This study investigates the effectiveness of creating shared value (CSV), which is attracting attention as a new value creation and an element that enables continuous management of a company or an organization. The purpose of this study is to identify the effects of economic and social values, which are sub-factors of shared value creation (CSV), on the performance of partner companies. To this end, a total of 246 cases collected after surveys were conducted for 50 small and medium-sized companies' employees and practical personnel in the aviation complex. Based on the validity and reliability of all questionnaires applied to the variables in this study, the artificial neural networks (ANN) was used to test the hypotheses. The ANN, a new analysis method, shows the nonlinear relationship between variables rather than linear regression analysis model or a structural equation model that represents simple linear results. The results showed that economic value, one of the sub-factors of the creation of shared values, has a positive effect on the performance of partner companies. In addition, social value, the other sub-factor of the creation of shared values, was found to have a positive effect on the performance of partner companies. The results of this study demonstrated a non-linear relationship between two related variables. Therefore, the academic practical implications are very meaningful.

Recently, the effectiveness of coaching has attracted attention from the practical field as well as from academia. Coaching skill focuses on growth and achievement that not only meets the needs of the members of the organization, but also empowers them. This study consists of four sub-factors as the main elements of coaching behavior based on previous research, as the behavioral factors of coaching leadership, by identifying the relationship between coaching leadership and job satisfaction, trust and oganizational loyalty. I would like to reveal the effectiveness of coaching leadership. To this end, a questionnaire survey was conducted for members working at the Lifelong Education Center, and for verification, an AMOS 21.0 program was used to conduct confirmatory factor analysis and structural equation path analysis As a result of the study, first, it was found that coaching leadership had a positive and significant effect on trust and job satisfaction. Second, the direct effect of coaching leadership on organizational loyalty was dismissed. In other words, it was found that trust and job satisfaction parameters have an indirect effect on organizational loyalty, but no direct effect. Finally, the effect of trust and job satisfaction on organizational loyalty was found to have a significant positive effect. Therefore, it is important that not only lifelong education institutions, but also organizational leaders must increase the trust and job satisfaction of members through the exercise of coaching leadership. The results of this study give theoretical and practical implications.