• Title/Summary/Keyword: Leader Style

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Characteristics of Verbal Interactions According to the Leader Style in MBL Experiment Class in Which Discussion was Emphasized (토론을 강조한 MBL실험수업에서 리더 유형에 따른 언어적 상호작용 특성)

  • Gu, Yang-Sam;Park, Geum-Hong;Sin, Ae-Gyeong;Choe, Byeong-Sun;Lee, Guk-Haeng
    • Journal of the Korean Chemical Society
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    • v.50 no.6
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    • pp.494-505
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    • 2006
  • This study was performed for 7th grade students to analyze by leader style, the verbal interactions between students in a small group in an MBL(Microcomputer-Based Laboratory) experiment class. The study was performed after arranging the students into four kinds of groups, including groups with leaders of inclusive, persuasive, and alienating styles and a group with no clear leader. The analysis of total frequencies of verbal interaction revealed that the group with an inclusive leader showed the highest frequency of verbal interaction, followed by the group with a persuasive leader, an alienating leader and lastly, the group with no clear leader. The group with an inclusive leader showed the highest frequency of interaction from a cognitive aspect related to question(Q), response(R), making suggestion(MS), and receiving opinions(RO), while interactions from an affective aspect related to behavioral participation(BP) and students' attitudes(SA) were observed more often in a group including an alienating leader than in any other group. An analysis of characteristics of verbal interaction according to leader style showed that a group with an inclusive leader had a permissive atmosphere. It also showed that all members of the group actively participated in discussion and they had a sense of belonging and self-pride with their group. In a group with a persuasive leader, the leader took the lead of most experimental and discussion activities and he was rarely challenged by other students in the group. Rather, other group members showed a tendency to depend on their leader. In a group with an alienating leader, the relationship between leader and members of the group was not harmonious and unfiltered expressions of dissatisfaction and ignorance often took place. The leader's lack of concern about members' low achievement became an obstacle in active discussion. In a group with no clear leader, most interactions during discussion were short and simple. Many answers to the question given by their members were not clear and the interactions were sometimes interrupted for a short while.

A Study on the Effect of the Congruency between Contingent Variables and Leader Style for the the State of the Subordinate's Perception of Expectancy (러더행동과 상황변수와의 적합성이 부하의 기대 지각상태에 미치는 연구)

  • Song, Gyo-Seok;Lee, Won-Hang;Lee, Kwang-Hee
    • Journal of Industrial Convergence
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    • v.5 no.2
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    • pp.77-97
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    • 2007
  • The 420 employees as subject for emprical analysis were selected in Banwol & Sihwa Industrial Complex in Ansan area. This study shows the followings; 1. In the group where the task is unstructured and the subordinate's ability is high, the achievement - oriented and participative leader behavior have positive impact on the subordinate's expectancy. 2. In the group where the task is unstructured and the subordinate's ability is low, the directive leader behavior has no significant impact on the subordinate's expectancy. 3. In the group where the task is structured and the subordinate's ability is high, the supportive leader behavior has positive impact on the subordinate's expectancy. 4. In the group where the task is structured and the subordinate's ability is low, only supportive leader behavior has positive impact on the subordinate's expectancy, and the directive leader behavior has on significant impact. Finally this study indicates the implication for future theoretical and empirical delelopment.

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Effects of CEO's Leader Style on Quality Management Activities and Financial Performance in Public Performing Arts Theater (공공 공연장 CEO의 리더 스타일이 품질경영 활동과 경영 성과에 미치는 영향)

  • Shin, Kye-Hwa;Kim, Hwa-Rye
    • The Journal of the Korea Contents Association
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    • v.13 no.5
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    • pp.170-182
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    • 2013
  • The purpose of this study is to examine the influence of the leadership style of a CEO of a public performing arts theater to the quality management and business performance, with a focus on the differences by the leadership styles. For this purpose, a survey was conducted with the CEO of 165 public performing arts theaters in country, from whom 98 valid replies were collected for analysis and further validation of hypothesis of this study. The validation revealed that, first, the task oriented and change oriented leadership provided positive influences to the quality management activities, while relations oriented leadership failed to do so. Secondly, the quality management activities by the CEOs of the public performing arts theaters had positive correlations with the financial performance and market performance, which are part of the business performance indices of a performance art center. Thirdly, while the task oriented and change oriented leadership styles did have influences over the business performance; it was revealed that the quality management activities wielded only indirect influence toward such elements. The relations oriented leadership style appeared to fail to influence with significance. Such results as above show that only the task oriented and change oriented leadership style of a CEO in a public performing arts theater had positive influences over the business performance, with an implication that the CEOs of such facilities shall keep this in mind and exercise such leadership styles. In addition, another implication of this study was that it is also important to give efforts to the quality management activities, which turned out to influence the business performance significantly. The implication of this study is that the study was conducted with direct participation by the CEOs themselves of public performing arts theaters in country and an examination was made to see the differences by leadership styles.