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

Principles and Practice of Structural Equation Modeling (2nd ed.)

Transformational leadership (TFL) has been shown to affect employees' job performance, and the literature offers a large variety of explanatory processes. Integrating the diverse literature related to the mechanisms that mediate the TFL-performance relationship, the current study identified five core mechanisms—affective, motivational, identification, social exchange, and justice enhancement—that are consistent with established social and psychological theories. Meta-analysis involving > 600 samples was conducted to test these mechanisms. General support was found for each of the five mechanisms. The findings showed that TFL was related to variables that represented these mechanisms, which in turn were associated with non-self-report measures of employees' task performance, citizenship behavior, and innovative behavior. An integrative model was further proposed and tested to show the central role of leader-member exchange in the relationships between TFL, other mediating variables, and performance outcomes. This study contributes to the literature by strengthening researchers' theoretical understanding of the major social and psychological processes by which transformational leaders promote followers' job performance.

Transformational leadership and performance outcomes: Analyses of multiple mediation pathways

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.,The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.,The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.,The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.,The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.,This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

Leadership, organizational culture, and innovative behavior in construction projects

Purpose – Top managers who possess outstanding leadership competence make significant contributions toward achieving project success. The relationship between the top managers’ leadership and infrastructure sustainability (IS), one of the most important project success criteria, is empirically researched in this study. The purpose of this paper is to explore relationships between top managers’ leadership competence of intellectual competence (IQ), managerial competence (MQ), and emotional and social competence (EQ) and to explore relationships between leadership competence and IS. Design/methodology/approach – Based on 246 obtained responses to a questionnaire survey across infrastructure projects in the context of the Chinese urbanization process, the analysis of the relationships between top managers’ leadership and IS was performed using a structural equation model (SEM). Findings – Results indicate that top managers’ leadership competence, with MQ being the main determinant, followed by IQ, directly d...

Relationships between top managers’ leadership and infrastructure sustainability: A Chinese urbanization perspective

:The existence of a positive and significant influence of transformational leadership style on factors including job satisfaction, trust in leadership, person-organization values congruence, organizational commitment, and job performance has been well documented in several publications; however, the full set of relationships among these variables has not been sufficiently described. The goal of this article is to propose a structural equation model to comprehensively explain the relationship between leadership style and the variables linked to it. This proposal will focus on a specific professional group – engineers – who are a critical success or fail factor for their company results. In our final model, job satisfaction plays a key role as the primary link between transformational leadership and its consequences.

José-Luis Mascaray Laglera

Papers

Effects of Leadership on Engineers: A Structural Equation Model