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Little is known about how Confucian cultural values influence the efficacy of classroom leadership styles, which may explain why classes in countries such as South Korea often remain largely teacher-centered. To find out more about Confucian values and correlating preferences for classroom leadership, 57 English as a Foreign Language learners from South Korea were given the Vannsimpco Leadership Survey and a Confucian values survey. Statistical analysis revealed that Korean learners preferred democratic classroom leadership the most. However, learners with strong preferences for traditional Confucian values also preferred autocratic-transformational and democratic-transformational leadership styles. Results appear to suggest that cultural values do indeed influence preferences for classroom leadership. This view is further supported by analysis of Korean students who lived abroad, primarily in non-Confucian countries. These students did not favor autocratic leadership as much as their counterparts, who lived only in South Korea. Overall, findings suggest that an integrated approach to classroom leadership may be needed in Confucian contexts, whereby different styles are tailored to individual needs based on cultural values and personal preferences.

This study aimed to determine the relationship between narcissism and team cohesion of transformational leadership and individual sports athletes interactions. In particular, individual sports can present a model to verify the level of perception of team cohesion according to the type of record sports and martial arts sports. Transformational leadership, narcissism, and team cohesion were measured among 225 college athletes. SPSS 24.0, Amos 24.0, PROCESS Macro programs (Model No. 5) were used for data analysis. The analysis includes frequency analysis, Cronbach's alpha values, confirmatory factor analysis (CFA), Pearson's correlation, and moderating effect. Transformational leadership significantly positively affected team cohesion and narcissism. Non-narcissism also significantly positively affected team cohesion. The interaction between transformational leadership and individual athletes was significantly higher for martial arts sports. Team cohesion was also important for athletes in individual sports, thus expanding the boundaries of transformational leadership theory. To cultivate a sports team (organization), strategic sports management will be necessary to enhance team cohesion.

The purpose of this study was to classify the active job behaviors of Generation Z (Gen Z, born after 1995) elementary school teachers and investigate relevant variables that significantly affect such a classification. A total of 375 Gen Z elementary school teachers who passed the National Elementary Teacher Qualification Test and had worked in elementary schools in South Korea participated in this study. The data collected identified the types of active job behaviors among Gen Z elementary school teachers using cross-tabulation through Latent Profile Analysis (LPA). A multinomial logistic regression analysis was conducted to identify the predictors that influence the types of active job behaviors of Gen Z elementary school teachers. The results were as follows--First, there are four types of active job behaviors of Gen Z elementary school teachers: Ideal, relational, non-participatory, and passive job performance types. Second, teacher efficacy, learning agility, organizational commitment, and principals' transformational leadership influenced the types of active job behaviors of Gen Z elementary school teachers. The results offer insights into the human resource management of Gen Z elementary school teachers and have significant implications for improving the active job behavior of Gen Z elementary school teachers.

Based on empirical evidence, this study aimed to analyze the effect of transformational leadership on teachers' self-efficacy in ESD and test mediation effects in the relationship between transformational leadership and teachers' self-efficacy in ESD. To this end, researchers constructed nine hypotheses, predicting direct effects among variables, each single mediation effect of two mediators, and serial multiple mediation effect. The participants of the research consisted of 193 Korean in-service teachers. Data analysis was conducted using descriptive statistics, the Pearson correlation coefficient, and multiple regression analysis. In addition, researchers applied serial mediation procedures with PROCESS Macro for SPSS to test specific mediate effects based on the bootstrap method. The the research, there were identified mechanisms through which the influence of the principal's transformational leadership on teachers' efficacy occurs in the context of ESD. The findings of the study were discussed in the light of relevant literature, and some suggestions were made for the future.

While infusion of technology into schools has been one of the top priorities of the education reform agenda across the world, findings from many large-scale international assessments indicate that students' use of information and communication technology (ICT) has mixed effects on their academic achievements. In this paper, we argue that these ambivalent findings were due to the oversight of the indirect effects of ICT use mediated by other ICT-related variables. We employed multilevel structural equation modelling to unfold the relationship between students' ICT use and their academic achievements based on PISA 2015 data. The results indicated that students' autonomy in ICT use and students' interest in ICT use were found to have significant positive direct effects on students' academic achievements at both within-school and between-school levels. These two variables played a significant role in mediating the indirect effects of ICT use outside school for schoolwork and ICT resources on students' academic achievements. On the contrary, ICT resources and ICT use at school exerted either no direct effect or a negative direct effect on students' academic achievements and students' perceived autonomy related to ICT use, suggesting that mere provision and use of ICT resources in school did not necessarily guarantee success in student performance. At the school level, school's transformational leadership and collaborative climate helped promote students' autonomy in ICT use.

