Qualitative Integrative Analysis of Chung Ju-yung’s Leadership

Abstract

Amid structural crises confronting Korean society—such as declining trust, the erosion of community, and deepening political and social polarization—this study critically examines the limitations of conventional Western leadership models and reconceptualizes Korean leadership (K-Leadership) through a triadic value framework consisting of morality, communality, and global contribution. The findings demonstrate a structural congruence between the normative principles articulated in traditional thought and the empirical dimensions identified in contemporary leadership research across the three value axes. Furthermore, an in-depth analysis of Chung Ju-yung’s leadership—illustrated through cases such as shipyard construction, the Gyeongbu Expressway, entry into the Middle East, and the cattle drive to North Korea—reveals that moral judgment grounded in public responsibility and accountability, communal execution capacity based on affection, trust, and mutual responsibility, and global contribution extending to national and international engagement functioned as core drivers of decision-making and action. The study also confirms that these three value axes were structurally linked to the growth and performance of the Hyundai Group, suggesting that K-Leadership can serve as a practical model that explains economic outcomes beyond a purely normative discourse. Overall, the findings indicate that the triadic structure of K-Leadership has the theoretical and practical potential to evolve into a leadership model that integrates public value with performance rather than remaining a set of cultural attributes. By presenting a standardized analytical framework that integrates theory, empirical evidence, and case analysis, this research contributes foundational insights toward restoring social trust and publicness in Korean society and toward developing responsibility-based leadership suited to the global era.