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

Social Psychology of Organizations

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Creativity: Flow and the Psychology of Discovery and Invention

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Transformational leadership is recognized as one of the current approaches to leadership that has been the focus of much research since the early 1980s. Over the past few years, there had been the study of transformational leadership in several parts of the world. One of the assumptions is that transformational leadership model has helped researchers to understand the leadership phenomena in a number areas of disciplines. The current paper reviews key components of the transformational leadership mode and followed by its relations to performance outcomes. Also, it reveals the role of transformational leadership on cultural universal and cultural specific.

Transformational leadership: A new force in leadership research

Success in today’s markets and those of the future depends heavily upon leadership through the use of design (Gloppen, 2009). It is believed that business leaders are required to understand how to effectively use design to create their company’s competitive advantages. In this regard, design leadership, a new concept of leadership, would assist firms to obtain full return on investment in their design. The key purpose of this paper is to introduce a conceptual framework that represents the relationship between design leadership and design process that in turn affect team performance and satisfaction. The conceptual framework would assist researchers in advancing the understanding of design leadership and its influence on R&D team performance.

Design leadership: a conceptual framework of leadership, design and team performance

To be competitive, firms have focused their resources on innovation. The success of innovation, however, depends on several factors. One of these factors is the capacity and ability of firms’ leade...

The effect of innovation and leadership on performance in China and Vietnam

Leadership assessment: differences in a cross cultural setting

Transformational and transactional theories of leadership have gained a tremendous amount of attention among researchers to date and so has the concept of entrepreneurial orientation (EO) in the entrepreneurship literature. However only a few studies have been conducted to examine the relationship between these two variables and their impact on organisational performance. Therefore, the current paper aims to present a model that outlines the conceptual relationship among these three dynamic variables; Leadership, EO, and organisational performance in the Malaysian SME context. It is posited that leadership behaviour has a significant positive relationship to organisational performance with transformational leadership having a stronger impact on organisational performance than transactional leadership. EO will be positively related to organisational performance and will mediate the leadership- organisational performance relationship. Finally this paper proposes that leadership behaviour has a significant positive relationship to EO with transformational leadership having a stronger impact on EO than transactional leadership.

Nuttawuth Muenjohn

Papers

Transformational leadership: A new force in leadership research

Design leadership: a conceptual framework of leadership, design and team performance

The effect of innovation and leadership on performance in China and Vietnam

Leadership assessment: differences in a cross cultural setting

The role of entrepreneurial orientation in the leadership - Organisational performance relationship: A Malaysian SMEs perspectives