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

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.

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Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men

Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations

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Leadership development:: A review in context

Transformational Leadership: Industrial, Military, and Educational Impact

A Qualitative Study

This study sought to investigate the characteristics of ‘nearby’ leaders by eliciting the constructs of male and female top, senior, and middle-level managers and professionals working in organizations in two large UK public sectors (local government and the National Health Service). An instrument, the Transformational Leadership Questionnaire (TLQ-LGV), was developed and piloted on a national sample of 1464 managers working for local government organizations. Analysis of the data, presented here, revealed the existence of nine highly robust scales with high reliabilities (α≥.85) and with convergent validity (range r = .46 to .85). These findings are discussed, together with suggestions for subsequent research.

The development of a new transformational leadership questionnaire.

Describes the findings from two recent UK studies which investigated female and male constructs of leadership qualities. Very different models emerged. The women′s descriptors related directly to notions of transformational leadership, and the men′s to transactional leadership. The implications for assessment practices are considered, as is the concept of empowerment, which is central to the notion of transformational leadership and fast becoming the organizational “buzz” word. Less obvious, and of particular concern, are the observations that empowerment, like so many other values, is a gendered concept, and that beneath its attractive humanistic guise may be hidden a more sinister interpretation.

An investigation of female and male constructs of leadership and empowerment

After reviewing the literature on leadership that culminated in what has been described as the ‘New Paradigm’, this article discusses the research which has led to the development of what might be ...

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Leadership: Time for a New Direction?:

If we had to identify the major areas of growth in relation to techniques for supporting leadership development, it would have to include use of 360 degree feedback. At two recent US conferences (The 24th International Congress on Assessment Centre Methods, May 1996, held in Washington, DC, and the First Annual Leadership Development Conference held in October 1996 in Boston), dedicated to presentations by researchers and practitioners on the subject of leadership assessment and development, the topic of multi-rater or multi-source feedback, as it is also known, formed a key component. This paper will outline some of the reasons why this is the case, and some of the research findings that have emerged in the last few years including issues relating to gender and perceptions of leadership. It will also describe how the author has been involved in introducing 360 degree feedback processes in several public sector organizations in the UK, together with lessons that have emerged.

360 Degree Feedback and Leadership Development

Purpose – This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice.Design/methodology/approach – The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring “best practice” in 360‐degree feedback.Findings – The paper finds that the Transformational Leadership Questionnaire (TLQ)™, which is both gender‐ and ethnicity‐inclusive measure of “nearby” leadership, differs fundamentally from the kind of “heroic” models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in are...

Beverly Alimo-Metcalfe

Papers

The development of a new transformational leadership questionnaire.

An investigation of female and male constructs of leadership and empowerment

Leadership: Time for a New Direction?:

360 Degree Feedback and Leadership Development

More (good) leaders for the public sector