8 research outputs found
μλ―Έλ²μ λ Όμ λ° κ·Έ μμ¬μ μ μ€μ¬μΌλ‘
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Όλ¬Έ (λ°μ¬) -- μμΈλνκ΅ λνμ : λ²κ³Όλν λ²νκ³Ό, 2021. 2. λ
Ένμ€.Article 43(1) of the Korean Trust Act, enacted in 2012, states: Where a trustee has violated his duties incurring any loss to the trust property, the settlor, beneficiary, or other trustees where a number of trustees exist, may request the relevant trustee to restore, reinstate the trust property: Provided, that where it is impossible or substantially impracticable to reinstate the trust property, or excessive expenses are incurred in such reinstatement, or where any special ground exists making reinstatement inappropriate, a claim for damages may be raised.Furthermore, article 43(3) of the Korean Trust Act states that where a trustee is in breach of a duty of loyalty stipulated in Articles 33 through 37, he should disgorge all the profits acquired by himself or a third party to the trust property, even if no loss has incurred to the trust property.
The disgorgement remedy set out in Article 43(3) provides exceptional relief, preventing the trustee from realizing any gains resulting from a breach of the trustees fiduciary duty. Yet, this powerful gain-based remedy has not been applied by courts in South Korea. Thus, it is difficult to understand a clear rule for determining disgorgement of profits case.
Before the enactment of article 43(3), there have been debates by legal scholars whether any legal basis already existed for disgorgement of profits in South Korea. Unjust enrichment and management of anothers affairs(negotiorum gestio) were traditional remedies available to an injured party, however the legal basis for disgorgement of profits was tenuous. Thus, the legislature found it necessary to specially enact Article 43(3) to be able to impose this remedy. However, no case law has been developed so far and Article 43(3) is often overlooked due to its obscurity. The purpose of this dissertation is to clarify the nature and function of a trustees fiduciary duty and the disgorgement of profits under Article 43(3) by analyzing the fiduciary duty of a trustee and the remedies available for breach of a trustees fiduciary duty in Anglo-American jurisprudence.
This dissertation will first examine the basic principles of disgorgement of profits in a breach of trustees fiduciary duty in Anglo-American jurisprudence. In Anglo-American jurisprudence, the purpose of disgorgement of profits is to strip profits if they are gained in a breach of fiduciary duty owed by the trustee to its beneficiaries. The fiduciary duty of the trustee requires the fiduciary to exercise the highest duty of trust and confidence between the fiduciary and its beneficiaries. The fiduciary must exercise its powers and discretion carefully given the vulnerable and dependent nature of any beneficiarys relationship to its trustee. Given the special status of this relationship, a trustee owes the highest fiduciary duty to the beneficiary, which includes the no-conflict rule and the no-profit rule.
The vitally important duty of loyalty is not self-enforcing, and when a breach occurs, the remedy should be in conformity with the duty. The rationale for disgorgement of profits is to deter a breach of the duty of loyalty. Deterrence and prophylaxis are the strongest rational for disgorgement of profits. The quantification of illegally gained profits must reflect the nuances of the fiduciary relationship and the manner in which the duty was breached; the uneasy interplay between causation, remoteness and allowances must be considered. In ordering a disgorgement of profits, a court should factor in the fiduciarys skill and effort in determining the amount of the profits that should be disgorged. Disgorgement of profits is a harsh remedy, and its effectiveness as a deterrent depends on its proportionality to the wrongs.
This paper will also address the liability of third parties to its beneficiaries in Anglo-American jurisprudence. The liability of third parties is based upon the concepts of knowing receipt and knowing assistance. When a third party receives a trust asset which has been disposed of by the trustee in breach of the trustees duty, and the third party has knowledge of the breach of duty, then the third party can be held liable to its beneficiaries for the value of the asset. Moreover, if the third party knowingly assists the trustee in a dishonest and fraudulent manner, the third party can be held independently liable to its beneficiaries for the third partys misconduct. Under the Korean Trust Act, when the trustee has engaged in a legal act in violation of the purpose of trust, the beneficiary is granted the right to seek recission. However, the remedy of recission is only available when the third party (and a subsequent purchaser) knows about the trustees breach of fiduciary duty at the time when the breach occurs, or the third party is unaware of the breach due to gross negligence of the third party.
Unlike Anglo-American jurisprudence, knowing assistance is not a basis for imposing liability on a third party in South Korea. However, this dissertation proposes that South Korea should adopt the basis for liability to include knowing assistance, to ensure that the third party does not profit from his wrongdoing. Most circumstances involving knowing assistance pertain to professionals, such as financial institutions, accountants, and legal professionals alleged to have fostered the fiduciarys misconduct.
