Before the financial crisis of 1997 in Korea, many industrial sectors across the country have achieved remarkable economic growth since the 1970s because of the development of large-scale equipment industries such as civil engineering, steel, construction and chemical industries. However, after the financial crisis, the economic growth rate has slowed down. Also, the global recession and the rise of China in the global business environment have led to a long-term recession in the national industry as a whole. In current economic environment, it is not easy for the companies even having excellent resources to continue its competitive advantage. Moreover, the chemical industry, which has an influence as a basic industry of other industries, misses the point of transformation into a high value-added industry, as shown in previous research. In order to meet the rapidly changing global business environment, Korean chemical companies should have a dynamic capabilities which to rapidly reallocate and consolidate the resources and capabilities they possess. The dynamic capabilities to convert, rearrange and develop the resources possessed by the company in the direction of creating high added value and to promptly search for, absorb, transform and fuse newly required capabilities and resources should be continuously applied to Korean chemical companies. It is the core competence to secure competitive advantage. In order to secure the dynamic capabilities of the company, the dynamic capabilities of individual employees should be strengthened and employees should be able to demonstrate their own leadership so that they can proactively work and self-manage in a positive direction. Previous studies have focused mainly on the dynamic capabilities of firms. However, the competence of the human resources that make up the enterprise leads to the capabilities of the enterprise, and the human resources themselves are also important corporate resources. This paper focuses on the dynamic capabilities of individuals and strives to clarify the causal relationship between dynamic capabilities, self-leadership, and organizational effectiveness which have direct or indirect effects on management outcome. The reasons for choosing the chemical industry are based on the fact that a domestic chemical companies are in a long-term recession, and they lacks a innovation and value creation capabilities. Also, chemical industry has a large impact on the national economy.