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

The Social Psychology of Organizations.

Social Psychology of Organizations

The connection between leadership or management style, on the one hand, and perceptions of bullying, on the other, has received little attention within bullying research. Hence, the aim of this study is to examine the relationship between subordinates' ratings of their immediate superiors' behaviours, and both perceived exposure and claims of observations of bullying at work. Based on a sampling process which emphasized randomness and representativeness, the responses from 5288 respondents in Great Britain taking part in a nationwide study on psychosocial issues at work were included in the analysis. Bullying correlated with all four leadership styles measured. Yet, ‘non-contingent punishment’ emerged as the strongest predictor of self-perceived exposure to bullying, while autocratic leadership was the strongest predictor of observed bullying. Hence, while observers particularly associate bullying with autocratic or tyrannical leader behaviour, targets relate bullying more to non-contingent punishment, i.e. an unpredictable style of leadership, where punishment is meted out or delivered on leaders' own terms, independent of the behaviour of subordinates. In addition, laissez-faire leadership emerged as a predictor of self-reported as well as observed bullying. Thus, leadership styles seem to play an important but complex role in the bullying process.

https://papers.ssrn.com/sol3/Delivery.cfm/bjom_664.pdf?abstractid=1605441&mirid=4

Leadership Styles as Predictors of Self-reported and Observed Workplace Bullying

Organizational Climate: Explorations of a Concept.

In this phenomenological study, 13 experts were asked about passive-aggressive (PA) behaviors in the workplace, specifically, whether leadership styles (autocratic, transactional, and transformatio...

Nora J. Johnson

Papers

Passive-Aggressive Behavior and Leadership Styles in Organizations: