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

In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1674&context=lkcsb_research

Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice

Individualism and collectivism

The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers).

/pdf/trust-trustworthiness-and-trust-propensity-a-meta-analytic-3lspuv5g37.pdf

Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance.

https://bura.brunel.ac.uk/bitstream/2438/10379/1/Fulltext.pdf

Innovation and Creativity in Organizations A State-of-the-Science Review, Prospective Commentary, and Guiding Framework

Paternalistic leadership, which combines strong discipline and authority with fatherly benevolence and moral integrity couched in a ‘personalistic’ atmosphere, has been found to be prevalent in overseas Chinese family businesses (CFBs). After critically reviewing the extant literature, we identify three constituent elements of paternalistic leadership (PL): authoritarianism, benevolence and moral leadership. We trace the deep cultural roots of each element and explore their relevance to organizations in contemporary Chinese societies. We then identify key research issues and propose a preliminary PL model for future studies on leadership in Chinese organizations.

A Cultural Analysis of Paternalistic Leadership in Chinese Organizations

Two studies were conducted to investigate the indigenous concept of guanxi and its applications in the Chinese context. Guanxi refers to the existence of direct particularistic ties between an individual and others. We relate the concept to the idea of relational demography, which refers to similarities or differences between an individual and others on such factors as age, gender, race, religion, education, and occupation. The two studies focused on the importance of guanxi and relational demography in Chinese employment settings. In study 1, their importance was examined in a sample of 560 vertical dyads (i.e., between supervisor and subordinate) in Taiwan. In study 2, the effects were analyzed in a sample of 205 horizontal dyads, specifically between business executives and their important business connections (e.g., key customers, suppliers, bankers, government officials) in mainland China. Results support the importance of both guanxi and relational demography for subordinate trust in the supervisor, but only guanxi is found to be (extremely) important for business executives' trust in their connections. Implications for future cross-cultural research on the effect of common ties are discussed.

The Influence of Relational Demography and Guanxi: The Chinese Case

The Influence of Relational Demography and Guanxi : the Chinese Case

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.

/pdf/paternalistic-leadership-and-subordinate-responses-1gknc4hukl.pdf

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate’s traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.

Bor-Shiuan Cheng

Papers

A Cultural Analysis of Paternalistic Leadership in Chinese Organizations

The Influence of Relational Demography and Guanxi: The Chinese Case

The Influence of Relational Demography and Guanxi : the Chinese Case

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

REGULAR ARTICLE Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations