• Journal of the Korea Safety Management & Science
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• v.15 no.4
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• pp.357-363
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• 2013

The purpose of this study was to identity the relationships of sub factor among the brain dominance thinking types(A,B,C,D quadrant thinking type) is based on the Whole Brain Modal and self-leadership by Manz. The subjects were 102 undergraduates students from the Hoseo university in Cheonan. The results of this study as follows ; first, the brain dominance thinking type A was the highest and type C was highly rated. Second, the brain dominance thinking type A was not correlated type C and type D. Third, the brain dominance thinking type C and self-leadership sub factor was significantly positively correlated.

• Korea Journal of Hospital Management
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• v.4 no.1
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• pp.129-146
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• 1999

The overall objective of this article is to identify the strategic type of Korean hospitals in terms of Porter's framework and to examine differences in performance of the hospitals across strategic types. A survey was conducted through structured questionnaire for 739 hospitals in Korea and the data from 120 hospitals were utilized in the final analysis. Study results indicate that the most frequently used strategy was 'stuck-in-the-middle strategy'(26.7%), followed by 'focused cost leadership strategy'(24.0%), 'focused differentiation strategy'(20.8%), 'cost leadership strategy'(15.8%), and 'differentiation strategy'(13.7%). Overall, 'focused differentiation strategy' showed superior performance in terms of profitability of services, ability to retain patients and growth in revenue, while 'differentiation strategy' produced relatively low performance in general. Implications of these findings are also discussed.

• Knowledge Management Research
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• v.15 no.3
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• pp.1-12
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• 2014

It is tried to draw the failure traits of leadership by extracting leadership parts from previous failure studies and including some parts which mention failure leadership among leadership-related books. All of 5 patterns are drawn through total 13 types of study data. From 'insensitive to change' and authoritarianism which is mentioned 8 times in such 13 studies, to 'interpersonal problem', which is mentioned five times, traits which are mentioned at least five times are selected. There are drawn 5 traits including ${\Delta}$ authoritarianism ${\Delta}insensitive$ to change ${\Delta}lack$ of executive ability ${\Delta}populism$ and ${\Delta}interpersonal$ problem. As being examined in these 5 types of failure traits, the failure of leadership is ultimately happened because of communication heading for the inside without any communication(exchange) to the outside. That is, it is understood that authoritarian leaders don't perceive change correctly but make a wrong communication (populism) or break down communication. Additionally, the executive ability is to perform actually one's idea and to be achieved through incessant communication with members. Compared with other various studies to draw failure factors, these leadership traits have something in common. In the previous researches conducted the study of general failure factors, ${\Delta}adherence$ to preexisting business and resistance to change ${\Delta}unfeasible$ expansion strategy ${\Delta}blind$ faith in successful technology and innovation and ${\Delta}insufficiency$ to grasp competitor(consumer) are pointed out as the failure factors. It is deemed that these are happened because organizational management is headed for the inside without any communication (exchange) to the external environments. Matters unfolded through this paper until now are an attempt to apply the failure knowledge to a leadership part which is an individual field in business administration. It is considered that this study will be complemented through additional case study or quantitative analysis in the future.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• The Journal of the Korea Contents Association
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• v.21 no.10
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• pp.434-443
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• 2021

The purpose of this study is to analyze hotel chefs' perceptions of each type of leadership, to help improve teamwork and work efficiency through the improvement of job satisfaction and work skills by hotel cooks and the impact of leadership on human relations. In particular, by conducting Q methodological analysis on the subjectivity of the total chef's leadership type recognized by hotel chefs in vertical command systems according to the nature of the work in the hotel company. The analysis of leadership types showed that Type 1 (N=4): both transformative and servent leadership is a combination of preferences or non-preferences, Type 2 (N=4): transformative leadership preference, Type 3 (N=3): both transformative and non-preferred leadership. The leadership of the executive chef, recognized by hotel chefs, is believed to prefer leadership that is considered for individual situations that match each other's experiences and work skills (ability values) rather than uniform leadership such as transformational or servent leadership. Along with the theoretical discussion of Q methodology, the leadership type is explained, and based on the subjectivity research analysis method of Q analysis, the subjectivity of hotel chefs will be identified in various ways and new leadership will be presented.

• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.167-177
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• 2017

In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member's assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member's job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.