Purpose: The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships. Design/methodology/approach: To examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations. Findings: The results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance. Practical implications: The study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership. Originality/value: Because previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research.

Although transformational or democratic leadership strategies provide potential to improve educational institutions, implementation has been problematic in Confucian countries. While the impact of cultural differences on leadership and education has been well documented, little research has been performed to understand how these differences impact the implementation of Western leadership styles. Contemporary research has identified some conceptual differences that impact new leadership approaches in Confucian countries. This study examined relationships between traditional Confucian values and leadership preferences. Associations between variables were investigated through statistical correlation, as well as cross-cultural comparison of a Confucian and Western higher educational context. In general, statistical inquiry revealed fundamental differences between South Korean and American professors' perceptions. Korean virtues tend to emphasize cohesion and acceptance of authority, while American values reflect a concentration of interpersonal interaction. Because novel forms of governance can contradict traditional Confucian values, innovative educational programs may be needed to facilitate understanding of new techniques and necessary adaptations. Comprehensive analysis of differences between South Korean and American institutions has provided insights which may enhance leadership in Confucian settings.

The purpose of this study was to examine the predictors of career satisfaction for public service employees in South Korea, using data drawn from 303 civil servants from one metropolitan government and two district governments. The effects of contextual (i.e., transformational leadership), personal (i.e., learning goal orientation), and intrinsic motivational (i.e., psychological empowerment) factors on career satisfaction were investigated. As the result of structural equation modeling analysis, accounting for 73% of the variance, transformational leadership, learning goal orientation, and psychological empowerment positively and significantly influenced career satisfaction. Based on the four Bootstrap analyses, we found learning goal orientation and psychological empowerment to be the significant mediators. This study integrated leadership, personal characteristics, motivation, and career research. Human resources and organization development professionals can help managers by providing relevant training programs and implementing developmental practices to encourage public service employees to be intrinsically motivated, empowered, and more satisfied with their careers.

This article describes how due to the potential impact of cultural factors on leadership, further research of foreign contexts is needed. A study was designed to examine relationships between Confucian values and leadership preferences in a South Korean context. First, the Vannsimpco Leadership Survey (VLS) was given to faculty from both a South Korean and American university. Responses from each group were then averaged by leadership style and statistically compared using the Mann-Whitney U formula. Results revealed significantly higher Korean preferences for autocratic-transformational (U = 365.50, p < 0.001) autocratic-transactional (U = 453.00, p < 0.001), and transactional leadership (U = 613.50, p < 0.05). In contrast to Korean faculty, American respondents significantly preferred transformational leadership (U = 601.00, p < 0.05). Empirical analysis suggests that hybrid leadership styles are needed in South Korea to address complex interdependent Confucian values, which support both autocratic and democratic social layers.

Purpose: The purpose of this paper is to empirically examine the fundamental process through which transformational leaders play a significant role in employees' knowledge sharing by investigating mediating roles of individual affects, particularly psychological empowerment, organizational commitment and organizational citizenship behavior (OCB). Design/methodology/approach: Structural equation modeling, including confirmatory factor and path analysis, is conducted to test proposed hypothesis. Findings: The results of this study indicate significant direct effects of transformational leadership on psychological empowerment, organizational commitment and OCB. Moreover, transformational leadership also shows an indirect effect on employees' OCB, which, in turn, is identified as the primary factor that influences knowledge sharing. However, organizational commitment does not provide a significant influence on knowledge sharing. These findings highlight the importance of mediating roles, particularly OCB, to predict employees' knowledge-sharing intention. Originality/value: Identifying structural determinants of knowledge sharing is an important scholarly agenda. In particular, the mechanisms and processes by which leadership exerts influence to motivate employees to share knowledge deserve scholarly inquiry, and there, is a need for more research to understand the mechanisms and processes through which leadership influences individual motivation and attitudes toward pro-social behaviors, such as knowledge sharing.

Engagement as an area of increasing interest has been discussed in terms of a wide array of organizational policies, practices, and outcomes. This study focuses on a specific aspect of work engagement and its relationship with leadership practices and the outcome of knowledge creation. The mediating effect of employees' work engagement level was assessed to explain the relationship between transformational leadership and organizational knowledge creation practices in the Korean business context. A total of 432 cases were collected from Korean for-profit organizations. Hierarchical multiple regression analysis and structural equation modeling were used along with basic descriptive analysis and interconstruct correlation analysis to examine the structural relationships and the mediating effect among the constructs. Results found transformational leadership to be a statistically significant construct that has an impact on employees' work engagement and organizational knowledge creation practices. Additionally, employees' work engagement was found to be a statistically significant mediator that explains the relationship between transformational leadership and organizational knowledge creation practices.

