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 scientists often estimate models from correlational data, where the independent variable has not been exogenously manipulated; they also make implicit or explicit causal claims based on these models. When can these claims be made? We answer this question by first discussing design and estimation conditions under which model estimates can be interpreted, using the randomized experiment as the gold standard. We show how endogeneity – which includes omitted variables, omitted selection, simultaneity, common-method variance, and measurement error – renders estimates causally uninterpretable. Second, we present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. Third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10 years in top-tier journals. Our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid. We conclude by offering 10 suggestions on how to improve non-experimental research.

On making causal claims : A review and recommendations

This study examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness. Subjects included 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company. A 2 × 2 × 2 design was employed in which message content (visionary/non-visionary), delivery (strong/weak), and organizational performance (high/low) were manipulated. A modified, 7-item version of Meindl and Ehrlich's (1988) Romance of Leadership Scale (RLS-D) served as a covariate. A MANCOVA analysis indicated significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness. The RLS-D was unrelated to either dependent variable as a covariate. The results suggest that strength of delivery is an especially important determinant of perceptions' of leader charisma and effectiveness. Although speech content and organizational performance cues likewise accounted for variance in these perceptions, their effects were at times offset by those of delivery.

Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance

Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.

https://serval.unil.ch/resource/serval:BIB_2F5D9742083C.P001/REF.pdf

Instrumental leadership: Measurement and extension of transformational–transactional leadership theory

We take historical stock of charisma, tracing its origins and how it has been conceptualized in the sociological and organizational sciences literatures. Although charisma has been intensely studied, the concept is still not well understood and much of the research undertaken cannot inform policy. We show that the major obstacles to advancing our understanding of charisma have included issues with its definition, its confusion with transformational leadership, the use of questionnaire measures, and that it has not been studied using correctly specified causal models. To help spawn a new genre of research on charisma, we use signaling theory to provide a general definition of charisma, and make suggestions about how charisma should be conceptualized, operationalized, and modeled. We also describe trends and patterns in articles we reviewed, using cocitation as well as bibliometric analyses, and discuss the practical implications of our findings.

/pdf/charisma-an-ill-defined-and-ill-measured-gift-4guzituy90.pdf

Charisma: An Ill-Defined and Ill-Measured Gift

We tested whether we could teach individuals to behave more charismatically, and whether changes in charisma affected leader outcomes. In Study 1, a mixed-design field experiment, we randomly assig...

https://serval.unil.ch/resource/serval:BIB_FDC9DF7BA052.P001/REF.pdf

Can Charisma Be Taught? Tests of Two Interventions

Many believe that charisma, the ability to captivate and inspire an audience, is innate But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 2 tactics that help managers become more influential, trustworthy, and "leaderlike" in the eyes of others Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group's sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved Three are nonverbal: animated voice, facial expressions, and gestures Though there are other tactics that leaders can use--repetition, humor, talking about sacrifice-the 12 singled out by the authors have the greatest effect and can work in almost any context And the research shows that they also have a larger impact than strong presentation skills and speech structure This article explores the 12 tactics in detail, providing examples from business and politics, and offers guidance on how to start implementing them A manager's goal should be to incorporate them not only into public speaking but also into everyday interactions They work because they help you create an emotional connection with your audience, even as they make you appear more powerful, competent, and worthy of respect People who use them effectively will be able to unite their followers around a vision in a way that others can't And in the authors' study, executives who practiced them saw the leadership scores that their audience gave them rise by about 60%

Learning charisma. Transform yourself into the person others want to follow.

Jana stands at the podium, palms sweaty, looking out at hundreds of colleagues who are waiting to hear about her new initiative. Bill walks into a meeting after a failed product launch to greet an exhausted and demotivated team that desperately needs his direction. Robin gets ready to confront a brilliant but underperforming subordinate who needs to be put back on track. We've all been in situations like these. What they require is charisma-the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience. In this article, we discuss how one learns to be more charismatic

S. Liechti

Papers

Can Charisma Be Taught? Tests of Two Interventions

Learning charisma. Transform yourself into the person others want to follow.

Learning charisma: Transform yourself into someone people want to follow

Testing if charisma can be taught: Evidence from a laboratory and field study