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Using Multivariate Statistics

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

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From Control to Commitment in the Workplace: In Factory after Factory, There Is a Revolution Under Way in the Management of Work. Readings on Labor-Management Relations.

본 연구는 21세기 기업경영의 가장 중요한 트렌드인 진정성의 효과를 조직-공중 관계성, 기업명성, 공중의 구매행동 차원에서 고찰하였다 특히, 이들 간의 관계에 대한 실증적 검증을 통해 PR학의 중심을 차지하고 있는 관계관리와 명성관리 논의를 확장시키고, 진정성의 결과로 조직효과 차원의 공중의 구매행동을 살펴봄으로써 기업경영에서 진정성의 실질적 중요성을 입증해내고자 하였다 연구결과, 공중은 진정성이 있다고 인식하는 기업과의 관계에 더 만족하는 것으로 나타났으며, 조직-공중관계의 질은 진정성이 구매행동의도에 미치는 영향에 있어 매개적 역할을 하는 것으로 검증되었다 또한 기업의 진정성은 공중의 기업명성에도 유의미한 영향을 미치고 이것이 구매행동이나 추천의도와 같은 행동적 결과로 이어져 조직효과성을 높이는 것으로 나타났다 반면 구매행동의도에 대한 진정성의 효과는 유의미하지 않아 기업의 진정성 그 자체가 바로 구매행동으로 이어지지 않는 것으로 입증되었다 즉, 진정성이 구매행동의도에 미치는 영향에 있어 조직-공중관계성, 기업브랜드의 명성이 완전 매개의 역할을 하는 것으로 나타나 기업의 재무적 경영성과와 효과창출에 있어 진정성의 실천을 통한 공중관계 관리와 기업명성의 구축이 무엇보다 중요함이 입증되었다 또한 본 연구는 제시한 모델의 설명력이 710%로 나타나 조직-공중관계성의 질, 기업명성을 매개로 하는 진정성의 효과 모델이 재무적 성과 측면에서의 조직효과 창출에 적용할 수 있는 모델임을 보여주고, 진정성의 상업화에 대한 주의와 함께 실무적 시사점을 제시하였다

진정성 (authenticity) 효과

The purpose of this study is to examine the influence of corporate governance mechanisms recommended by the Securities and Exchange Commission (SEC) of Ghana on firm performance as measured by accounting-based ratios (return on assets, return on equity and earning per share) as well as market-based measure (Tobin’s Q) among listed Ghanaian companies from 2006 to 2018. These mechanisms are: board composition (board size, inside directors and outside directors), board committees (audit, remuneration and nomination), chief executive officer (CEO) duality/separation, board meetings and shareholder concentration.,The study used panel regression analysis of data from 38 listed firms in Ghana from 2006 to 2018 to test how each corporate governance variable initiated by the SEC of Ghana contributed to firm performance. Data were extracted from the annual reports of listed companies.,The study found that the presence of both insiders and outsiders on the corporate board improved financial performance. Similarly, board size, frequency of board meetings and shareholder concentration/ownership structure generally had a positive impact on financial performance. However, the presence of board committees generally had a negative impact on financial performance while CEO duality had no impact on financial performance.,The study contributes to the understanding of how good corporate governance practices affect firm performance for both academics and particularly Ghanaian policymakers.,This study provided new findings to bridge the gaps in the general corporate governance literature relative to the lack of consensus on financial impacts of corporate governance mechanisms. The finding contributes to knowledge by providing new and original evidence that some current corporate governance mechanisms are not effective in minimizing the agency problem in a developing setting. Furthermore, the authors anticipate that the outcomes of this research, which so far is the most comprehensive study in the Ghanaian context in terms of the coverage of corporate governance mechanisms specified by the SEC of Ghana, can significantly shape corporate governance discourse, practices and policies in Ghana, particularly and in other developing countries generally to improve financial performance and corporate sustainability.