This article aims to explore how democratic community is manifest in schools in Korea. It also tries to examine how leadership, specifically transformational leadership, functions in shaping a democratic community within a school. Toward this aim, we have conducted a case study of two religious high schools in Korea. Based on the findings from the schools, we have discussed five aspects related to democratic community and transformational leadership. When school principals' leadership has transformational characteristics and consistency over the years, the leaders' mission and vision become shared values among the school members. The shared vision and cultural values make democratic systems work effectively. This article includes implications for educational policy and practice.

The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice. (Contains 2 tables and 2 figures.)

Background: The recent trend of increased indoor activities has significantly influenced daily life, enhancing the popularity of exercises like Pilates. This study explores how Pilates instructors' leadership styles affect class satisfaction and psychological well-being, addressing the research gap concerning the specific impact of leadership within the context of Pilates classes. Methods: The study surveyed 388 participants from 39 Pilates studios across South Korea, utilizing a questionnaire to assess leadership styles (transformational, transactional, and servant leadership), class satisfaction, and psychological well-being. Using statistical analyses, leadership styles were assessed for their correlation with class satisfaction and psychological well-being. Results: Findings revealed that transformational and transactional leadership styles were positively correlated with class satisfaction and psychological well-being. Specifically, transformational leadership significantly enhanced educational satisfaction and personal growth, while transactional leadership most strongly influenced social satisfaction and the sense of purpose in life. Servant leadership was notably effective in improving physical class satisfaction. The study also highlighted the critical role of class satisfaction in promoting psychological well-being among participants. Conclusion: This research underscores the importance of leadership styles in enhancing the Pilates class experience, suggesting that instructors' leadership approaches can significantly impact participants' satisfaction and psychological well-being. The study advocates developing training programs that equip Pilates instructors with the skills to adopt effective leadership styles, fostering a more positive and fulfilling class environment. [ABSTRACT FROM AUTHOR]

Based on social learning theory, this study examines the relationship between transformational leadership and knowledge absorption. In addition, using a moderated mediation model, a proactive personality is proposed as a moderator, and the learning climate is used as a mediator between transformational leadership and knowledge absorption. Four hundred and fifty-three participants were recruited from financial institutions and IT companies in South Korea. PLS-SEM is used to examine the study's proposed hypotheses. The results show that transformational leadership is positively associated with learning climate and knowledge absorption. In addition, learning climate significantly mediates the relationship between transformational leadership and knowledge absorption. Proactive personality significantly moderates the direct relationship between transformational leadership and the learning climate and indirectly strengthens the relationship via the learning climate. The study contributes to the knowledge absorption literature by providing new insights concerning transformational leadership and learning climate. [ABSTRACT FROM AUTHOR]

Drawing on insights from the conservation of resources theory and the job demands–resources theory, our study investigates the association between two types of emotional labor—surface and deep acting—and the psychological well-being of firefighters. In addition, it investigates the moderating effect of transformational leadership within this context. To this end, this study utilizes ordinary least squares models to analyze survey data from 1453 firefighters in Gyeonggi-do, South Korea's largest province by population. The findings reveal a negative association between both types of emotional labor and the psychological well-being of firefighters. The study further demonstrates that transformational leadership mitigates the adverse effects of surface acting on psychological well-being. Our research indicates that transformational leadership plays a pivotal role in replenishing lost emotional resources, thereby enhancing the mental and emotional health of those engaged in demanding roles such as firefighting and emergency medical services. Accordingly, the study highlights a vital strategy for maintaining the psychological well-being of firefighters. [ABSTRACT FROM AUTHOR]

Many researchers are interested in the relationship between leaders and their followers, whether in the technology or nontechnology sector. However, the moderating factors of the relationship between leadership types and followers' performance have been underexplored. This study investigates the moderating role of a leader's narcissism in the relationship between leadership types (transformational and transactional) and follower performance in technology and nontechnology industries. We analyze the results of a survey of 46 chief executive officers and 205 followers at 46 large companies in Korea, of which 30 are in the technology sector and 16 are in nontechnology industries. The results show that a leader's narcissism mitigates the positive relationship between transformational leadership and followers' performance. Moreover, a leader's narcissism strengthens the negative relationship between transactional leadership and followers' performance. When industry type is considered, this effect remains evident only in the technology sector. These findings suggest that the moderating role of narcissism in the relationship between leadership and follower outcomes can be industry-specific. The results contribute to theoretical discussions about the relationship between leadership types and followers' performance and its moderating factors. [ABSTRACT FROM AUTHOR]