• International journal of advanced smart convergence
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• v.9 no.2
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• pp.212-223
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• 2020

We study to confirm the relationship between leadership trust and job satisfaction on the leadership style of managers recognized by ICT organization members. To this end, the research hypothesis established by using SPSS23.0 for the survey results of 230 ICT organization members was analyzed as follows. First, the hypothesis 1 person leadership type (individual consideration: H1-1, intellectual stimulation: H1-2, charisma: H1-3, conditional compensation: H1-4, exceptional reward: H1-5) had a significant effect on leader trust. The results were obtained. Second, the hypothesis 2 manager's leadership type (individual consideration: H21-1, intellectual stimulation: H2-2, charisma: H2-3, conditional compensation: 2-4, expected compensation: H2-5) is based on job satisfaction. As a result of verifying the impact relationship, all showed significant effect on job satisfaction. Third, it acted as a positive factor in the job satisfaction of the leader of the hypothesis 3-member organizational member. It was confirmed that the job satisfaction of organizational members started based on the trust of actual leaders. Fourth, the role of leadership trust was partially confirmed between leadership type and job satisfaction. Through this study, in order to improve job satisfaction of ICT organizational members, the importance of exerting competency on the leadership type of managers and trusting the leaders on the characteristics consistent with ICT organizational characteristics was emphasized.

• Knowledge Management Research
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• v.9 no.3
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• pp.1-19
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• 2008

This study explored the influence of two types of conflict(task and relationship conflict) on group creativity and tested this model with a sample of 58 teams. Relationship conflict negatively influenced group creativity but, task conflict did not show the effects on group creativity. Specifically we found the moderating effects of supportive leadership and communication. Supportive leadership style moderated positively both task conflict and relationship conflict on group creativity. But controlling leadership styled moderated negatively relationship conflict and group creativity. Finally the relationship between task conflict and group creativity was moderated by communication. Overall, we suggest conflict is one of the important group process to boost group creativity and supportive leadership and communication are the important moderators to manage conflict successfully and effectively.

• Journal of Distribution Science
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• v.10 no.12
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• pp.35-43
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• 2012

Purpose - This study analyzes the effects of types of leadership on the employees of Italian restaurants, its efficacy, and organizational citizenship behavior, utilizing a causal assessment model. In this study, independent variables such as the type of leadership perceived in the manager or chef by an Italian restaurant's employees, and its efficacy were parameters, and the organizational citizenship behavior and organizational effectiveness were the variables representing the results in the hypothesis. The study aimed to draw implications by verifying the leadership via efficacy and the impact on organizational citizenship behavior of Italian restaurants. Research design, data, methodology - For the purpose of this analysis, specific questionnaire items were configured according to the theory and efficacy of the study. From a questionnaire used in organizational citizenship behavior comprising 22 questions, six were modified to suit the research purpose of this study. The configured questionnaire comprised 5 parts and 40 items. A Likert (Likert) 5-point scale was utilized to measure responses to the questionnaire items from the employees of an Italian restaurant in Seoul who participated in the survey. For data collection, 400 questionnaires were distributed, and 344 collected. Factor analysis and reliability verification were conducted using SPSS18.0 and AMOS18.0. A covariance structure analysis was conducted to test the research hypotheses. Results - Based on the results of the analyses, the summary and suggested implications of the research are as follows: The covariance structure analysis used to analyze the kind of effect transformational and transactional leadership styles in Italian restaurant employees had on self-efficacy, group-efficacy, and organizational citizenship behavior, indicated that among the characteristics of transformational leadership (such as, idealized influence, inspirational motivation, individual consideration, and intellectual stimulation), idealized influence and individual consideration had a positive influence on self-efficacy. Idealized influence, individual consideration, conditional reward, and management by exception also positively influenced self-efficacy and altruistic and conscientious behavior (organizational citizenship behavior). Conclusions - Results suggest that with regard to self-efficacy and group efficacy, managers in different departments and chefs should provide team members with a vision for the future, increase their confidence in their abilities, and build their trust in the organization. By evaluating employee performance and experiences, management can demonstrate leadership and encourage organizational citizenship behavior through enjoyable, voluntary participation. Transformational and transactional leadership is effective in group processes that include social-exchange relationships, self-efficacy and group efficacy, and organizational citizenship behavior. However, as this research study utilizes only self-reported data, it has several limitations, such as a vulnerability of errors caused by the various experiment types. A significant limitation of this study is the lack of potential for the duplication of results. The covariance structure analysis, however, provides complementation to limit the impact of errors from self-reporting studies. A future study can extend this research by utilizing different data collection methods.

• Management & Information Systems Review
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• v.31 no.2
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• pp.1-20
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• 2012

The purpose of this study was to investigate the influence of leadership types and self-efficacy, job satisfaction on organizational performance. The hypotheses were suggested and data analyses were performed to verify these hypotheses. Data gathering were performed by self-administered questionnaires on the samples of 423 mechanical fields employees in Busan & kyongnam. The results of structural model exhibit that transformational leadership, transactional leadership was positively related to elf-efficacy. And it was also found that self-efficacy, job satisfaction was positively related to organizational performance. Expecially, it showed self-efficacy, job satisfaction as a mediator on the relationships between the leadership types and organizational performance.