Finally, this paper examines whether it is plausible to apply the disgorgement of profits remedy to a corporations board of directors. In Anglo-American jurisprudence, a director of a corporation is categorically treated as a status-based fiduciary who owes a fiduciary duty to the corporation. If unauthorized profits are made by a director in breach of his fiduciary duty to the corporation, the director should be required to disgorge the profits just as a disloyal trustee is required to disgorge profits under the Trust Act in South Korea.
Under the Korean Commercial Code, remedies exist that are functionally similar to the disgorgement of profits, yet these remedies are fragmented. For instance, directors are prohibited from engaging in a transaction which competes with their corporations interests without the consent of the board of directors. If a director violates his duty not to compete in the absence of the boards consent, the director may be held liable for monetary damages sustained by the corporation. Additionally, intervention rights are granted to a corporation under the Korean Commercial Code. The corporation may intervene and substitute itself for the director in the third-party transaction. Furthermore, a director may not usurp certain business opportunities available to the corporation without approval by the board of directors. If a director usurps the corporations business opportunity in contravention of his fiduciary duty, then the director may be held liable for damages based upon a presumption that the ill-gotten gains made by the director are the damages suffered by the corporation. Both intervention rights and the presumption that illegal profits are the corporations damages are modified forms of the remedy of disgorgement of profits. However, a breach of a general duty of loyalty under the Korean Commercial Code does not stipulate these gain-based remedies. The directors of a corporation are in charge of managing the companys business and thus, their role is similar to that of a trustee. Thus, this paper argues that the remedy of disgorgement of profits should be adopted for breach of a duty of loyalty by a director under the Korean Commercial Code.μ νλ² μ 43μ‘° μ 1νμ μνμμ μμν볡 μ±
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ABSTRACT 293Docto
The relationship between organizational citizenship behavior and transformative leadership - Focusing on a moderating effect of communication
νμλ
Όλ¬Έ(μμ¬) -- μμΈλνκ΅λνμ : νμ λνμ νμ νκ³Ό(νμ νμ 곡), 2023. 2. μλλΉ.λ³Έ μ°κ΅¬λ μ€μλΆμ²μ κ΄μμμΉλ¨μ²΄ μΌλ°μ§ 곡무μμ λμμΌλ‘ λ³νμ 리λμκ³Ό μμ¬μν΅μ΄ μ‘°μ§μλ―Όνλμ λ―ΈμΉλ μν₯μ μ€μ¦μ μΌλ‘ λΆμνλ€. λ³Έ μ°κ΅¬κ° κ°μ§ μ°¨λ³μ±μ λ κ°μ§μ΄λ€. 첫 λ²μ§Έλ, 곡무μ κ°μΈμ΄ λλΌλ μμν¨λ₯κ°κ³Ό λκΈ°λΆμ¬ κ΄μ μμ λ³νμ 리λμκ³Ό μ‘°μ§μλ―Όνλμ κ΄κ³λ₯Ό μ£Όλͺ©νλ€λ μ μ΄λ€. λ λ²μ§Έλ, μ‘°μ§ λ΄ κ°μΈμ΄ μΈμνλ μμ¬μν΅μ μ‘°μ λ³μλ‘ νμ¬ λ³νμ 리λμκ³Ό μ‘°μ§μλ―Όνλμ κ΄κ³ μμμ λ³Έλ€λ μ μ΄λ€. λΆμμ μ€μν κ²°κ³Ό, μμ¬μν΅μ΄ νλ°ν λΆμκΈ°μμ μ κ·Ήμ μ΄μ§ μμ λ³νμ 리λμμ 곡무μμ μ‘°μ§μλ―Όνλμ λΆμ μ μΈ μν₯μ λ―ΈμΉμ§λ§, μ κ·Ήμ μΈ λ³νμ 리λμμ 곡무μμ μ‘°μ§μλ―Όνλμ κΈμ μ μΈ μν₯μ λ―ΈμΉλ κ²μΌλ‘ λνλ¬λ€. μ΄λ¬ν κ²°κ³Όλ₯Ό λ°νμΌλ‘ λ³Έ μ°κ΅¬λ 곡무μμ μ‘°μ§μλ―Όνλμ λμΌ μ μλ λ°©μμΌλ‘ 리λμμ ν μΈ‘λ©΄λΏλ§ μλλΌ κ°μΈμ μ¬λ¦¬μ λ³ν κ³Όμ μ μ΄μ μ λ§μΆ° κ°μΈκ³Ό μ‘°μ§μ΄ μνΈμμ©ν μ μλ νκ²½μ μ‘°μ±μ΄ νμνλ€λ μ μ μ μνλ€.The purpose of this study is to see how organizational citizenship behavior have been discussed as a way to improve organizational efficiency considering with influence by transformational leadership and communication in government sector. Transformational leadership is an independent variable in this study, and communication is a moderating variable which are both have a function of giving motivation to the members of the organization. In perspective of social exchange theory, the transformational leadership have positive relation with unexpected behavior by the members of the organization. Since the members are received psychological or physical benefits from the relations built in the organization, they behave them back with positive attitude in return of the benefits.From the perspective of social exchange theory, transformational leadership engages in organizational citizenship behavior to receive positive benefits from intimacy with other members (Cropanzano & Mitchell, 2005). In addition, managers who can demonstrate transformational
leadership have a positive effect on the formation of self-efficacy in organizational members in the process of performing tasks (Avolio & Gibbons, 1988; Bandura & Wood, 1989). On the same hand, the communication have the same motivational function and it also affect to the members as well. From the point of view of self-determination theory, smooth communication within the organization can satisfy intrinsic motivation by improving the sense of competence and relationships with others in the organization in the process of