Transformational leadership is important to the hotel industry where employees play a critical role in delivering the service. Transformational leadership is a leadership style that causes changes in employees by sharing the organization's vision and goals, providing necessary resources, promoting intellectual stimulation, and expecting high performance. This study uses four dimensions of transformational leadership to investigate how the dimensions influence employees' organizational identification, creativity, and task performance. In order to test the proposed model, data were gathered from employees of six hotels in South Korea. The data were analyzed with SmartPLS 4.0 program. The finding shows that four dimensions of transformational leadership have different effects on organizational identification and creativity. While core transformational leadership and supportive leader behavior enhance employees' organizational identification, which affects creativity and task performance, intellectual stimulation has an impact on creativity, which influences task performance. The post hoc analysis shows that organizational identification fully mediates the relationship between two dimensions of transformational leadership and creativity. This study contributes to the existing literatures of leadership theory and social identification theory by expanding the knowledge on the role of transformational leadership on employees. Some theoretical and practical implications are offered. [ABSTRACT FROM AUTHOR]

This study aims to investigate the relationships among transformational leadership, followers' innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers' innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers' innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers' innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior. [ABSTRACT FROM AUTHOR]

Team cohesion is a critical factor in sports, yet few studies have comparatively analyzed individual and team sport athletes in sporting situations. The purpose of this study was to identify the relationship between transformational leadership, social norms, and team cohesion, and to analyze the moderating effects of individual/team sports athletes. In 2022, a total of 196 baseball, judo, soccer, taekwondo, and hockey players registered with the Korean Sport & Olympic Committee completed a questionnaire using transformational leadership, social norms, and team cohesion scales. Transformational leadership had a significant positive effect on social norms and team cohesion. Social norms had a significant positive effect on team cohesion. Transformational leadership and the interaction of individual/team sports athletes had a significant effect on team cohesion. At this time, individual sports athletes appeared to have somewhat higher team cohesion. This study sheds light on the social norms and team cohesion of athletes from a social moral perspective based on transformational leadership theory. It can also help young athletes who are just starting out to learn the culture and sociology of sports. [ABSTRACT FROM AUTHOR]

This study focuses on a unique phenomenon known as 'unethical pro-organizational behaviour (UPB)' that an explicit discussion on it is rarely present within public administration. We investigate the role of transactional and transformational leadership on UPB in the public sector using survey data on 4,166 bureaucrats in South Korea. Also, we explore how public service motivation (PSM) moderates the relationship between leadership and UPB. The results reveal that transactional leadership is positively related to followers' UPB. On the other hand, transformational leadership has a curvilinear relationship (inverted U-shaped) with employees' UPB. These findings show that followers' unethical behaviour for the sake of organization is vulnerable to the leaders' influence, but the direction of impact may vary depending on their leadership style. Moreover, we find that PSM moderates the relationship between two different leadership styles and follower's UPB. These results imply that individual civil servants, even if their behaviours are under the great influence of leaders, can control UPB through public service identity. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships. Design/methodology/approach: To examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations. Findings: The results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance. Practical implications: The study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership. Originality/value: Because previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research. [ABSTRACT FROM AUTHOR]

This study integrates strategic human resource management (SHRM) and transformational leadership (TFL) literatures to address gaps in each of the two literatures. Building on the concept of strategically targeted HRM systems and the contingency perspective in SHRM, we propose that an organization's high‐performance work system (HPWS) affects team managers' TFL, and that the emergence of TFL and the effectiveness of TFL on team performance are contingent on organizational adaptation and efficiency orientations. Analyses of multilevel data from 179 teams in 44 organizations revealed a positive relationship between HPWS and TFL, which was positively and negatively moderated by adaptation and efficiency orientations, respectively. Further, TFL was positively related to team performance and negatively moderated by efficiency orientation. Finally, the results supported a multilevel, moderated mediation effect with the indirect effect of HPWS on team performance via TFL varying significantly as a function of adaptation and efficiency orientations. Implications for the SHRM and leadership literatures and practice are discussed. [ABSTRACT FROM AUTHOR]

