managers' transformational leadership improvement.

• Journal of Korea Entertainment Industry Association
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• v.13 no.6
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• pp.33-44
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• 2019

In this rapidly changing era of infinite competition, many companies highlight the importance of internal resources to secure competitiveness. Especially in the service industry, because hotel employees provide service face-to-face with customers, their attitude at the moment of truth directly affects the customers satisfaction and consequently it is directly related to the survival and development of organization. The purpose of this study is to investigate the effect of transformational leadership of hotel managers on self-efficacy, organizational commitment, and job performance. This research aims to provide theoretical and practical implications through the exercise of manager's leadership in the hotel industry. As a result of the analysis, transformational leadership, self-efficacy, and organizational commitment have partially significant positive(+) effect on job performance. Thus, hotel managers should present a strong vision, establish the sense of target and show a careful and persistent interest on individuals to derive voluntary participation and creativity.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.1
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• pp.29-38
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• 2016

The purpose of this study is to review the relationship between transformational leadership(charisma, individual consideration, intellectual stimulation, inspiration) and knowledge management, and the moderating effect of social(trust and interaction) in small business. In order to verify and achieve the purposes mentioned above, questionnaire data are gathered and analysed from 311 subjects in Kangwon-do province. Multiple regression and multiple hierarchical regression analysis were applied to test these hypotheses: 1) the relationship between transformational leadership and knowledge management, 2) the moderating effect of trust on the relationship between transformational leadership and knowledge management, 3) the moderating effect of interaction on the relationship between transformational leadership and knowledge management. Empirical survey's findings are as follows; First, individual consideration and inspiration leadership appeared to be positively related with all knowledge management(knowledge creation, transfer, application). Second, charisma was verified to be positively related with knowledge creation only. Third, charisma and inspirational leaderships were more positively with knowledge creation in higher trust group than in lower trust group. Fourth, intellectual stimulation and inspirational leaderships were more positively with knowledge creation in higher interaction group than in lower interaction group. Fifth, individual consideration was more positively with knowledge application in higher interaction group than in lower interaction group.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.2
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• pp.135-149
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• 2019

Today, a growing number of companies are in trouble because leaders are lack of authentic leadership. Small and midium sized companies have the same issue. To correct the issue, there must be a real change in the relationship between managers and employees of the company as well as outside the company. In 21st century, authentic leadership is required. However, the research about determinants of change supportive behavior is not sufficient. Therefore, the purpose of this study is how manager's transformational leadership and authentic leadership affects change supportive behavior of employees in small and midium sized companies. The study also has to prove the role of positive psychological capital as a parameter. Data were collected from 424 employees working for small and midium sized companies in metropolitan area around Seoul and Gyeonggi. The data were analyzed using statistical package SPSS ver.21.0 and AMOS ver.18.0. Based on the research, First, the transformational leadership does not affect the change supportive behavior. However, authentic leadership affects the change supportive behavior. Also, positive psychological capital playes a role as parameter when transformational and authentic leadership, that are independent variable, affect change supportive behavior. On the other hand, the research shows that authentic leadership has more influence than transformational leadership on positive psychological capital. Transformational leadership without genuine attitude cannot affect change support behavior of employees in small and medium sized companies. Therefore, to affect change supportive behavior of employee, authentic leadership with genuine mind is required. After discussing the conclusions and implications of this study. the direction of the study for the follow - up study was suggested.

• The Journal of the Korea Contents Association
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• v.16 no.10
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• pp.730-744
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• 2016

This study attempt to test not only the impact of leadership(second-level supervisor's ethical leadership, immediate supervisor's transformational leadership) on followers' proactive behavior, but also the effect second-level supervisor's ethical leadership on leader's transformational leadership(i.e. TL). In particular, immediate supervisor's TL is explored as a mediating variable in the relationship between second-level supervisor's ethical leadership and followers' proactive behavior. The summary of the hierarchical regression analyses results was as follows: First, the paper showed that second-level supervisor's moral behavior was positively related to immediate supervisor's TL. But behavioral integrity and consistency across contexts was not found to play a unique role in predicting immediate supervisor's TL. Second, second-level supervisor's moral behavior was a positive impact on employee' taking charge behavior and helping behavior. and behavioral integrity was a positive impact on employee' taking charge behavior. But consistency across contexts was not found to play a unique role in predicting proactive behavior. Third, immediate supervisor's TL was a positive impact on employee' taking charge behavior and helping behavior. Finally, the effects of second-level supervisor's moral behavior on employee' proactive behavior were mediated by immediate supervisor's TL. Theoretical and practical implications of our findings as well as directions for future research are provided.