Abstract
Tests of Korean Leadership Styles and Pseudo-Korean Leadership Styles on Performance
The purpose of this study is to investigate the effects of the Korean leadership styles and pseudo-Korean leadership styles on performance. First o...
Abstract
Tests of Korean Leadership Styles and Pseudo-Korean Leadership Styles on Performance
The purpose of this study is to investigate the effects of the Korean leadership styles and pseudo-Korean leadership styles on performance. First of all, the pseudo-Korean leadership styles were defined as ‘extreme behaviors of Korean leaders’. The range of this study is limited to six factors out of eight factors of Korean Leadership styles, which are (1) upward adaptability, (2) downward benevolence, (3) lateral harmony, (4) passion for achievement, (5) self-confidence, and (6) leading by examples. The conceptional definition and measurement tool for pseudo-Korean leadership styles were developed through the procedures of literature study, survey, expert review and pilot test accordingly.
This study consists of two different studies. In ‘Study 1’, the survey was administered to 413 employees in 9 organizations in Korea. In order to avoid common method bias, two different surveys were administered to each of two randomly chosen subgroups of members. Analysis of the results showed a positive relationship between Korean leadership styles and innovation behavior and negative relationship between Korean leadership styles and turnover plan. However, the results showed negative relationship between pseudo-Korean leadership styles and innovation behavior and job performance, while a positive relationship between pseudo-Korean leadership styles and job burnout and turnover plan. Job engagement mediated the relationship between the Korean leadership styles and innovation behaviour and between the pseudo-Korean leadership styles and job burnout.
In ‘Study 2’, the scenario experiment is done randomly with 365 employees in 10 organizations in order to test the hypothesis of pseudo-Korean leadership styles. For Study 2, leaders' internal dimension of Korean leadership styles were used, which are (1) passion for achievement, (2) self-confidence, and (3) leading by examples. Analysis of the results showed a positive relationship between pseudo-Korean leadership styles and silent behaviour and job strains, while a negative relationship was shown between pseudo-Korean leadership styles and leadership effectiveness and supervisor’s support. Supervisor’s support mediated the relationship between pseudo-Korean leadership styles and leadership effectiveness, leader liking, silent behaviour and job strains.
Based on the analysis, theoretical and practical implications were discussed. First, this study is the initial study to investigate the concept of pseudo-Korean leadership styles. Leadership studies have been so far focused on the positive effects of the leadership, however, this study verified a positive and negative effects of leadership at the same time. It can be suggested to a new direction of leadership studies in Korea. Second, the pseudo-Korean Leadership styles influenced on the negative attitudes of people in organizations. Therefore, it needs to be prevented in order not to harm the organization by leaders with pseudo-Korean leadership styles. Third, the pseudo-Korean leadership styles are more directly influenced on the result variables. It can be assumed the power of negative leadership can be more stronger than positive leadership in organizations. Measuring both leadership styles can enable to find out strengths and weakness of leaders more easily. Then, the training program can be developed based on the results accordingly. Fourth, it was found out that the job engagement, role conflict, and supervisor’s support were played as mediating role.
Suggestions for future research were given with an emphasis on the importance of corroboration of evidence through longitudinal and more diverse research method.
Keyword : Korean Leadership Styles, Pseudo-Korean Leadership Styles, Innovation Behaviour, Turnover Plan, Role Conflict, Job Burnout, Job Engagement, Job Performance, Leadership Effectiveness, Leader Liking, Silent Behaviour, Job Strains, Supervisor’s Support
，韩语毕业论文，韩语论文 |