To examine medical students' perceptions of leadership and explore their implications for medical leadership education. We conducted a qualitative analysis of the essays submitted by students in the medical leadership course from 2015 to 2019. We categorised the essays by the characteristics of the selected model leaders (N = 563) and types of leadership (N = 605). A statistically significant proportion of students selected leaders who were of the same gender as themselves (P < 0.001), graduate track students chose leaders in science (P = 0.005), while; military track students chose leaders in the military (P < 0.001). Although the highest proportion of students chose politicians as their model leaders (22.7%), this number decreased over time (P < 0.001), and a wider range of occupational groups were represented between 2015 and 2019. Charismatic leadership was the most frequently selected (31.9%), and over time there was a statistically significant (P = 0.004) increase in the selection of transformational leadership. Students tended to choose individuals whose acts of leadership could be seen and applied. Medical leadership education should account for students' changing perceptions and present a feasible leadership model, introducing specific examples to illustrate these leadership skills. [ABSTRACT FROM AUTHOR]

This paper aims to propose that knowledge management strategies (KMS) and transformational leadership (TFL) could be ways of enhancing the two components of individual creativity (domain‐relevant skills and creative‐thinking skills), as well as examine the mediating role of knowledge sharing (KS). A theoretical model concerning the connections between two KMS (codification and personalization), TFL, and the two components of individual creativity is proposed. The model is then empirically tested using partial least squares (PLS) of a survey data set of 287 employees of 42 companies in South Korea. TFL is significantly linked with the domain‐relevant skills and creative‐thinking skills via KS. Further, codification and personalization strategies are only indirectly associated with domain‐relevant skills via KS. This paper produces knowledge on a type of consequence of KMS that has been largely unexplored in previous research, the effect of KMS on individual creativity. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is a contingent and contextual issue. [ABSTRACT FROM AUTHOR]

Drawing on survey data from 1,746 enlistees in the Republic of Korea military, this paper examines the moderating effect of age on the impact that the leadership of superiors have on their subordinates' public service motivation (PSM). Our analysis shows that transformational leadership and transactional leadership both have a positive statistical correlation with PSM. Furthermore, the relationship between transformational leadership and PSM is negatively moderated by age. This means that the higher the age, the smaller the positive influence of transformational leadership becomes on PSM. Based on our analysis, to cultivate public service motivation within a military organization, we make policy recommendations for building and practicing an integrated form of leadership that combines the advantages of the transformational and transactional methods, and in terms of discovering and applying forms of leadership in pursuit of the public good and social responsibility as organizational goals. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to empirically examine the mediating effect of organizational communication in the relationships among transformational leadership, organizational justice and knowledge sharing within the higher education setting in South Korea. Design/methodology/approach: A sample of 321 university employees, including 151 faculty members and 170 administrative staff members, from a representative private university, participated in the survey as part of a consulting project for university innovation. Structural equation modeling (SEM) was mainly used for data analysis to identify the structural relationship among the research variables. Findings: The results of this study confirmed that transformational leadership positively influences organizational justice and knowledge sharing. However, the influence of organizational justice on knowledge sharing was not statistically significant. The mediating effect of organizational communication among those relationships to increase the members' knowledge sharing behavior was statistically significant. Originality/value: In this study, holistic aspects of the organization, including leadership, organizational culture and organizational strategy, were examined for encouraging employees' knowledge sharing behavior while an organization undergoes innovational changes. More practically, this study suggested that organizational communication could be used as one of the critical strategies in the process of university innovation. [ABSTRACT FROM AUTHOR]

This paper investigated the role of CEO leadership in the relationship between Korean small firm’s competitive strategy and performance. This study conducted an empirical analysis by collecting data through a questionnaire survey targeting small firms in Korea. The main findings of this study are as follows. First, it was found that the competitive strategies of small firms all had a positive effect on the performance, and it was found that a strategic consistency rather than the type of strategy was positive for firm performance. Second, it was found that the type of leadership of the CEO should also be changed according to the type of strategy. Specifically, it was found that transformational leadership was more appropriate for differentiation strategies, and transactional leadership was more appropriate for cost advantage strategies. This study clarified that the pursuit of a strategic consistency is more important than the type of strategy in the competitive strategy, and that the CEO needs to pursue an appropriate leadership style according to the competitive strategy. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to examine the potential consequences of transformational leadership on follower innovative behavior as well as to investigate the moderating effect of team learning on the relationship. It is argued that an excessive level of transformational leadership may even decrease the subordinates' innovative behavior due to their negative emotions derived from the leadership, while an appropriate level of transformational leadership can positively influence innovative behavior. Furthermore, the situational factor of team learning, which reinforces the positive feelings of team members through their improved competency, can amplify the positive impact and diminish the negative impact of transformational leadership on innovative behavior. Design/methodology/approach: Data were collected from R&D teams of large- and mid-sized companies in Korean industries. Survey data from 307 team members and 51 team leaders from 51 project teams were tested using hierarchical linear modeling analysis. Team members evaluated the transformational leadership of their team leaders as well as the perceived level of learning in their teams, and team leaders evaluated the innovative behavior of their team members. Findings: Multi-level analysis confirmed a non-linear relationship (an inverted U shape) between transformational leadership of team leaders and innovative behavior of team members. It means innovative behavior was negatively related to excessive transformational leadership and positively related to a modest level of the leadership. Furthermore, statistical analysis confirmed the positive multi-level moderating effect of team learning. Research limitations/implications: The core dimension of transformational leadership, charisma, was the only measurement of the leadership in this study. Most South Korean companies adopted performance-based compensation systems and charisma is a prevailing leadership behavior at emerging market of the nation. As such, other dimensions of transformational leadership such as "individualized consideration" or "intellectual stimulation" are relatively neglected in most companies of South Korea. Future research needs to consider these other dimensions for the generalization in research. Practical implications: Leaders in emerging markets, such as project team leaders or R&D team leaders, should avoid immoderate transformational leadership and should maintain a proper level of transformational leadership. The contemporary leaders also need to utilize team learning to maximize innovative behavior. Originality/value: These findings illustrate the disadvantage of excessive transformational leadership and highlight the neutralization effect of team learning on the negative impact of the excessive leadership. Team learning has the potential to enhance members' innovative behaviors, and it could moderate the perceptions of excessive transformational leadership. [ABSTRACT FROM AUTHOR]

