ISSN : 1229-067X
This article aims to validate the concept of Kunja’s leadership. In study 1, we investigated discriminant and convergent validity of Kunja's leadership by comparing it with transformational leadership and authentic leadership on the basis of 494 full-time workers' data. The result supported our argument that Kunja's leadership would be different from transformational leadership and authentic leadership. In study 2, we tested the subscale's effectiveness of Kunja's leadership with 90 team level data gained from 18 Korean business organizations. The results of regression analysis supported research hypotheses: Each subscale of Kunja's leadership would positively affect subordinates' trust in their leaders after holding for transformational leadership and authentic leadership respectively. The implications of these results would be discussed in the conclusion.
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