• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.2
• /
• pp.583-593
• /
• 2021

The purpose of this study was to examine the relationship between transformational leadership and organizational performance with readiness to change and empower knowledge sharing quality as mediating variables. The survey was conducted by collecting the respondents' data by filling up forms which were designed using the google form application and collecting it using WhatsApp. This was performed on 400 respondents, encompassing employees from the National Agency of Drug and Food Control in Indonesia. The research model adopted was validated using Structural Equation Modeling technique with AMOS tool. The findings showed transformational leadership as a significant predictor of readiness to change and it proved relevant in empowering knowledge sharing quality, which in turn affects organizational performance. Furthermore, the effects of both two mediating variables was also examined, and only readiness to change significantly influenced the relationship between predictors of transformational leadership and organizational performance. The findings of this study showed the need for transformational leaders as the research focused on understanding the differences in employee character. This is required to encourage better performance by empowering quality knowledge dissemination mechanisms, with continuous in-house training activities. Therefore, the model adopted in this research and the hypotheses prove the direct effect of transformational leadership on organizational performance, achievable through the mediating role of readiness to change.

• Korea Journal of Hospital Management
• /
• v.20 no.1
• /
• pp.1-12
• /
• 2015

This study aims to examine the effect of a change of leadership on internal environment and organization effectiveness and suggest measures on effective organizational management by analyzing a change of leadership before and after 2nd generation management. There was analysis of a difference of leadership type, organizational structure, organizational culture, management resources, job satisfaction, and organizational commitment between the period of the founders and the period of 2nd generation successors by collecting data from employees of 6 hospitals in Seoul. Also there was analysis of the effect of a change of leadership on internal environment and organizational effectiveness. According to the analysis, it was demonstrated that the factor affecting job satisfaction during the period of the founder was complexity of organizational structure, and there were no factors affecting organizational commitment. In contrast, during the period of the 2nd generation successors, it was revealed that transformational leadership, centralism of organizational structure, and human resources of management resources affect job satisfaction, and transformational leadership, complexity of organizational structure, hierarchical culture of organizational culture, and human resources of management resources affect organizational commitment. Further, after the succession from the founders to 2nd generation successors, as transformational leadership increased, job satisfaction rose, and as developmental culture was reinforced and human resources increased, organizational commitment was heightened. Furthermore, as transformational leadership increased and developmental culture was reinforced, organizational commitment was heightened. Namely, as transformational leadership was reinforced resulting from the succession to 2nd generation, employees' job satisfaction and organizational commitment increased, with circumstances aiming for the actual change.

• The Journal of Asian Finance, Economics and Business
• /
• v.9 no.10
• /
• pp.201-214
• /
• 2022

Transformational leadership styles are seen as key to inspiring employees to embrace change, as well as to build a sense of responsibility and autonomy at work. This study aims to examine the impact of managers' emotional capacity on transformational leadership behavior in enterprises in Vietnam. Using quantitative research methodology, through exploratory factor analysis (EFA) and linear structure model (SEM), with survey data of 632 samples who are managers of different levels in the enterprise. Research results show that the emotional capacity of managers has both a direct and indirect impact on transformational leadership behavior through the intermediary factors of knowledge sharing at work and corporate social responsibility for employees. Based on that, the study proposes a number of recommendations to promote transformational leadership behavior in enterprises. The findings of this study have demonstrated the importance and impact of managers' emotional capabilities across multiple dimensions of transformational leadership behavior. These are both theoretical and practical contributions that provide managers with greater insight into their emotional capabilities and the need for transformational leadership behaviors. At the same time, the results of this study will also be an important foundation for further research.

• Journal of Digital Convergence
• /
• v.17 no.8
• /
• pp.187-196
• /
• 2019

This study focuses on the characteristics of culture and art industry organizations that emphasize tradition and artistic values. The purpose is to investigate the relationship between transformational leadership, job meaning and collective efficacy, and to clarify the effect of this study. In order to clarify this relationship, research models and hypotheses were set up based on literature research, and 377 questionnaires were distributed and retrieved for the relevant industry workers. The results showed that transformational leadership had a significant effect on group efficacy. In addition, the influence of transformational leadership on job meaning, the effect of job meaning on collective efficacy, and the mediating effect of job semantics were confirmed. These findings can provide guidelines for organizational change by identifying the effects of transformational leadership on the attitudes of members in the culture and arts industry.

• The Journal of Asian Finance, Economics and Business
• /
• v.6 no.4
• /
• pp.201-212
• /
• 2019

The study aims to identify the role of transformational leadership toward work performance through intrinsic motivation in pharmaceutical field by a survey of 220 pharmacists in Vietnam. The pharmaceutical industry in Vietnam is experiencing rapid growth, accompanied by the need for a change in leadership for managers. The transformational leadership creates a proactive, positive attitude, passion, interest or an increase in intrinsic motivation of employees, thereby affecting work performance. This study performed reliable verification by Cronbach's Alpha coefficient, then the factors are analyzed by EFA before conducting multivariate regression analysis. The results showed that the transformational leadership style includes such factors as: idealized influence (attributed and behavior), inspirational motivation, intellectual stimulation, individualized consideration have a positive impact on intrinsic motivation and thereby positively affecting work performance. It confirms that employees will have a higher intrinsic motivation level when working under transformational leadership from their leaders. It makes employees work more efficiently. According to the research results, the pharmacist has an intrinsic motivation to work hard on tasks that contribute to the group overall goal of. That requires managers to have a task assignment strategy to connect the goals of the members together as well as of the members to the group.