This study analyses the relationship between two kinds of employee voice mechanisms and voice behaviour among portfolio career workers in Japan, Korea and China. Using the conservation of resources theory, we focus on the role of managerial leadership. Under similar sampling procedures, data on 400 managers in each country were collected via web-based surveys conducted for Japan and Korea in 2017 and for China 2018. The findings are as follows: First, the number of team voice mechanisms is positively and directly related to voice behaviour in each country. Second, the number of representative voice mechanisms is positively and indirectly related to voice behaviour in Japan and China. Third, the number of team voice mechanisms is positively and directly related to transformational leadership in each country. Fourth, the number of representative voice mechanisms is positively and indirectly related to the level of transformational leadership in Japan and China. Fifth, transformational leadership is positively related to leader group prototypicality in Japan and China. Finally, leader group prototypicality is positively related to voice behaviour in Japan and China. [ABSTRACT FROM AUTHOR]

In an advancing project-based global economy, the ability to leverage innovation, and the adoption of disruptive technologies are critical for product and process innovation success. This study makes the initial attempt to examine the effects of CEO transformational leadership (CTL), project management best practices (PMBP), and project management technology quotient (PMTQ) on multi-dimensional innovation success. Drawing on data of 261 practitioners in the information and communications technology industry in South Korea, the hypothesized relationships were tested using higher-order partial least squares structural equation modeling (PLS-SEM). The study finds supportive evidence on the positive effects of CTL, PMBP, and PMTQ on innovation success. Moreover, PMBP and PMTQ demonstrated a significant moderating influence on the relationship between CTL and innovation success. Besides the development and validation of a new PMTQ scale, the study findings offer novel theoretical predictions, methodological contributions, and implications for practitioners to mitigate the challenges of successful innovations. [ABSTRACT FROM AUTHOR]

This study applies the contingency theory of accommodation (CTA) to examine the extent to which the contingent variables surrounding a politician can influence the public's perception of the politician's image and their voting intentions in Korea. A total of 1,126 respondents were asked to view two aspects of a politician's image: (1) the politician's capabilities and attractiveness, and (2) the corruptness and self-righteousness (RQ1). The following factors had a significant impact on the respondents' perception of a politician's capabilities and attractiveness: their party leader's transformational leadership, the politician's communication activity and family history, prominent issues that the politician encounters, voter characteristics, the political party's relationship with the electorate, and the respondents' monthly income (RQ2). The following factors had a significant impact on the respondents' perception of a politician's corruption and self-righteousness: their party's political stability, the party's internal threats, the political environment, prominent issues that the politician encounters, and external threats to the politician (RQ2). The respondents' voting intentions were positively influenced by the openness of the party, the party leader's transformational leadership, relationship between the party and the voters, the politician's communication activities, and their perceived capability and attractiveness (RQ3). Interestingly, the higher the degree of party stability and perceived corruption of a politician, the lower the respondents' intention to vote for them (RQ3). After detailing these results, this study presents an in-depth discussion of its theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership. Design/methodology/approach: A sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses. Findings: The results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB. Practical implications: Transformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors. Originality/value: This study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB. [ABSTRACT FROM AUTHOR]

