• Management & Information Systems Review
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• v.11
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• pp.111-135
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• 2002

Since companies are increasingly aware of the importance of upstream and downstream organizations to their performance, companies' leaders would also like to influence operations with supply chain partners. This paper aims to study the SCM performance and the influencing factors, that is Buyer's leadership and Vendor's relationship-orientation. Also, I try to examine the mediating effect of relationship-orientation between leadership and SCM performance. The results of this study can be summarized as follow; (1) The charismatic trait and individual consideration in transformational leadership factors, and contingent reward in transactional leadership factors positively effected to the relational-orientation. But intellectual stimulation and management-by-exception did not effected to relational-orientation. (2) Only contingent reward in transactional leadership factors was significantly related to the SCM performance. (3) Relational-orientation mediated between SCM leadership and SCM performance.

• Fourth Industrial Review
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• v.1 no.2
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• pp.1-8
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• 2021

Purpose - By suggesting relational distance between supervisor and subordinate, this study examines the boundary condition of the impact of transformational leadership and organizational commitment in Korea. Research design, data, and methodology - We collected survey data from employees in various industries in Korea. A total of 241 employees participated in this study. We conducted the hierarchical linear regression and confirmed moderating effects of relational distances (democratic, structural and affective distance) on the relationship between transformational leadership and organizational commitment. Result - The results from 241 Korean employees show that transformational leadership is positively related to organizational commitment. Further, this relationship was moderated by structural distance and affective distance between supervisor and subordinate. Conclusion - This study shed new light on how exercising transformational leadership can help raise employees' organizational commitment. Organizations should be concerned about the various relational distance between supervisor and subordinate.

• Culinary science and hospitality research
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• v.22 no.6
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• pp.33-51
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• 2016

The hotel industry needs to make the competitive advantage difficult to be imitated in order to remain sustainable in competitive business circumstances. Front-line employees' service-oriented citizenship behaviors(OCBs) can be such a strength from the perspective of organizational system. With an aim of investigating the antecedents of the hotel front-line employees' service-oriented OCBs, this study proposed a theoretical framework linking authentic leadership to service-oriented OCBs with goal commitment as a mediator. A total of 260 cases without missing values have been used for the final analysis and structural equation modeling (SEM) is employed using the SPSS and AMOS 7. It was first found that self-awareness and relational transparency of authentic leadership made a significant impact on their goal commitment while balanced processing and moral perspective failed to influence them. Second. goal commitment influenced all sub-factors of service-oriented OCBs. Third, moral perspective and relational transparency of authentic leadership significantly influenced service-oriented OCBs while self-awareness and relational transparency failed to make it. Finally, goal commitment significantly makes an intervening effect for the relationship between self-awareness & service-oriented OCBs and relational transparency & service-oriented OCBs but failed to intervene the other relationships. The results provide theoretical and practical implications regarding directions of leadership styles and HR management in the hotel industry and suggestions for the further extended studies.

• Journal of Family Resource Management and Policy Review
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• v.10 no.3
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• pp.113-130
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• 2006

This main goal of this program is to prove the effectiveness of family leadership program that was developed on the theoretical basis of strengths of family life. The family leadership program comprised four steps through the FGI and qualitative interview with experts. The steps 1 and 2 were planned to help the middle-aged married women to cultivate the individual leadership by establishing visions and understanding the role. The steps 3 and 4 were set to build up the relational leadership through the communication competency and synergy creation between family. This program was applied to 15 respondents by the multidimensional promotion strategies. As a result, it was recognized that the middle-aged married women had developed the leadership that created the synergy effects by setting family visions, role and improvement of communication strategies. Overall, this study positively achieved the objective to improve the individual and relational leadership of family CEO.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Asia Marketing Journal
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• v.13 no.3
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• pp.183-208
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• 2011

After more than 25 years of accumulated research evidence, there is little doubt that leadership behavior is related to a wide variety of positive individual and organizational outcomes. Indeed, leadership behavior has been empirically linked to increased employee satisfaction, organizational commitment, extra effort, turnover intention, organizational citizenship behavior, and overall employee performance. However, it is important to point out that although leadership behavior has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Especially there is little research dealing with the antecedents of inter-organizational leadership behavior. Supply chain leadership can be defined as the activities undertaken by the supply chain leader to influence the management programs and strategies of supply chain members. Supply chain performance is influenced by leadership of supply chain leader. Although research on supply chain leadership can be broadly categorized, many researchers have been preoccupied with analyzing supply chain leadership by the power-influence approach measuring such as control, power, and power bases. Also they have not examined the relationship between leadership and financial performance. This study has started to overcome those research gaps. The purpose of this study is to investigate the effect of relational behaviors on supply chain leadership, and the effect of such leadership behavior on financial performance of supply chain followers. In addition, this study also try to find out moderating variable existing in the relationship. To be concrete, First, this study develops a model of the antecedents of four conceptually distinct forms of relational behaviors such as training, fair reward, offering vision, and inter-organizational communication, and tests the hypothesized differential effects of relational behavior forms on supply chain leadership. Second, this study tests the effect of supply chain leadership on financial performance. Third, this study investigates the extent to which this leadership-performance relationship is moderated by leader ethicality. The reason why this study deals with convenience store supply chain is that there is very strong inter-dependence between a franchisor and its suppliers. Their strong inter-dependence makes their relationship as the relationship between a superior and subordinates and creates an atmosphere that leadership occur without difficulty. For the purpose of empirical testing, 217 respondents of suppliers of convenience store supply chain in Korea were surveyed and the analysis utilizing partial least square model indicated that training, fair reward, inter-organizational communication had positive effects on supply chain leadership, and such leadership had positive effect on financial performance of followers. On the other hand, offering vision had no effect on supply chain leadership. In addition, leader ethicality had moderating effect on the relationship between supply chain leadership and financial performance.

