• Korean Journal of Human Ecology
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• v.2 no.1
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• pp.53-61
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• 1993

The purpose of this research was to find out relationships between the use of fashion information, preference of fashion advertising and fashion leadership. This research was carried out by both the theoretical and empirical study. For the theoretical study, the research of Fashion Leadership was based on the fashion opinion leadership and innovativeness. The study include the analysis of variables influencing fashion leadership, such as use of fashion information preference of fashion advertising, and demographic variables. For the empirical study, fashion leadership was measured by fashion opinion leadership and innovativeness. The variables influencing on the fashion leadership were measured by use of fashion information (marketer-dominated information, consumer-dominated information, neutral information), preference of fashion advertising (dramatic type, feeling type, goods demonstration type), demorgraphic variables (age, years of education, family income, job, marriage). Data were obtained from 313 female in chungbuk area by self-administered questionaire. The datacollected through the questionaire were analyzed by the stastical technique - ANOVA and Duncantest, t-test, stepwise multiple-regression. The results of the study were as follows; 1. There were significant differences on the fashion leadership, fashion innovativeness, fashion opinionleadership according to the marketer dominated information and neutral information. There were significant differences on the fashion leadership, fashion innovativeness, fashion opinion leadership according to the preference of dramatic type. There were significant differences on the fashion opinion leadership according to the preference of goods demonstration type. 2. 30 percent of the total variance of fashion leadership was explained by the six variables: fashion magazines, TV & Radio advertising, clothing of TV talent & singer, years of education, dramatic type, catalogue. 3. When the subjects were divided into five groups(innovative communicators, innovators, opinion leaders, followers, indifferents) according to their innovativeness scores and opinion leadership scores, there were significant differences among groups in most of use of fashion information, preference of fashion advertising variables and in some of demographic variables. 4. There were significant interactions between marketer-dominated information and dramatic type and were significant interactions in goods demonstration type, marketer-dominated information and dramatic type. There were significant interactions between consumer-dominated information and dramatic type. This ariables has the effect on Fashion Leadership by the interactions.

• Korean Journal of Human Ecology
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• v.10 no.2
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• pp.153-163
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• 2001

The purpose of this study was to find the relationship between the leadership type of the chief and the occupational satisfaction of a teacher as well as the desirable type to fullfill the educational purpose of pre-school institutes. The subject of this study were 191 teachers in private pre-school institutes. Halpin's "Leadership Behavior Description Questionnaire" and Paula Jorde Bloom(1989)'s "Early Childhood Job Satisfaction Survey" have been modified and used for this study. The results are as follows: First, the leadership types of the chief teacher is recognizing can be classified into effective leadership, initiating structure, consideration, and ineffective leadership. Second, in regard to the occupational satisfaction of teachers they are satisfied with occupation itself and relationship between people rather than pay, social stability, and the environment of working. Third, the relationship between the leadership types of the chief and the occupational satisfaction shows the meaningful difference and consideration among the leadership types indicates the higher satisfaction of teachers. On the other hand, the type of ineffective leadership shows the lower satisfaction. As a result, the type of leadership of consideration contributes to the satisfaction rather than the types of leadership such as effective, ineffective, and initiating structure.

• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.

• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.201-207
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• 2020

This study focused on finding out how transformational leadership, emotional leadership, and servant leadership in military organizations affected organizational effectiveness (commission satisfaction, immersion, and organizational citizen behavior) by special forces, standing forces, GTO, independent units on the coast, and educational institutions and training units. Therefore, in order to achieve this research objective, we intend to utilize two studies, the literature and the empirical studies, in this paper. Through the literature study, we also set up a critical consideration of the major leadership theory so far, understand the soldiers of the new generation, set up the background and characteristics of the new leadership theory, transformative leadership and emotional leadership, and set up and study the hypothesis for the organizational effectiveness in the main contents (concepts, components, measurement data) and variables. Empirical research is aimed at empirically analyzing the impact of transformative leadership, emotional leadership, and servant leadership on sub-type and organizational effectiveness, and whether sub-type controls leadership type and organizational effectiveness. organizational effectiveness.