This study empirically tests the effects of ethics management, performance management, and transformational leadership on organizational performance in Korean public organizations by using Structural Equation Modeling (SEM) on data collected from 270 public employees. In examining the relationships among ethics management; performance management; transformational leadership; and organizational performance, this research also explores the mediating roles of organizational commitment and ethical performance that contribute to organizational performance. Informal ethics management and transformational leadership are found to increase organizational performance by reducing unethical behavior and improving organizational commitment in public agencies. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to examine the relationships among transformational leadership, organizational learning, interpersonal trust and organizational citizenship behavior (OCB). Design/methodology/approach: The authors collected data from the manufacturing sector in South Korea. A total of 208 responses were analyzed by employing the structural equation modeling method. Findings: The findings showed that transformational leadership directly affected organizational learning, interpersonal trust and OCB; interpersonal trust positively and significantly influenced organizational learning and OCB; organizational learning had direct and significant effects on OCB; and organizational learning mediated the relationship between transformational leadership and OCB. Research limitations/implications: This study highlights the value of empirically establishing how employee citizenship behaviors are affected by transformational leadership as an integrative construct bringing together organizational learning and trust. Originality/value: The study intends to encourage future research by assessing whether organizational learning and interpersonal trust mediates the link between leaders' behavior and employees' behavior. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine the predictors of career satisfaction for public service employees in South Korea, using data drawn from 303 civil servants from one metropolitan government and two district governments. The effects of contextual (i.e., transformational leadership), personal (i.e., learning goal orientation), and intrinsic motivational (i.e., psychological empowerment) factors on career satisfaction were investigated. As the result of structural equation modeling analysis, accounting for 73% of the variance, transformational leadership, learning goal orientation, and psychological empowerment positively and significantly influenced career satisfaction. Based on the four Bootstrap analyses, we found learning goal orientation and psychological empowerment to be the significant mediators. This study integrated leadership, personal characteristics, motivation, and career research. Human resources and organization development professionals can help managers by providing relevant training programs and implementing developmental practices to encourage public service employees to be intrinsically motivated, empowered, and more satisfied with their careers. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine how organizational‐learning culture, cultural intelligence (CQ), and transformational leadership influence job performance. A total of 685 responses from the government sector in South Korea were analyzed by employing the structural equation modeling (SEM) method. The findings indicated that organizational‐learning culture, CQ, and transformational leadership positively influenced employees' job performance. In addition, organizational‐learning culture and CQ significantly affected transformational leadership. The study implies that employees' high level of CQ can help them recognize their leaders' transformational behaviors and enhance employees' job performance. [ABSTRACT FROM AUTHOR]

This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformational leadership and AOC was stronger for U.S. employees than their Korean counterparts, whereas transactional leadership was positively related to AOC only for Korean employees. Also, we tested Bass's (Leadership and performance beyond expectations, Free Press, New York, 1985) augmentation effect and House's (Leadersh Q 7(3):323–352, 1996) negative moderating effect of the two leadership styles. Interestingly, our results differed from theirs in this cross-national context. The findings provide important theoretical and managerial implications. [ABSTRACT FROM AUTHOR]

Organizational cynicism is associated with undesirable outcomes such as reduced organizational performance. In this study we examined factors leading to organizational cynicism in a public organization undergoing market-oriented reforms. Participants were 275 employees at Korea Post, Korea. Our empirical results showed that organizational cynicism is decreased by coworker trust and transformational leadership and increased by job stress. Also, the positive role of job stress was stronger for employees who are silent than for those who express their opinions in the workplace. The findings suggest that organizations would benefit from actively managing factors that may affect the level of organizational cynicism among employees. [ABSTRACT FROM AUTHOR]

Transformational leadership has received growing attention in leadership studies. However, open questions remain concerning its operationalization and its universal effectiveness. Drawing on transformational leadership theory and leadership contingency theory, this study explores these issues in an Asian context. Survey responses from 491 employees working for foreign subsidiaries in Korea were analyzed. Given their multi-dimensionality, transformational leadership behaviors were framed as a two-dimensional structure: organization-related behaviors (OBs) and person-related behaviors (PBs). Findings showed that both OBs and PBs were mediated by psychological empowerment to determine organizational commitment. More importantly, the findings indicated that the empowering process driven by both leadership behaviors is contingent on organizational structure. Specifically, centralization negatively moderated the empowering process of PBs. Formalization positively moderated the empowering process of OBs and negatively moderated that of PBs. These findings have noteworthy value by virtue of quantitatively revealing the organizational structure wherein the empowering process of transformational leadership behaviors is effectively induced in South Korea. Based on the results, significant theoretical and managerial implications are discussed. [ABSTRACT FROM AUTHOR]

