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

Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic analyses and built narrative arguments documenting observed trends in five areas. First, we review and offer improved definitions of creativity and innovation. Second, we conduct a systematic review of the main effects of leadership upon creativity and innovation and the variables assumed to moderate these effects. Third, we conduct a systematic review of mediating variables. Fourth, we examine whether the study designs commonly employed are suitable to estimate the causal models central to the field. Fifth, we conduct a critical review of the creativity and innovation measures used, noting that most are sub-optimal. Within these sections, we present a number of taxonomies that organize extant research, highlight understudied areas, and serve as a guide for future variable selection. We conclude by highlighting key suggestions for future research that we hope will reorient the field and improve the rigour of future research such that we can build more reliable and useful theories and policy recommendations.

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Leadership, creativity, and innovation: A critical review and practical recommendations

The aim of this study is to perform a meta-analysis which analyses the individual research findings which pertain to the relationship between self-efficacy, employee motivation and work related performance of the employee. From the results of the study it is observed that self-efficacy theory can be applied for work related performance in terms of motivating different employee related facets as well as organizational pursuits. In this study the researcher has attempted to assess the influence of self-efficacy on the performance of individuals at workplace and the mechanism by which self-efficacy of an individual determines his/her work related performance and motivation. Thus, it becomes necessary to identify the practical implications of the outcomes related to improving employee self-efficacy in order to motivate them and improve their performance.

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Impact of Self Efficacy on Motivation and Performance of Employees

Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL ) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL 's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry.

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Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

The study examined the impact of leadership style on organizational performance in selected Banks, in Ibadan Nigeria. Purposive sampling technique was adopted in selecting a total of sixty (60) respondents as sample for the study, while relevant data was gathered with the aid of a structured questionnaire. One hypothesis was formulated and inferential statistical tool was used to analyze the data specifically Pearson product moment correlation was used to examine the relationship between leadership style dimensions and organizational performance, while Regression analysis was used to examine the significant effect of leadership style dimensions on followers and performance. Findings showed positive and negative correlation between leadership style dimensions and organizational performance. It was also found that leadership style dimensions jointly predict organizational performance, which counted for 23% variance of performance. The study concluded that transformational and democratic leadership style should be employed by the Banks’ management in order to wax stronger in a global competitive environment.

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Impact of Leadership Style on Organizational Performance: A Case Study of Nigerian Banks

In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed.

	 

	Key words: Transformational leadership, employee engagement, employee performance, psychological ownership.

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

In this study, we examined the relationship between transformational leadership, learning orientation and employee creativity. Furthermore, the mediating effect of creative self efficacy is studied in the relationship of these two variables with creativity. The data obtained from a sample of 176 employees and managers of banking sector indicated the significant relationship between transformational leadership, performance orientation and employee creativity. However, results showed that performance orientation relationship with employee creativity is accepted in mediation while transformational leadership relation with employee creativity in mediation is not supported. Managerial implications and future research are discussed.

	 

	Key words: Transformational leadership, performance orientation, creative self efficacy, employee creativity.

Azka Ghafoor

Papers

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Mediating role of creative self-efficacy

Under what conditions can stressors and strain positively influence creativity? A repeat-measure study of psychological resources.