• Journal of Distribution Science
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• v.9 no.4
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• pp.63-73
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• 2011

The relationship between buyers and sellers is changing into a long-term relationship. A number of distribution channel researchers have determined that the behavior of distribution channel members can be characterized by relational exchanges. The members of relational distribution channels may be perceived as strategic partners; however, even within these arrangements, member asymmetries may exist, which can create unequal distributions of power and dependence. Thus, as all distribution channel members may not be equal in power, it is possible that a less-dependent channel leader may emerge. Therefore, leadership in distribution channels is a very important variable. Distribution channel leadership can be defined as the activities undertaken by the distribution channel leader to influence the marketing programs and strategies of channel members. A distribution channel's performance is influenced by the leadership style of the channel leader. Although research on channel leadership styles can be broadly categorized, many researchers have dealt with analyzing distribution channel leadership by using the power-influence approach, which includes looking at variables, such as power, power base, and influence strategies. Moreover, they have examined the direct relationship between leadership styles and performance. Many distribution channel scholars have attempted to justify the application of leadership styles identified in alternative leadership theories to the inter-organizational context of distribution channels. They have made suggestions regarding how great the usefulness of leadership style as a strategy is to secure the compliance of distribution channel members and have conceptually and empirically linked it to channel-related phenomena, such as manifest conflict, cooperation, channel efficiency, and effectiveness. However, as few empirical studies have examined the antecedents and consequences of leadership styles, research on leadership style can be considered nascent. Thus, it is required to investigate the antecedents and consequences of the leadership style of a distribution channel leader. This study aims to empirically identify whether there are influences of the antecedents of leadership on two different leadership styles, and to reveal whether these leadership styles induce any consequences. The research subjects were 220 franchisees. Research findings are as follows: First, the results show a positive effect of technological capability on transformational relationships. However, it does not have a significant effect on transactional leadership. Second, innovation-oriented organizational culture has negatively influenced both leaderships. However, task-oriented organizational culture positively and significantly influenced both forms of leadership. Third, the ethics of leaders has influenced both leadership styles positively and significantly. Fourth, regarding consequences, transformational leadership strengthens financial performances, whereas it weakens relational citizenship behaviors. However, transactional leadership positively influences relational citizenship behavior whilst negatively affecting financial performance.

• Journal of Digital Convergence
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• v.15 no.1
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• pp.171-179
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• 2017

This study analyzes the influence of the four components of authentic leadership on employees' OCB and job performance to suggest the implications behind the developing of authentic leadership. A survey was conducted on employees of various business areas in Korea, and 448 responses were used in statistical analysis. The results are as follow: First, self-awareness has not shown significantly effective on organizational citizenship behavior and job performance. Second, internalized moral perspective has shown significantly effective toward organizational citizenship behavior and job performance. Third, relational transparency has shown significantly effective for organizational citizenship behavior, but not effective for job performance. Forth, balanced processing of information has not shown significantly effective on organizational citizenship behavior and job performance. This paper makes significant contribution by considering the supervisor's relational transparency and internalized moral perspective, because these authentic leadership dimensions improve employees' OCB and job performance.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.129-138
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• 2022

After the spread of COVID-19 in China, Chinese medical workers bear the high-intensity work, these problems reduced psychological well-being. Psychological well-being will affect the members'behavior and job performance. Authentic leadership can improve the members'psychological well-being. This study focuses on the psychological well-being and explores how authentic leadership in the process of affecting the psychological well-being, to find out the mediating role of the leaders' relational conflict and the job stress. This study found that authentic leadership in the process of improving the members'psychological well-being, job stress will play a negative mediating effect. Under the background of COVID-19 era, this study helps to improve the psychological well-being level of medical staff.

• Journal of the Korean Society of Food Culture
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• v.20 no.5
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• pp.561-573
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• 2005

This research is to examine the structural relationships between transformational/transactional leadership, empowerment, relationship quality, and organizational commitment in Chinese restaurant context. In order to empirically investigate the proposed model, the data were collected from 188 respondents randomly selected from among the managers who work in 188 Chinese restaurants in Seoul and Kyonggi-do, which registered in Korean Food Central Association, korean foodservice management Association, Menupan.com We choose to limit our investigation to luxury Chinese restaurants where the average check is above 12,000 won. The survey was executed during two-week period in the autumn of 2004. The findings and discussion are as follows: First, intellectual stimulus behavior of transformational leadership had a positive effect on empowerment. Second, contingent reward leadership had a positive effect on empowerment. Third, empowerment had a positive effect on affective organizational commitment. Fourth, empower had a negative effect on continuous organizational commitment. Fifth, intellectural stimulus behavior of transformation leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. Finally, contingent reward leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. At the end of this paper, managerial implications, discussions, and limitations and future research directions are presented.