This study is aimed at investigating perceived task interdependence and team size as contingencies for team leaders’ transformational leadership influence on team identification. Data were obtained from a two-phase survey among 234 employees from ten multinational pharmaceutical subsidiaries in South Korea. Each dimension of transformational leadership by team leaders relates positively to team identification. However, the impact of leadership dimensions on team identification is attenuated by distinct moderator(s): charisma by higher perceived task interdependence, individualized consideration by larger team size, and intellectual stimulation by higher perceived task interdependence or larger team size. This study’s findings help us develop a more nuanced understanding of how transformational leadership operates. This study illustrates that team leaders’ transformational influence on team identification fluctuates, depending on the team structure. Such knowledge may help inform team leader development and team-structuring strategies used by practitioners and may contribute to improving organizational team effectiveness. This is one of the first studies showing evidence that the influence of the dimensions of transformational leadership is contingent upon distinct moderators, thereby contributing to advancing the theory of transformational leadership. Further, this study, by investigating team structure as a contingency of the transformational leadership-team identification relationship, complements previous research that focused on follower characteristics. Additionally, our explicit attention to the team as both the context of leaders’ action and the target of employee identification helps us gain a more concrete understanding of team leadership and team development issues, which are particularly salient in the highly competitive pharmaceutical industry. [ABSTRACT FROM AUTHOR]

In comparison with research on the private sector, organizational commitment within the police has been rarely examined. Moreover, the leadership styles of police officials are not equal in all police studies across the world. Using data collected in 2009 from 236 Korean police officers, the purpose of this study is twofold: (a) to determine if the scale (multifactor leadership questionnaire, form 6-S [MLQ-6 S]) is applicable to police agencies internationally; and (b) to examine if leadership influences organizational commitment in law enforcement agencies. Results indicate that transformational leadership is positively linked to organizational commitment in Korean police agencies. However, the applicability of MLQ-6 S is controversial. Future research is required to examine comprehensively whether MLQ-6 S is a valid instrument for various types of organizations across the world. [ABSTRACT FROM AUTHOR]

Purpose This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator.Design/methodology/approach Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling.Findings The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB.Practical implications The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits.Originality/value By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship. Design/methodology/approach – The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS. Findings – TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees. Research limitations/implications – Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design. Practical implications – Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance. Originality/value – The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational-level predictors. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explore whether the relation between police transformational leadership and organizational commitment is mediated by organizational culture. Drawing on the competing values framework (Quinn, 1988), four types of cultural orientations (group, developmental, hierarchical, and rational) are analyzed. Design/methodology/approach – In total, 358 South Korean police officers are surveyed. Using competing values as multiple mediators, a parallel four mediator model is estimated. Bias-corrected bootstrapping methods are employed to consider the small sample size, as well as the possible non-normal distribution of specific indirect effects. Findings – The linkage between transformational leadership and commitment appears to be fully mediated by group culture. Interestingly, multiple individual officer characteristics, duty type, and departmental size do not impact respective constructs overall. Research limitations/implications – The use of cross-sectional data hinders causal ordering among constructs included. Practical implications – Given the full mediation relationships among the three constructs, it is advisable to develop more nuanced leadership training programs optimized for fostering “considerate and supportive leaders” who have been known to impact group culture. Originality/value – Including two understudied police organizational correlates (i.e. transformational leadership and organizational culture), this study accounts for the mediating role of organizational culture in the transformational leadership-commitment link with multiple variables frequently used in previous research being controlled. [ABSTRACT FROM AUTHOR]

Purpose: To examine the linkage between employee core self-evaluation (CSE) and employee outcomes and the moderating effects of transformational leadership on the latter relationships. Design/Methodology/Approach: A survey with 546 matched supervisor-subordinate dyads representing six South Korean organizations. Hierarchical linear modeling was used to test the research hypotheses including the moderating effects. Findings: Employee CSE was positively associated with job satisfaction, affective organizational commitment, and job performance. In addition, the latter relationships were facilitated by transformational leadership. Specifically, the relationship between CSE and job satisfaction and affective organizational commitment became strongest as transformational leadership was higher rather than lower. Implications: These findings contribute to a developing research literature that integrates individual characteristics and behaviors of both leaders and followers in leadership research. These results are also important in developing and in refining leadership theories on how leadership behaviors interact with followers' personality traits in influencing employee outcomes. Our findings also provide practical implications for organizations. For example, organizations wishing to enhance leadership effectiveness must consider individual characteristics and behaviors of both leaders and followers. Originality/Value: One of few studies has examined the cross-level moderating effects of leadership behaviors on the relationships between followers' CSE and employee outcomes. [ABSTRACT FROM AUTHOR]