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How Korean Leadership Style Cultivates Employees’ Creativity and Voice in Hierarchical Organizations

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  • Hai Kyong Kim
  • Kibok Baik
  • Najung Kim

Abstract

This article examines how Korean leaders in a hierarchical society would trigger employees’ creativity and voice behavior through an indigenous leadership style: Korean leadership style (KLS). KLS exhibits heavily relationship-oriented behaviors, including attending to superiors’ needs and requests, building a positive reputation and trust of peers, and embracing and sheltering subordinates. Jeong , a shared group affect ingrained in Korean society, and woori , a shared feeling of belongingness dedifferentiating individuals constituting the collective, provide a fertile ground for this unique leadership style. Building upon the literature on group affect and collective energy, we explore how the affective mechanism mediates the positive relationships between KLS and employees’ creativity and voice behaviors. The findings from the empirical study of 340 leader–follower paired data points confirm the positive relationships between relationship-oriented Korean leader behaviors and employees’ creativity and voice behavior and that, for creativity, the link is partially mediated by positive affect with high energy.

Suggested Citation

  • Hai Kyong Kim & Kibok Baik & Najung Kim, 2019. "How Korean Leadership Style Cultivates Employees’ Creativity and Voice in Hierarchical Organizations," SAGE Open, , vol. 9(3), pages 21582440198, September.
    • Handle: RePEc:sae:sagope:v:9:y:2019:i:3:p:2158244019876281
    DOI: 10.1177/2158244019876281
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    References listed on IDEAS

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    1. Inju Yang & Sven Horak, 2019. "Emotions, indigenous affective ties, and social network theory—The case of South Korea," Asia Pacific Journal of Management, Springer, vol. 36(2), pages 395-414, June.
    2. Hsin-Hua Hsiung, 2012. "Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process," Journal of Business Ethics, Springer, vol. 107(3), pages 349-361, May.
    3. Linn Van Dyne & Soon Ang & Isabel C. Botero, 2003. "Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1359-1392, September.
    4. Youngsam Cho & Mannsoo Shin & Tejinder K. Billing & Rabi S. Bhagat, 2019. "Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts," Asian Business & Management, Palgrave Macmillan, vol. 18(3), pages 187-210, July.
    5. Dae Seok Chai & Shinhee Jeong & Junhee Kim & Sewon Kim & Robert G. Hamlin, 2016. "Perceived managerial and leadership effectiveness in a Korean context: An indigenous qualitative study," Asia Pacific Journal of Management, Springer, vol. 33(3), pages 789-820, September.
    6. Hak-Chong Lee, 1998. "Transformation of Employment Practices in Korean Businesses," International Studies of Management & Organization, Taylor & Francis Journals, vol. 28(4), pages 26-39, December.
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    Cited by:

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    3. Chaoyu Wang & Jeeyoung Kim & Myung-Ho Chung, 2023. "The Differential Effects of LMX and Regulatory Focus on Promotive and Prohibitive Voice," SAGE Open, , vol. 13(4), pages 21582440231, December.

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