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KMID : 1134820070360040488
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Journal of the Korean Society of Food Science and Nutrition
2007 Volume.36 No. 4 p.488 ~ p.498
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A Verification on the Effectiveness of Middle Managers’ Emotional Leadership in Food Service Management Companies
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Kim Hyun-Ah
Jung Hyun-Young
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Abstract
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The purposes of this study were to: a) provide evidences concerning the effects of emotional leadership b) examine the impacts of emotional leadership on employee-related variables, ‘job satisfaction’, ‘organizational commitment’, ‘organizational performance’ and ‘turnover intention’, and c) identify a conceptual framework underlying emotional leadership. A survey was conducted from August 23 to November 3, 2005 to collect data from mid-level managers in food service company headquarters (N=219). Statistical analyses were completed using SPSS Win (12.0) for descriptive, reliability, factor and correlation analyses and AMOS (5.0) for confirmatory factor analysis and structural equation modeling. The main results of this study were as follows. First, the managers gave the highest point to their leaders in the emotional leadership competence ‘organizational awareness: reading the currents, decision networks, and politics at the organizational level’ and gave the lowest point in the emotional leadership competence ‘influence: wielding effective tactics for persuasion’. Second, the means of job satisfaction was above the midpoint (3 points). Employees’ job satisfaction with ‘coworkers’ was relatively high. However, the extents of satisfaction with ‘payroll’, ‘promotion’, and ‘work environment’ were relatively low. Third, the organizational commitment was above the midpoint (3 points). In the organizational commitment, ‘loyalty’ factor was higher than ‘commitment’ factor. Fourth, the means of organizational performance was above the midpoint. The highest organizational performance variable was ‘internal efficiency; trying to reduce cost’ and the lowest organizational performance variable was ‘internal fairness; equitable treatment and all are treated with respect with no regard to status and grade’. Fifth, most respondents intended on ‘thinking of quitting; towards turnover process’. Sixth, the test of hypothesis using structural equation modeling found that emotional leadership produced positive effects on job attitude and job performance. Emotional leadership enhanced job satisfaction and organizational commitment, and in turn, employees’ attitude produced positive effects on organizational performance; emotional leadership also had a direct impact on organizational performance.
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KEYWORD
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emotional leadership, organizational commitment, job satisfaction, organizational performance, turnover intention
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