Korean Academy Of Leadership最新文献

{"title":"A Study on the Motivating and Discouraging Factors of Leadership Recognized by Organizational Members in Non-Face-to-Face Situation","authors":"H. Kim, Sae Eun Kim","doi":"10.22243/tklq.2022.13.3.41","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.3.41","url":null,"abstract":"This is an exploratory study to help leaders to suggest the way of leadership for the followers, MZ generation, in a non-face-to-face situation that has accelerated due to COVID-19. As a result of this study, trust and concise communication were derived for followers in relational aspect as factors that can promote leadership in non-face-to-face situations, and clear work direction and individualized performance management were derived as factors that promoted leadership in task aspect. Futhermore, on the personal aspects, the personality and the work expertise of the leader were presented. On the other hand, the individualized performance management, leader personality, and work expertise that derived in this study are significant because these reflects the real voice and situation of the work place that had not presented in the recent study related the non-face-to-face situation. In addition, this study contributes to the leadership of the organization by suggesting what leaders in the organization should apply and not to overlook in their leadership in non-face-to-face situations.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133506678","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Impact of Inclusive Leadership on Employees' Innovative Behaviors in Chinese Internet Technology Companies: The Mediating Role of Error Management Climate and Self-Efficacy","authors":"Hao Yuan, Yan-Na Li, Junyi Zheng","doi":"10.22243/tklq.2022.13.2.39","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.2.39","url":null,"abstract":"Covid-19 represents a challenge for digital globalization and the digital transformation of economies. In particular, IT companies are more desperate for innovation than ever before. Inclusive leadership is based on the concept of \"fully inclusive and Participation\" attracting attention as a leader capable of inducing innovative behavior. And it can adapt to the independent needs of new generation employees. Currently, a large amount of literature studies inclusive leadership and its direct impact on employees' innovative behaviors. However, few studies have explored the internal mechanism of action between inclusive leadership and innovative behavior. This study investigates how inclusive leadership influences employees' innovative behavior through error management climate and self-efficacy. Taking error management climate and self-efficacy as intermediary variables, the author constructs a theoretical, conceptual model of the dual-path mechanism of inclusive leadership on employees' innovative behavior based on multiple mediating variables. The author conducts an online questionnaire survey of on-the-job employees of Chinese Internet technology companies and adopts SPSS21.0 and AMOS 24.0 to carry out an empirical analysis of the questionnaire survey data. The result shows that inclusive leadership has a significant positive impact on employees' innovative behavior, error management climate, and self-efficacy. Meanwhile, error management climate and self-efficacy also reflect the intermediary effect in the relationship between inclusive leadership and employee innovative behavior.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124199359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Effect of Salesperson Competency and Organizational Culture on Service Orientation: The Moderating Effect of Self-Leadership","authors":"Jong Min Won, Jaewon Yoo","doi":"10.22243/tklq.2022.13.2.3","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.2.3","url":null,"abstract":"The purpose of this study is to verify the impact of employee competency and organizational culture on employee-brand relationships, how these relationships affect service orientation, and the role of self-leadership in these relationships. Specifically, through analysis of literature and previous studies, it was assumed that the interaction through internal communication, which is an emotional factor, and the level of brand awareness of employees, would enhance employee-brand relations such as commitment, trust, and loyalty. \u0000In addition, it was assumed that this employee-brand relationship will voluntarily identify the needs of customers and provide services for them, and affect the positive effects of pride in these actions. In addition, it was attempted to verify the moderating effect of self-leadership that can make decisions on its own in the relationship between cognitive and emotional interactions between companies and employees and brands. To verify the hypothesis, a survey was conducted on 404 sales staff from 200 stores that entered five department stores in Seoul and then analyzed. \u0000As a result of the analysis, it was found that employee brand knowledge and internal service quality had a positive effect on employee-brand relationship, and this employee-brand relationship had a positive effect on employee service orientation. In addition, self-leadership strengthens the effect of employee brand knowledge on employee-brand relationships, but it was confirmed that the effect of internal service quality on employee-brand relationships was weakened. In other words, it can be seen that self-leadership that can make decisions on its own through delegation of authority results in a reduction in employee-brand relationships within companies with active interaction with employees. \u0000In this study, for the word of mouth effect of employees wanting to provide services to customers, it should be preceded by fostering brand knowledge and making employees trust and loyal to corporate brands through internal communication, and self-leadership that employees can decide on their own should act appropriately according to organizational culture. Finally, at the end of the study, limitations and future research directions were presented.