Leadership studies have been conducted using several different theoretical frameworks. Oneof the main approaches to leadership theory is the relationship-centered perspective that focuseson exchange relationships between leader and other members. For example, LMX considers thequality of leader-member exchange and LLX the quality of leader-superior leader exchange). While this perspective offers significant contributions to the development of leadership theory,it has at least two limitations to be overcome to develop more general explanations of the leadershipphenomenon. First, relationship-centered leadership studies mainly have focused on top-downrelationships between leaders and followers, ignoring leaders’ simultaneous relationships withtheir superiors and counterparts. To understand the effects of leaders’ relationships with theirfollowers, these other relationships must be accounted for. Second, the relationship-centeredleadership perspective uses a Western cultural context that may be inappropriate in othercultures. For example, one of the most important factors of Korean employees’ relationshipswith other employees is their strong interpersonal bond based on the unique Korean emotionsof “we-ness”and “Jung”(sentiment). The effectiveness of Korean leaders’ relational factors isbased to some extent on these unique emotions and, therefore, these emotions must be consideredto understand the effectiveness of Korean leadership. The purpose of this study is to examine the effects of three relational factors of Koreanleadership styles on three measures of team effectiveness. Specifically, the effects of theinterpersonal dimensions of the Korean leadership styles of (1) upward adaptability, (2) downward benevolence, and (3) lateral harmony are related to (1) team innovative behaviors, (2) teamperformance perception, and (3) team satisfaction. In their empirical study, Baik et al. (2010)examined the validity and reliability of these relational factors of Korean. They identifiedupward adaptability as those behaviors of a leader who tries to align opinions and avoidconflicts when deciding on goals and resource allocations and also as representing comfortingbehaviors. Lateral harmony means leaders’ esteemed and trustworthy relationships with theircoworkers. This relational factor emphasizes cooperative communication and harmony amongcolleagues and avoids extraordinary behaviors. The third relational factor is downward benevolence,representing generosity. Leaders who possess this attribute tend to provide for their subordinatesand form strong bonds with them. Data were derived from responses to questions in surveys administered to 117 teams in 46organizations in Korea. To avoid common method bias, three separate surveys were administered. One survey was administered to team leaders and one survey was administered to each of tworandomly chosen samples of members of the organizations. The analysis found statisticallysignificant positive main effects of upward adaptability and downward benevolence on teaminnovative behaviors and team performance perception. The findings of this study have two major theoretical and practical implications for futureresearch and application. First, this study shows the importance of the relational factors ofKorean leadership styles to team effectiveness in Korea’s unique collective cultural context. Second, our present perspective on the relational approach of leadership theory is enlarged bythe inclusion of upward and lateral relationships as well as top-down relationships, providingevidence that top-down and bottom-up relationship factors of Korean leadership styles influencetask-related team effectiveness. In-depth discussions of the findings and limitations of thestudy are provided in the discussion section.