• Journal of radiological science and technology
• /
• v.42 no.3
• /
• pp.231-238
• /
• 2019

Medical institutions are abundant in human resources and have a unique structure with diverse professions and various organizational cultures coexist. This organizational culture influences organizational effectiveness and influences the effectiveness of the organization as a factor of leadership and organizational culture. Leadership is an important factor in linking employee behavior to organizational commitment to achieve job satisfaction. The purpose of this study was to analyze the effect of organizational effectiveness on organizational culture, leadership perception, and job stress in a special organization called radiologist. As a result, organizational culture and transformational leadership showed high correlation with 0.627. Among the organizational effectiveness variables, organizational commitment showed the highest influence with transformational leadership(${\beta}=0.284$, p<0.001), and job satisfaction was also the highest with transformational leadership (${\beta}=0.440$, p<0.001). The results showed that the expectation of transformational leadership affects organizational commitment and job satisfaction. In order to expect a positive change in the effectiveness of the organization, the radiologist culture requires an organizational culture that can fully demonstrate autonomy and creativity, and transformational leadership is required for this.

• Journal of Construction Engineering and Project Management
• /
• v.6 no.1
• /
• pp.20-25
• /
• 2016

With the multitude of variables that may play a role in a company's Lean journey, it is becoming more understood that leadership plays a significant role in implementing lean principles on construction projects. The goal of this research is to investigate the relationship between leadership and Lean Construction implementation. The research uses a quantitative research in which a survey was conducted, followed by a statistical analysis to test the hypothesis. Through the statistical analysis of survey data, the research finds that there is positive relation between the level of transformational leadership and the effectiveness of lean implementation. When an organization is implementing organizational change like Lean, traits of leaders must not be underestimated. The study findings may contribute to the knowledge of lean construction leadership by bridging the gap between leadership and the effectiveness of lean implementation.

• Health Policy and Management
• /
• v.19 no.2
• /
• pp.111-126
• /
• 2009

The purposes of this study were (1) to describe the effects of transformational leadership and transactional leadership on the hospital member's organizational commitment and turnover intention, (2) to provide with fundamental data in enhancing organizational effectiveness. For this purpose, the types of leadership, organizational commitment and turnover intention were evaluated among hospital members. A survey was conducted with 827 respondents working in a general hospital in Sungnam-shi. For the data analysis SPSS 10.0 was utilized. To verify the reliability and validity of variables, Chronbach's ${\alpha}$ and confirmatory factor analysis were processed. After descriptive analysis, regression analysis was conducted. In these progresses all the statistical significant levels were set at ${\alpha}$= 0.05. Results of the study can be summarized as follows. First, the types of leadership had differences in the level of organizational commitment and turnover intention of the hospital members and then transformational leadership had a more influence than did transactional leadership. Second, there were significant correlations for organizational commitment and turnover intention with overall characteristics of leadership(p<.05). Third, the factor influencing hospital member's organizational commitment and turnover intention were transformational leadership(p<.001). Total explanatory powers($R^2$) were 20.2% (organizational commitment) and 12.1%(turnover intention). Multiple regression analysis demonstrated that organizational commitment significantly high when transformational leadership was higher and it also showed turnover intention was significantly lower. In conclusion, the results of this study show that the leadership influence hospital member's organizational commitment and turnover intention and they are different the types of leadership. This results suggest that in order to be as successful leaders in hospital, the leaders should know their employee's behaviors and change their leadership styles.

• Journal of Service Research and Studies
• /
• v.6 no.2
• /
• pp.153-174
• /
• 2016

This empirical study attempted to investigate the effects of the CEO's transformational leadership on the organizational members' innovative behavior/organizational citizenship behavior, CSR and employees' acceptance of organizational change in the ICT industry. For this study, we conducted an online survey with the employees of businesses that belonged to the ICT industries and received 417 valid responses. The analysis results by SPSS & AMOS are as follows. CEO's transformational leadership had a significantly positive impact on the members' self-efficacy. The members' self-efficacy not only had a positive impact on their own innovative behavior/organizational citizenship behavior, but also had a mediating effects in the relationship between CEO's transformational leadership and the members's innovative behavior/organizational citizenship behavior. Also corporate social responsibility management had a moderating roles in the relationship between CEO's transformational leadership and the members' self-efficacy.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.15 no.4
• /
• pp.1999-2011
• /
• 2014

This research is objective that we investigate the effects of transformational leadership type of the head of pre-school institution on its operation and management. In order to test, we selected the subject of 200 teachers at 50 preschools in Seoul city randomly and we measured leadership type of the head and the level of its operation and management to 174 pre-school teachers. Based on the collected questionnaire, simple correlation and multiple regression analyses were conducted to produce the following results: First, analyzed result, participants were higher recognition that the relationship between the institution head's transformational leadership and its operation and management, and between the two variable were significant static positive correlation. Second, we analyzed the difference between type of transformational leadership to the institution head's perceived by its teachers individuals variables. As a results, we found that the academic ability(a college to university graduation) was significant the ethical leadership and teachers gives a positive evaluation on the head's transformational leadership regardless of the teacher's background variables. Third, we analyzed the transformational leadership affect institution on its operation and management. its results, the transformational leadership was significant on its operation and management. In particular, it were affect according to the order, political leadership, educational leadership, cultural leadership. Our finding contribute that pre-school institution have to change consistently, and were asked higher quality by enhancing competition, politics and its operation and management. in order to it is important that there is transformational leadership of the head.