윤석화 교수

Integrating work-family and cross-cultural adjustment literatures, the researchers proposed and tested a spillover and crossover model of expatriates' cross-cultural adjustment with reciprocal relationships. Spillover effects refer to the influence that expatriate attitudes in a particular domain (e.g., work) have on attitudes in other domains (e.g., nonwork), whereas crossover effects refer to the influence of expatriate attitudes on the spouse's attitudes (and vice versa). Data collected from

This research investigated leadership and effectiveness of teams operating in a high-velocity environment, specifically trauma resuscitation teams. On the basis of the literature and their own ethnographic work, the authors proposed and tested a contingency model in which the influence of leadership on team effectiveness during trauma resuscitation differs according to the situation. Results indicated that empowering leadership was more effective when trauma severity was low and when team experi

Purpose Seeks to examine the interaction effect of leadership and follower characteristics on follower self‐leadership, using hierarchical linear modeling. Design/methodology/approach Longitudinal data were collected using a questionnaire at two points in time, with ten weeks between each collection. These data facilitate the causal inference between leadership and follower need for autonomy (wave 1) and follower self‐leadership behaviors (wave 2). Hierarchical linear modeling (HLM) was used to

Abstract The present study was designed to better understand the antecedents and consequences of expatriate adjustment in an international assignment. The researchers surveyed Japanese expatriates assigned to the United States. Structural equation modeling was utilized to test our hypotheses and model. The results indicated that previous knowledge of the host country, language proficiency, willingness to communicate and perception of the novelty of the host culture were differentially related to

Although empowering leadership is generally considered to be a desirable leadership approach, its effectiveness has been questioned and the response is mixed. Integrating the “Too-Much-of-a-Good-Thing” effect and dual task processing, this study examines the relationship between empowering leadership and task performance. Specifically, we suggest a curvilinear relationship between empowering leadership and employee task performance. Further, applying a leadership contingency perspective, we prop

Applying on a componential model of creativity, this study intends to integrate creativity and knowledge sharing literatures by empirically examining the relationship between knowledge sharing from different sources (i.e., supervisor and coworkers) and the focal employees’ creative behavior. Taking an interactionist perspective, the study aims to investigate the interaction effects of knowledge sharing from supervisor and coworkers on the employees’ creative behavior. Furthermore, this study inv

Despite the importance of knowledge sharing in competitive environments, there is a paucity of studies examining the relationship between employee knowledge sharing and work–family conflict. Drawing on insights from conservation of resources theory, this study investigated how employees may reduce their knowledge-sharing behaviors when they experience resources lost from work interference with family (WIF) or family interference with work (FIW). Furthermore, the role of supervisor support in the

With an increase of female workforce and dual-earner families, work-family conflict has received particular attention. Using a sample of 159 employees in South Korea, this study examined whether work-family conflict mediated the relationship between social support and emotional exhaustion. Supervisor and family support were found to be related negatively to two different aspects of work-family conflict, i.e., work interference with family and family interference with work, respectively. Also, ea

Drawing on social cognitive theory (SCT), we propose that employees’ self-efficacy acts as a key mechanism between ethical leadership and employees’ knowledge sharing. Based on SCT, we also identify employees’ emotional exhaustion and their perceptions of coworker trustworthiness as critical boundary conditions for this mechanism (for the first and second stages, respectively). We propose that the self-efficacy mechanism is particularly salient when employees do not feel emotionally exhausted an

This study investigates team leadership and coordination during a trauma resuscitation. A trauma resuscitation team is an emergency cross- functional medical team, which includes several specialists such as a surgeon, an anesthesia provider, and nurses. The main purpose of the team is to perform a resuscitation; treatment to a patient who experiences a trauma (e.g. car crash, stabbing, gunshot) and has a life-threatening injury. The trauma team can be seen as a type of crisis team since the need

Summary Drawing on uncertainty management theory, we propose that employees' uncertainty is a distinct key mechanism explaining the relationship between ethical leadership and employees' organizational citizenship behavior (OCB). We contend that ethical leadership, by promoting a work environment governed by moral principles, reduces employees' sense of uncertainty and thereby fosters their OCB. However, we suggest that leaders' close monitoring, which ethical leaders may utilize to be informed

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe t

We integrate the cognitive theory of empowerment and regulatory focus theory to suggest that abusive supervision, from which employees draw negative achievement and security implications, discourages employees from engaging in taking charge by damaging their psychological empowerment. We propose that this negative influence is more saliently experienced by both promotion-focused and prevention-focused employees, albeit for different reasons. To test our model, we conducted a field study (Study 1