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

https://science.sciencemag.org/content/sci/5/110/206.full.pdf

The american psychological association.

Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indicated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.

/pdf/positive-psychological-capital-measurement-and-relationship-51q6i4tzxj.pdf

Positive psychological capital: measurement and relationship with performance and satisfaction

I argue that the impact of context on organizational behavior is not sufficiently recognized or appreciated by researchers. I define context as situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables, and I propose two levels of analysis for thinking about context–one grounded in journalistic practice and the other in classic social psychology. Several means of contextualizing research are considered.

The Essential Impact of Context on Organizational Behavior

This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.

/pdf/leadership-current-theories-research-and-future-directions-3twrz7948b.pdf

Leadership: Current Theories, Research, and Future Directions

Using neuroscience methods to explore gender differences in leadership

Retraction notice to: “The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts” [The Leadership Quarterly 23 (2012) 502-506]

The focal article by Reynolds, McCauley, Tsacoumis, and the Jeanneret Symposium Participants (2018) covers a lot of ground and does so well—introducing the core issues of a complex topic. In our commentary, we suggest the need (and cascading implications) to reconsider the category of “senior leaders,” which includes mid-level managers all the way up to CEOs because it is too broad. The tasks, demands, and nature of leadership for mid-level managers are significantly distinct from those in senior executive C-level roles (Hiller & Beauchesne, 2014; Katz & Kahn, 1978; Zaccaro, 2001), and as a result, so is the assessment and development of these populations unique. We focus our attention here on only one-half of the population, senior executives, first considering the nature of senior executive leadership before considering several implications for assessment and development. Our observations are based on development and consulting work we have and are currently doing with senior executives as well as the empirical research both of us have undertaken over the last 15–20 years focused on CEOs and other senior executives. This work sits at the intersection of leadership, psychology, and strategic management. How does the nature of what senior executives do change as they progress from being first labeled relatively “senior” to when the reach the C-suite? There are of course many similarities between leadership across levels, but C-suite executive leadership often looks uniquely like the following:

Assessment and development first requires a deeper understanding of unique categories of senior leaders: A focus on CEOs and C-level executives

How to develop your leadership style: Concrete advice for a squishy challenge

This article outlines the development of a 12-item measure of workplace well-being. We suggest that a broader conceptualization of well-being than currently exists is necessary in order to include ...

Suzanne J. Peterson

Papers

Using neuroscience methods to explore gender differences in leadership

Retraction notice to: “The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts” [The Leadership Quarterly 23 (2012) 502-506]

Assessment and development first requires a deeper understanding of unique categories of senior leaders: A focus on CEOs and C-level executives

How to develop your leadership style: Concrete advice for a squishy challenge

Development and Validation of the Workplace Well-Being Scale