• The Journal of Korean Academic Society of Nursing Education
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• v.20 no.3
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• pp.382-391
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• 2014

Purpose: The purpose of this study was to identify the predictors influencing on educational intervention for Attention Deficit Hyperactivity Disorder (ADHD) after analyzing the relationship among teachers' internal-external locus of control, leadership type and educational intervention for ADHD. Methods: A cross sectional study design was conducted with 255 teachers in three schools located in D, K and Y city. The data were analyzed by t-test, one-way ANOVA, Pearson correlation coefficients and multiple regression using SPSS 20.0. Results: Internal locus of control showed significantly positive correlations with educational intervention for ADHD. Efficient leadership type, harmony-oriented leadership type showed significant differences in inefficient leadership type on educational intervention for ADHD. Significant factors of the educational intervention were efficient leadership type, harmony-oriented leadership type, task-oriented leadership type and internal locus of control that were explained by 20.0% (F=12.5, p<.001) of educational intervention for ADHD. Conclusion: Based on the findings of this study, it is necessary to have teacher's efficient leadership type focused on ADHD symptoms. Teachers need to enhance their positive domain of internal-external locus of control towards students with ADHD to increase the effectiveness of their educational interventions for ADHD.

• Journal of Korean Academy of Nursing Administration
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• v.8 no.4
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• pp.563-574
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• 2002

Purpose : This study was designed to compare importance of the types of leadership-followership combination in the nursing organization. Method : The subjects of this study were nurses working in the hospital. They were recruited 490 from three medical centers. Data were collected by using self-reported questionnaires from April 8th to 18th, 2002. Result : The results were as follows; 1) It appeared that the most important type of leadership-followership combination for job satisfaction in the nursing organization was the transformational leadership-effective follower, however the most important type of leadership-followership combination for organizational commitment was the transformational leadership-the conformist. 2) According to analysis of partial correlational coefficient to compare the importance of variables, the leadership-followership combination type was the more important than other variables: education, age, duration of job, religion, marriage. Conclusion : With these findings, it was found that the most proper type of leadership-followership combination in nursing organization was the transformational leadership-effective follower for job satisfaction and the transformational leadership-the conformist for organizational commitment. So these results will be used to develop a more effective staffing management strategies to improve the effectiveness of nursing organization.

• 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.

• Journal of Information Technology Applications and Management
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• v.30 no.1
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• pp.97-114
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• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.2
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• pp.261-272
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• 2022

The purpose of this paper is to investigate the influence of ethical leadership in determining the organizations' individual-type ethical climate (self-interest, friendship, and personal morality ethical climate) in reducing employee turnover intention. It seeks to identify the role of individual-type climate in mediating the association between ethical leadership and employee turnover intention. Moreover, the moderation effect of emotional exhaustion among employees on the relationship between ethical leadership and turnover intention has been researched to establish the ethical degree of leadership. Using a sample of 260 questionnaires from employees working full-time in the banking sector, the results were analyzed in PLS-SEM. The results of the social exchange theory indicated that ethical leadership is vital in shaping the workplace's individual-type ethical climate and reducing employees' turnover intention. The findings demonstrate that the relationship between ethical leadership and turnover intention is mediated by an individual-type ethical climate, which means that employees in a positive ethical climate do not wish to leave immediately. Furthermore, emotional exhaustion was found to moderate the association between ethical leadership and employees' turnover intention under high emotional exhaustion, where low ethical leadership is experienced, reporting higher levels of turnover intention.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.29 no.1
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• pp.82-97
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• 2019

Objective: In this study, in order to investigate the relationship between leadership type and job satisfaction, the types of leadership in medical institutions are divided into transformational leadership, servant leadership and authentic leadership. In addition medical staff and non-medical staff are classified according to their job characteristics, and middle managers and operators are classified according to position. Methods: For this purpose, 589 questionnaires were applied to the medical institutions in Seoul and Gyunggi-do, and empirically analyzed with multiple regression. Results: The results of this study are first, among gender, medical or non-medical staff, position and career experience, men, non-medical staffs, and middle managers showed higher leadership, job engagement, and job satisfaction. Second, servant leadership and authentic leadership have significant positive relationships with job engagement. In the case of medical staff, only servant leadership has a positive effect on job engagement, while in the case of non-medical staff, both servant leadership and authentic leadership have significant influence on job engagement. Job satisfaction was found to have a statistically significant effect of servant leadership and authentic leadership in medical staff and non-medical staff. Third, in the case of middle managers, servant leadership showed a statistically significant effect only on job satisfaction, while servant leadership and authentic leadership had statistically significant effects on job engagement and job satisfaction of operators. Conclusions: This study suggests the possibility and applicability of authentic leadership in addition to transformational leadership and servant leadership in hospital organizations. Also, by identifying differences in the effects on organizational effectiveness, it is also suggested the need for research on identifying leadership factors that reflect strictly distinctive job characteristics.