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130093685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Meta-analysis of the Relationship between Leadership and Followership: Focusing on Research in Korean Journals","authors":"S. Jun, Sang wook Park, H. Kim","doi":"10.22243/tklq.2022.13.2.67","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.2.67","url":null,"abstract":"The purpose of this study is to provide theoretical and practical implications through the meta－analysis on the relationship between leadership and followership. This study meta-analyzed 88 research paper on leadership and followership variables for members of domestic organizations from 2000 to 2021. The major findings are as follows: First, The effect size between the followership and the leadership model was found in the order of authentic leadership, ethical leadership, and servant leadership. Although there were many studies that set the variables of transactional leadership and transformational leadership, the effect size with followership was not high. Second, the leadership component factors with the highest followership and effect size was individual consideration, intellectual stimulation, and ideal influence. Through this, it can be seen that the follower-centered approach is effective for leadership with high followership and effect size. This study has practical significance in that it presents a leadership model and component factors that affect followership by analyzing the effect size as an investigation into the study of leadership and followership variable setting conducted in Korea. In addition, it has academic significance in that it suggests the necessity and implications of a relational view of leadership and followership.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121705759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Leader‘s Energy on Subordinate’s Procedural Justice Perception: The Mechanism of Psychological Resource Transfer and Utilization Mediated by Subordinate’s Energy","authors":"Boyoung Kim","doi":"10.22243/tklq.2022.13.1.3","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.1.3","url":null,"abstract":"This study investigates a mediating model in which leader’s energy affects the procedural justice perception of subordinate through subordinate’s energy. The dual path of social contagion and leader role enactment posits that the leader’s energy positively affects subordinate’s energy. In turn, the subordinate’s energy improved by the leader’s energy is expected to positively affect procedural justice through two pathways. First, based on the broaden and build theory, the energy enables an extended interpretation of the organizational situation. According to the control theory approach, an extended interpretation of the situation will lead to increase procedural justice perception. Second, drawing on the interaction ritual theory, employee with high energy tend to experience positive social interactions with other members. According to the socio-emotional approach, individual with high energy experiences favorable social interaction with others, which enhances procedural justice perception. This study analyzes the data of 275 employees in China. Results reveal that leader’s energy positively affects subordinate’s energy. Also subordinate’s energy positively affects procedural justice perception. Finally, this study determines a significant mediating effect of the leader’s energy on the perception of procedural justice mediated by the subordinate’s energy. The results make a theoretical contribution to the organizational justice literature by explaining the formation of the perception from the lens of the accumulation and utilization of employee’s energy as a psychological resource. Moreover, the current study contributesto leadership research in that it explains the influence of leader energy. In practice, the results provide implications by examining the comprehensive influence of leader energy and suggesting a way to utilize it for leadership or organizational development.