open access
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open access
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ISSN : 1229-0696
For the purpose of investigating the role of emotions in team, this study investigated the impact of leader's emotional expression, and the moderating roles of emotional norm and identification. 106 students(28 teams) participated in the experiment by 2(leader's positive/negative emotion)×2(norm salient/control)×2(individual/team identification) factorial design, and which was discussion implemented by trained confederates as leaders. The leaders communicated emotions by means of verbal cues(such as feedback, criticism) and nonverbal cues(such as facial expression, voice tones, and gestures). Results revealed that the effects of leader's emotional expression on teammate's emotional experiences were significant, and which were moderated by emotional norm. In other words, the effects of leader's emotional expressions were more stronger when emotional norm were salient than otherwise. Results also indicated that three way interactions were significant, and the moderating effects of emotional norms were not same between individual and team identification conditions. These findings were discussed with reference to theoretical framework proposed for understanding the role of leader in team context, and limitations and implications were also explored.
This research examined the influence of experience and context on decision making. Specifically, 78 airline pilots' preference to choose decision criteria and information sources was related to their flight experience and perceived risk and ambiguity of situation. The results of study 1 show that there is a main effect of context on choice confidence and an interaction of experience and context on choosing decision criteria; whereas, under high risk perception, captains tend to choose inner decision criteria based on their experiences, first officers, under the same perception, tend to choose outer decision criteria based on rules and procedures. The results of study 2 show that there is a main effects of experience and context on choice confidence, and their interaction on using information source; whereas pilots from private aviation school showed high preference to human-provided information, pilots from air force showed high preference to machine-provided information under high ambiguity perception. The causes and mechanisms of this phenomenon were discussed.
This study was intended to cross-validate and generalize the ‘internal/external career movement model’ proposed by Oh, Suh, and Shin (2004). To achieve these purposes, the study was conducted by taking the following steps. After cross-validation with an independent sample was carried out, the model was tested using multi-sample analysis to examine if the cross-validated model generalizes across two demographic variables such as job levels/positions (manager-level vs. non-managerial level) and job types (sales vs. non-sales). First, the ‘internal/external career movement model’ was cross-validated using 585 clerical employees working for a large Korean company. The result revealed that the model showed satisfactory fit indices, and thus it was successfully cross-validated. In addition, the alternative model inputing ‘turnover intention’ instead of ‘external career movement intention’ also indicated satisfactory fit indices. Moreover, the zero-order correlation between two variables was very high (r=.86), which suggested that employees could not distinguish those two measures empirically. Next, multi-sample analysis was conducted and it showed that a non-managerial (low job-level) sub-sample showed higher negative path coefficient than a managerial (high job-level) sub-sample in terms of the relationship between ‘job satisfaction’ and ‘internal career movement intention’ and that between ‘career satisfaction’ and ‘external career movement intention.’ However, there was no difference between sales and non-sales sub-samples in terms of the ‘internal/external career movement model’, so the model perfectly generalized. This suggested that the direction of career development and management practices should be based upon job levels rather than job types in Korea. In addition, research limitations, future research directions, and implications for human resource management were discussed.
The purpose of this study was to examine the conceptual distinction among Emotional intelligence(EI), cognitive ability, and personality and to examine incremental validity of EI on job performance(task, contextual, adaptive) over the variance accounted for by cognitive ability and personality. Two hundred seventeen military academy students rated their EI, cognitive ability, and personality. Their task performance, contextual performance, and adaptive performance were rated by their upper level mentors. EI was not significantly correlated with cognitive ability. Although EI was significantly correlated with personality, the effect size was moderate. Based on these results, it is concluded that EI, cognitive ability, and personality are distinct constructs. Hierarchical multiple regression analyses were conducted to find incremental validity of EI on job performance. Result indicated EI had additionally significant variance on task performance and adaptive performance over the variance accounted for by cognitive ability and personality. Based on these results, the implication and limitation of this study and the direction for future research were discussed.
