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      Why is supervisor leadership important? The effects of leadership styles on work engagement and innovative behavior among flight attendant

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      https://www.riss.kr/link?id=A106844806

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      다국어 초록 (Multilingual Abstract)

      In service- and people-oriented industries, such as the airline industry, organizational performance is determined mainly by employee psychological well-being and attitudes, which are influenced by supervisor attitudes. The purpose of this study was to investigate the influence of flight attendants’ perceptions of three leadership styles (inclusive, paternalistic, and ethical leadership) on their engagement and innovative behavior. A self-administered questionnaire was completed by 278 flight attendants. The empirical results indicated that supervisors’ leadership style positively influenced their job engagement and innovative behavior. In more detail, inclusive leadership, paternalistic leadership, and ethical leadership significantly affected employees’ engagement. In addition, employee engagement had a positive effect on innovative behavior. Also, inclusive leadership and paternalistic leadership significantly affected employees’ innovative behavior whereas ethical leadership did not. The research limitations and suggestions for future research directions are discussed.
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      In service- and people-oriented industries, such as the airline industry, organizational performance is determined mainly by employee psychological well-being and attitudes, which are influenced by supervisor attitudes. The purpose of this study was t...

      In service- and people-oriented industries, such as the airline industry, organizational performance is determined mainly by employee psychological well-being and attitudes, which are influenced by supervisor attitudes. The purpose of this study was to investigate the influence of flight attendants’ perceptions of three leadership styles (inclusive, paternalistic, and ethical leadership) on their engagement and innovative behavior. A self-administered questionnaire was completed by 278 flight attendants. The empirical results indicated that supervisors’ leadership style positively influenced their job engagement and innovative behavior. In more detail, inclusive leadership, paternalistic leadership, and ethical leadership significantly affected employees’ engagement. In addition, employee engagement had a positive effect on innovative behavior. Also, inclusive leadership and paternalistic leadership significantly affected employees’ innovative behavior whereas ethical leadership did not. The research limitations and suggestions for future research directions are discussed.

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      참고문헌 (Reference)

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      2 왕화이밍, "家长式领导的结构及其对员工敬业度的影响 -控制点的调节效应-" 한중사회과학학회 12 (12): 321-344, 2014

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      4 Mitonga-Monga, J., "Workplace ethics culture and work engagement : the mediating effect of ethical leadership in a developing world context" 26 (26): 326-333, 2016

      5 Jung, H. S., "What does work meaning to hospitality employees? the effects of meaningful work on employees’ organizational commitment : the mediating role of job engagement" 53 : 59-68, 2018

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      7 Buil, I., "Transformational leadership and employee performance : the role of identification, engagement and proactive personality" 77 : 64-75, 2019

      8 Luu, T. T., "The well-being among hospitability employees with disabilities : the role of disability inclusive benevolent leadership" 80 : 25-35, 2019

      9 Hakimian, F., "The role of paternalistic leadership on fostering employees’innovative behavior : moderating effects of job insecurity" 4 (4): 446-452, 2014

      10 Wang, Y. X., "The mediating role of inclusive leadership : work engagement and innovative behavior among Chinese head nurses" 31 : 1-32, 2019

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      33 Fang, C. H., "Paternalistic leadership and employees’ sustained work behavior: a perspective of playfulness" 11 (11): 1-12, 2019

      34 Zhang, Y., "Paternalistic leadership and employee voice in China : a dual process model" 26 (26): 25-36, 2015

      35 Chen, S. C., "Paternalistic leadership and cabin crews’ upward safety communication : the motivation of voice behavior" 62 : 44-53, 2017

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      42 Wang, C. J., "Linking transformational leadership and employee creativity in the hospitality industry : the influences of creative role identity, creative self-efficacy and job complexity" 40 : 79-89, 2014

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      48 Sugiyama, K., "Inclusive leadership development : drawing from pedagogies of women’s and general leadership development programs" 40 (40): 253-292, 2016

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      56 Javed, B., "Impact of inclusive leadership on innovative work behavior : the role of psychological safety" 25 (25): 117-136, 2019

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      58 Sanders, K., "How to support innovative behaviour? the role of LMX and satisfaction with HR practices" 1 : 59-68, 2010

      59 Yidong, T., "How ethical leadership influence employees’ innovative work behavior : a perspective of intrinsic motivation" 116 (116): 441-455, 2013

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      62 Dhar, R. L., "Ethical leadership and its impact on service innovative behavior : the role LMX and job autonomy" 57 : 139-148, 2016

      63 Dust, S. B., "Ethical leadership and employee success : examining the roles of psychological empowerment and emotional exhaustion" 29 (29): 570-583, 2018

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      84 Slatten, T., "Antecedents and effects of engaged frontline employees : a study from the hospitality industry" 21 (21): 88-107, 2011

      85 Lee, K. H., "An extended model of employees’service innovation behavior in the airline industry" 28 (28): 1622-1648, 2016

      86 Samdani, H., "An engagement story : engaging employees through ethical leadership" 8 (8): 126-137, 2017

      87 Zacher, H., "Ambidextrous leadership and team innovation" 36 : 54-68, 2015

      88 Kim, Y. K., "Airline employee’s service behavior toward different nationalities" 28 : 454-465, 2009

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      2026 평가예정 재인증평가 신청대상 (재인증)
      2020-01-01 평가 등재학술지 유지 (재인증) KCI등재
      2017-01-01 평가 등재학술지 유지 (계속평가) KCI등재
      2014-01-28 학술지명변경 외국어명 : Korea Journal of Tourism and Hospitality Research -> International Journal of Tourism and Hospitality Research KCI등재
      2013-01-01 평가 등재학술지 유지 (등재유지) KCI등재
      2010-01-01 평가 등재학술지 선정 (등재후보2차) KCI등재
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      2008-01-01 평가 신청제한 (등재후보1차) KCI등재후보
      2007-12-25 학술지명변경 외국어명 : 미등록 -> Korea Journal of Tourism and Hospitality Research KCI등재후보
      2007-01-01 평가 등재후보학술지 유지 (등재후보2차) KCI등재후보
      2006-03-29 학술지등록 한글명 : 관광연구저널
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      기준연도 WOS-KCI 통합IF(2년) KCIF(2년) KCIF(3년)
      2016 1.95 1.95 1.84
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