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"157 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115130386","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Branch Managers' Transformational Leadership on Job Performance: Focusing on the Mediating Effect of Psychological Empowerment in the Financial Sector","authors":"Mikyung Jang, J. Shim","doi":"10.22243/tklq.2022.13.1.51","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.1.51","url":null,"abstract":"This study was conducted to investigate the effect of branch managers' transformational leadership on job performance and to understand the mediating effect of psychological empowerment in the financial sector. In order to achieve the purpose of the study, a survey was conducted on all employees except the branch manager working at N Bank, and the responses of 243 copies were used for analysis. For hypothesis verification, SPSS 21.0 and AMOS 23.0 were used to analyze factor analysis, correlation analysis, and estimate coefficients in structural equations. As a result of the analysis, it was found that the branch manager's transformational leadership had a positive (+) effect on job performance and psychological empowerment, and psychological empowerment mediated the relationship between transformational leadership and job performance. This study presented theoretical and practical implications in terms of how branch managers should demonstrate leadership for members in the financial sector, which is highly dependent on excellent human resources due to the nature of providing face-to-face services to customers.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"110 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116424756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Study of Entrepreneurial Leadership on Turnover Intention and Job Commitment: Mediation Effect of Strategic Flexibility","authors":"Jong Kwan Kim, Fei Wang, Du Sim Jeong","doi":"10.22243/tklq.2022.13.1.75","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.1.75","url":null,"abstract":"Recently, interest in entrepreneurial leadership at home and abroad is increasing, and the importance of entrepreneurial leadership of leaders influencing organizational member behavior is being emphasized. \u0000This study is a study on the effect of organizational members' turnover intention and job commitment based on entrepreneurial leadership, and the mediating effect of strategic flexibility. Specifically, the model of this study predicted that entrepreneurial leadership would have a negative (-) effect on turnover intention and a positive (+) effect on job commitment and strategic flexibility. It was also assumed that strategic flexibility would mediate in the relationship between entrepreneurial leadership, turnover intention, and job commitment. \u0000For empirical analysis, online survey data submitted by 307 small and medium-sized enterprises (SMEs) located in the Beijing metropolitan area of China were used, and regression analysis was used to verify the hypothesis. According to the progress of the analysis, the mediating effect of strategic flexibility in the relationship between entrepreneurial leadership and turnover intention and job commitment as well as the effect of entrepreneurial leadership on turnover intention and job commitment was verified. These findings suggest that business practitioners should recognize the positive effects of entrepreneurial leadership and accept the need for entrepreneurial leadership education.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132417779","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Relationship between Shared Leadership, Change Self-efficacy, Collectivistic Value Orientation and Change-oriented Organizational Citizenship Behavior: Team Level Analysis","authors":"Byung-Pil Lee, Y. Cho","doi":"10.22243/tklq.2022.13.1.107","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.1.107","url":null,"abstract":"Recently, environment change is more complex, dynamic and ambiguity, the increased use of teams in organizations more and more important for competitive advantage. However, the question naturally arises regarding what forms of leadership are best suited for these structures and will promote the attainment of performance?. At this point, early leadership researchers argued that the importance of leadership being shared among team members. \u0000Shared leadership as results from the distribution of leadership influence across all of team members and mutual influence embedded in the interactions among team members that can significantly improve team and organizational performance. That is shared leadership occurs when all members of a team are fully engaged in the leadership of the team and are not hesitant to influence and guide their fellow team members in an effort to maximize the potential of the team as a whole. \u0000This study purpose to investigate relationship between shared leadership, change self-efficacy, collectivistic orientation and change-oriented organizational citizenship behavior (OCB) at team level analysis that show clear the process and context of shared leadership influences. More detalied, examined the effect of shared leadership foster employees’ change-oriented OCB and reflected mediating effect of change self-efficacy, the moderating effect of collectivistic value orientation was regarded as a contextual factor. \u0000After literature review, we set the direct hypothesis, mediate hypothesis, moderate hypothesis and moderated mediation hypothesis. For test of hypothesis, we conducted survey method and to removed the common method bias problem, questionnaires are collected by multi-source(team leader, team member) and check the aggregation of individual responds to using team level(rwg, ICC(1), ICC(2)). Total 416 team members and 98 teams used for final analysis. \u0000The results show that shared leadership have positive impacts on change-oriented OCB and change self-efficacy. Change self-efficacy has a positive impact on change-oriented OCB. Also, change self-efficacy mediate between shared leadership and change-oriented OCB. Collectivistic value