The purpose of this research was to examine the differences in two types of leadership styles (transformational and transactional leadership) between Korean and Chinese managers. Also the relative effects of the leadership styles on organizational effectiveness were examined. Data were obtained from 115 employees of three Korean manufacturing companies in Korea and 147 Chinese employees of one Chinese manufacturing company in China. The results of the analyses showed that leadership scores on transformational leadership as well as transactional leadership were significantly higher for the Korean employees than for Chinese employees with an exception of intellectual stimulation. For the Korean sample, the results of multiple regression analyses showed that only charisma was significant in explaining leader satisfaction. For the Chinese sample, charisma was also significant in explaining leader satisfaction, but the direction was negative. Finally, implications and limitations of this study were discussed.
This study investigated how the experience of victimization caused by inmates' violence might affect correctional officers' mental health problems including PTSD and burnout experience. The analysis results from 420 correctional officers presented that officers responsible for security of prison cells reported serious degree of maladaptation in burnout experience and post-traumatic stress disorder. Principal factor analysis of items to measure officers' victimization by inmates saturated a three-factor model to have the best fit. Three factors were psychological withdrawal, victimization by physical violence, and small disputes between inmates and officers. Additionally, 240 officers were classified based on the experience of being victimized by inmates' physical abuse. The indices of chronic burnout and job-satisfaction were turned out to be much more maladjusted among officers abused by inmates physically. Furthermore, structural equation modeling were applied to explore the relationship among latent variables: physical abuse, post-traumatic stress disorder, and burnout experience. It was found that victimization by inmates' physical violence made a causal effect on post-traumatic stress disorder and post-traumatic stress disorder produced chronic burnout experience. This relationship confirmed that there might be a causal effect of being physically abused by inmates on correctional officers' mental health problem such as post-traumatic stress disorder.
Tak & Jang (2003) studied effects of transformation/transactional leadership using a sample of soldiers in the army, and found that charisma, one of the factors of transformational leadership, and management by exception, one of the factors of transactional leadership, were significantly related with criteria. Since their study had no considerations of the levels issues regarding theory and analysis associated with the examined variables, the incomplete conclusions had room for reanalysis. This study revisited Tak and Jang's research using a series of multilevel analyses such as multilevel agreement, WABA, HLM, to find out which level (i.e., platoon or individual level) is appropriate to discuss the leadership effects in the original research. Results indicated that though individual level effects were similar to the original study, more level-specific phenomena were found from the original research. Based on these findings, implications that overcome misspecification errors were discussed.
The purpose of this study was to examine the effects of person-organization value fit on organizational commitment, turnover intention, and contextual performance. In addition, this study focused moderating effects of personality and emotional intelligence in these relationships. This study dealt with person-organization fit based on five dimensions of organizational work values and person work values: career development, autonomy, compensation, collectivity, and rapidity. For data collection, questionnaires were administered to 241 employees worked in medium-sized companies. The results showed that person-organization value fit enhances members' organizational commitment and contextual performance and decreases turnover intention. Also, this study found some moderating effects of personality and emotional intelligence. Agreeableness and Openness to experience personality factors moderated the relationships between person-organization value fit and organizational commitment and contextual performance. Emotional intelligence also moderated the relationship between person-organization value fit and organizational commitment. Based on these results, the implication and limitation of this study and the direction for future research were discussed.
The present study examined the factor structure of affect in organization. Assuming the factor structural differences in affect between in everyday life and in organizational life, we developed 26 adjectives based on interview results from 24 employees and exploratory factor analysis. Confirmatory factor analysis results showed 4 factor-structure(Passion, Relief, Anger, and Frustration) was better fitted to the data than any other models. This solution failed to show evidences for measurement equivalence between students and employees sample, results of differential item functioning(DIF) analysis revealed that 22 of 26 items displayed uniform or nonuniform DIF. No evidence was observed for the bipolarities of any pair of the 4 affect dimensions. However, results of correlation and regression analysis with other variables such as personalities and performances demonstrated scale's convergent, discriminant, and predictive validities. Findings, limitations, and implications were discussed with reference to theoretical framework proposed for understanding the role of affect in organization.