This study aimed to validate career decision ambiguity tolerance scale-Korean form applicable to a Korean sample. In study 1, 17-items from the original 18-item career decision ambiguity tolerance scale were valid based on IRT. In study 2, using the confirmatory factor analysis, we showed that excluding item 4 from the original scale is better than including it in the three factors model. Given the results of study 1 and 2, the constructs in the 17-item career decision ambiguity tolerance scale-Korean form were valid. In study 3, career decision ambiguity tolerance positively predicted career decision-making self-efficacy, career indecision, and career adaptability, respectively, after controlling for calling and career search self-efficacy. Thus, the incremental validity of the career decision ambiguity tolerance scale-Korean form was ensured. In study 4, the reliability of the scale was retained as the test-retest (conducted over a 4-week period) demonstrated adequate results.

The purpose of the present research was to examine the reliability, validity and factorial structure of the Korean version of Multidimensional Calling Measure(MCM). The items from the original scale were translated into Korean and back-translated prior to the distribution to 385 working adults in various vocations. Internal and external values were used in order to test convergent and discriminant validities, and Brief Calling Scale and Korean version of the Calling and Vocation Questionnaire(CVQ-K) were used in terms of examining concurrent validity. In addition, autonomy was used as the independent variable, and several work-related variables(career commitment, organizational commitment, organizational identification, and burnout) as well as life-related variables (meaning in life and life satisfaction) were used as dependent variables for testing predictive validity. Results from the confirmatory factor analysis supported the three factor structure in the Korean version, as in the original scale. MCM-K showed higher correlation with the internal value than the external value, and it also showed significant positive relationship with both Brief Calling Scale(BCS) and Korean version of Calling and Vocation Questionnaire(CVQ-K). Furthermore, the relationships with independent and dependent variables were consistent with previous research, confirming the predictive validity of the scale. Such results altogether imply that MCM-K is a reliable and valid tool for measuring and studying the concept of calling within Korean society. Directions for future research and limitations were also discussed.

The current study explored structural relationships of ego-resilience, affect experience, meaning in life, and job satisfaction. Also, this study examined the moderating effects of transformational leadership between affect experience and meaning in life meaning. We collected data from 730 soldiers working at ROK Air Force air wing located at Gyeonggi-do. The results from mediation analysis showed that positive and negative affect mediated between ego-resilience and meaning in life, respectively. Also, meaning in life mediated between positive and negative affect, and job satisfaction, respectively. The results from regression analysis reported that transformational leadership moderated between positive and negative affect, and meaning in life, respectively. Additionally, transformational leadership moderated the mediation effects between positive and negative affect, and job satisfaction, respectively. In the discussion section, we discussed about theoretical and practical implications of this study.

Supplementary Tables 1-3, Figures 1-12 from ID4 Imparts Chemoresistance and Cancer Stemness to Glioma Cells by Derepressing miR-9*–Mediated Suppression of SOX2

This research examined whether there are differences in group decision making between senior leader groups and junior leader groups. Results revealed that senior leaders contributed more during the discussion than junior leaders, and groups with senior leaders performed better than the groups with junior leaders. In post-discussion activities group members noted that senior leaders were able to represent their groups better, and showed better leadership during discussion. On the other hand, the leader's age impacted differently depending on leader selection methods. For senior leaders, leaders randomly assigned were perceived to be more beneficial to groups. However for junior leaders, leaders systematically selected were perceived to represent their groups better and exhibit better leadership. The interaction between leader's age and leader selection seems to arise from a difference of leader's power bases.■ keyword :|Group Decision Making|Leader's Age|Leader Selection|Power Base|