orientation moderate between shared leadership and change self-efficacy. If high on collectivistic value orientation, the those of relationship are more increased. Finally, moderated mediations are significant that change self-efficacy mediation of effect are more strong under high on collectivistic value orientation, reflected of conditional indirect effect. \u0000Based on the results, organizations can enhance shared leadership by encouraging team members when teams foster interact team member and all of team members as leaders and to involve in shared, mutual leadership for extra-role behavior such as change-oriented OCB. Also managers should ensure that all of team members has shared direction and purpose, promote and establish norms of participation and input into the team’s activities and strategies","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115927905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Authoritarian Leadership on Creativity: The Mediating Effect of Psychological Ownership and The Moderating Effect of Calling","authors":"Jun Seo Park, Hong Jeong Lee, S. Son","doi":"10.22243/tklq.2022.13.1.29","DOIUrl":"https://doi.org/10.22243/tklq.2022.13.1.29","url":null,"abstract":"Many organizations are striving for the continuous survival and development of the organization in a complex and unpredictable environment. In particular, as the creative performance of members is the basis of organizational performance and success, research interest in the factors affecting member's creativity is increasing. Among them, positive leadership is a major area of research interest. However, there is also a negative form of leadership in the organization. Authoritarian leadership is one of the type that can be easily found due to the hierarchical nature of the organization. Nonetheless, previous studies have several limitations. First, there are limited studies that investigate the relationship between the supervisor's authoritarian leadership and member creativity, and in particular, studies on the mechanism of explaining the relationship between the two variables are insufficient. Second, research on moderating variables influencing on the process of influencing authoritarian leadership is insufficient. This study was conducted with two research purposes to supplement this. First, it examines the influence process inherent in the relationship between the supervisor's authoritarian leadership and creativity. Specifically, in this study, we consumed psychological ownership as an important channel of influence according to social exchange theory. Second, this study verify the moderating effect of the member's calling in the impact process of authoritarian leadership on creativity through the member's psychological ownership. To verify this, 154 pairs of military officers (commissioned officers and noncommissioned officers) were surveyed with 6-week time interval, and hierarchical regression analysis was conducted to verify the hypothesis. As a result of the analysis, authoritarian leadership hinders creativity through the psychological ownership of members. In addition, the higher the member's calling, the weaker the negative relationship between authoritarian leadership and psychological ownership, and the moderated mediating effect was also significant. Based on the research results, the theoretical and practical implications of this study were presented, and in the conclusion section, the limitations of the study and future research directions were mentioned.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128274010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Anxiety of the Leaders: Future Research Directions through Literature Reviews and Suggestions","authors":"Sungjun Kim, J. Lee, C. Im","doi":"10.22243/tklq.2021.12.4.45","DOIUrl":"https://doi.org/10.22243/tklq.2021.12.4.45","url":null,"abstract":"Main purpose of this study is to review studies on the anxiety of the leaders, to explore its application in leadership research, and to suggest future research directions. Under the rapidly changing environment, leaders are likely to feel anxiety especially after COVID-19 pandemic. Even if the anxiety is an important emotion these days, studies have yet to pay attention to it, especially about leader’s anxiety. It might be because there is a conceptual overlap of fear, neuroticism, and job stress, and at the same time, may studies have not been conducted due to the difficulty to observe leader’s emotion. Therefore, this study first looked at the history of anxiety research and clarified differences from other related concepts before reviewing researches at home and abroad. Then, we propose six research suggestions based on leader’s anxiety. In particular, it is suggested that studies about the sources of leader’s anxiety, the comparison between groups of leaders and employees, the negative and positive effects of anxiety, and the relevance of decision-making ability with leader’s anxiety need to be further investigated. This study presents a new emphasis on leadership research based on anxiety and has a theoretical contribution to making specific research suggestions. In addition, there is a practical contribution in terms of enhancing the understanding of anxiety of the leaders.","PeriodicalId":312865,"journal":{"name":"Korean Academy Of Leadership","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125188988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}