performing tasks (Ryan & Deci, 2000). Considering Murray's (1965) definition of motivation as an intrinsic factor that drives, directs, and promotes integration, both transformational leadership and communication can be considered as important factors in motivation. Therefore, it can be inferred that the sense of self-efficacy and positive attitude toward the organizational member's sense of self-efficacy in the transformational leadership or communication received from the organizational manager in the process of performing work is related to organizational citizenship behavior that exceeds their role expectations (Organ, 1988). In this study analyzed by using data from the 2020 Public Service Life Survey published by the Korea Institute of Public
Administration, which was collected from a perception survey of 4,339 general public officials in central government and metropolitan governments. In this study, a total of three hypotheses were established and tested. First, the transformational leadership of managers perceived by organizational members will have a positive effect on organizational citizenship behavior. This hypothesis was analyzed through regression. The result was found that the transformational leadership of managers perceived by organizational members showed a positive (+) effect on organizational citizenship behavior. This is an another support to the the theoretical discussions and many related studies of studying the relation between organizational citizenship behavior and the transformative leadership. Second, the hypothesis of 'communication within an organization will have a positive effect on organizational citizenship behavior' was verified by regression analysis. As a result, it was found that the active communication within the organization perceived by the members of the
organization showed a positive (+) effect on the organizational citizenship behavior. This result also confirmed the relationship between communication and organizational citizenship behavior that could be confirmed in the previous theoretical discussion and the review of previous studies. Third, the more active communication within the organization, the stronger the positive relationship between the organizational managers
transformational leadership and organizational citizenship behavior was verified while confirming the moderating effect of communication. As a result, it was found that organizational citizenship behavior had a negative (-) effect when the manager's transformational leadership was low in an organization with active communication. However, when communication within the organization is active, when the transformational leadership of managers recognized by the members of the organization is high, it can be confirmed that the organizational citizenship behavior has an effect in the positive (+) direction. When examining the questionnaire items of the data used, it can be seen that the communication-related questionnaire items are composed of vertical communication and horizontal communication. Communication is defined as the process of exchanging information mutually between two or more members of an organization to achieve a common goal of the organization (Roger, 1976). Information exchanged through communication is
not only business-related information, but also information such as rumors and gossip. Looking at the analysis results from the perspective of social exchange relationship, when communication is active but managers' transformational leadership is low, organizational members receive fewer benefits and benefits from managers' transformational leadership, and exchange of gossip and rumors. It can be seen that individuals do not engage in organizational citizenship behavior such as altruistic behavior within the organization due to the negative emotions formed by weak perceived transformative leadership given by the manager while the communication level is active. On the other hand, the increase in organizational citizenship behavior can be seen when the communication is active and the transformational leadership of managers is also given in high level.1. μλ‘ 1
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2. μ΄λ‘ μ λ
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2.1 μ‘°μ§ μλ―Ό νλ 7
2.1.1 μ‘°μ§μλ―Όνλμ μ μ 7
2.1.2 μ‘°μ§ λ΄ μ‘°μ§μλ―Όνλμ λ°ν κΈ°μ 10
2.1.3 μ‘°μ§μλ―Όνλμ λν μ νμ°κ΅¬ λΆμ 11
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3.3.4 λ¬Ένμ μ λ’°λ λ° νλΉμ± 34
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4. μ°κ΅¬κ²°κ³Ό 40
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4.3.1 λ³μ κ°μ μκ΄κ΄κ³ λΆμ 43
4.3.2 λ³μ κ°μ λ€μ€κ³΅μ μ± λΆμ 44
4.4 λ€μ€νκ·λΆμμ ν΅ν μ°κ΅¬ κ°μ€ κ²μ¦ 46
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4.4.2 μμ¬μν΅μ΄ μ‘°μ§μλ―Όνλμ λ―ΈμΉλ μν₯ 47
4.4.3 μμ¬μν΅μ μ‘°μ ν¨κ³Ό 48
5. κ²°λ‘ 52
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5.2 μ°κ΅¬μ μμ λ° μμ¬μ 54
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6. μ°Έκ³ λ¬Έν 58
7. Abstract 67μ