Corporate governance mechanisms and firm performance in a developing country

The purpose of this paper is to examine the mediating role of entrepreneurial self-efficacy (ESE) in the relationship between entrepreneurship education and intention in Ghana, Africa.,In all, 357 questionnaires from final year undergraduate students at a public university in Ghana are analysed using linear multiple regression.,The study reveals that entrepreneurship knowledge acquisition and opportunity recognition as dimensions of entrepreneurship education positively affect entrepreneurial intention (EI) and self-efficacy. Also, ESE increases the development of EI. The results further show that ESE mediated the relationship between the two measures of entrepreneurship education and EI.,The findings imply that when students are exposed to entrepreneurship knowledge and opportunity recognition skills via entrepreneurship education, they can develop high ESE and intention to engage in venture creation. Findings therefore urge stakeholders in the education sector in Africa to formulate policy guidelines for the design and teaching of entrepreneurship education. Such policies and guidelines should emphasise more students’ acquisition of adequate knowledge in venture creation and management, and the development of skills for identifying business opportunities while instilling confidence in their abilities to become successful entrepreneurs.,The mediating role of ESE in the relationship between entrepreneurship education and intention has been under-researched globally not just in Africa. Hence, this first study to the best of the knowledge in a Sub-Saharan African context, contributes further empirical evidence by demonstrating that ESE is a central psychological mechanism that can convert entrepreneurship education into EI. Besides, the study defies some of the findings in advanced economies by indicating that a theoretical entrepreneurship education course in Africa may work differently than in advanced economies and may actually foster the development of EI unlike in advanced economies.

Entrepreneurial education, self-efficacy and intentions in Sub-Saharan Africa

This research examines the effect of leadership on financial performance of two Ghanaian banks. The autocratic, democratic and laissez-faire leadership styles theories have been extensively discussed. Correlational research design was employed to determine the predictive relationship between the independent variables (autocratic, democratic and laissez-faire leadership styles) and the dependent variable (financial performance). Multiple Regression test was used to test the hypothesis in the study. The result showed that, none of the leadership styles significantly predicted financial performance of the two banks. However, democratic leadership style (β=-.222) was found to account for more variance in financial performance than autocratic (β=-.043) and laissez-faire (β=-.039). The implications for practice and theory have been discussed.

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The Effect of Leadership Styles on Firm Performance in Ghana

The purpose of this paper is to investigate the mechanisms that link transformational leadership to employee job satisfaction by examining the moderating effect of contingent reward on the relationships.,The study employed explanatory and cross-sectional survey design. Data were obtained from 315 bank employees and analyzed using correlational and multiple regression techniques.,The results revealed that there are positive relationships between the dimensions of transformational leadership and job satisfaction which are augmented by contingent reward. However, the relationships of idealized influence and intellectual simulation to job satisfaction are moderated by contingent reward, implying that, in the banking sector, the positive influence of these transformational leadership traits on employee job satisfaction can be enhanced by contingent reward.,The paper makes an important contribution to the existing organizational literature by establishing the utility of contingent reward as a moderator on the relationship between transformational leadership and employee job satisfaction in a banking sector.

Transformational leadership and job satisfaction: the moderating effect of contingent reward

We have examined the relationship between leadership style, employee turnover intentions, and counterproductive work behaviours using a cross sectional survey design by purposively sampling eight (8) branches of one of Ghana’s premier banks and conveniently selecting 170 respondents. Data was solicited by means of questionnaire adapted from Simon and Oates (2009) measured on five (5) point Likert- scale and analysed using inter-correlation matrix to establish the relationship between the study variables. The result showed a significant positive association between autocratic leadership style, employee turnover intentions, and counterproductive work behaviour but exposed significant negative connection between democratic leadership styles, employee turnover intentions, and counterproductive work behaviours. Laissez faire leadership style indicated significant negative relationship with turnover intentions but significant positive correlation with CWB implying that subordinates under laissez faire leaders will show less turnover intentions but more CWBs due to the apathetic attitude showed by the leader. Employee under autocratic leaders are more prone to CWBs and intentions to quit job mainly as a result of the leaders over emphasis on production than people. Workers under democratic leadership style are less likely to involve in turnover intentions and CWBs due to the collective decision-making approach of the leader. The study recommends leadership training in team building and participatory decision making competence of leaders to minimize employee turnover intentions and CWBs.

Albert Puni

Papers

Corporate governance mechanisms and firm performance in a developing country

Entrepreneurial education, self-efficacy and intentions in Sub-Saharan Africa

The Effect of Leadership Styles on Firm Performance in Ghana

Transformational leadership and job satisfaction: the moderating effect of contingent reward

Leadership Styles, Employee Turnover Intentions and Counterproductive Work Behaviours