기독교 사역과 Leadership
01 May 1997-Vol. 15, Iss: 1, pp 245-288
TL;DR: Coaching & Communicating for Performance Coaching and 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 as mentioned in this paper.
Abstract: 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.
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TL;DR: Preliminary support for the approach/inhibition theory of power is provided: Participants higher in personality dominance or assigned control over resources expressed their true attitudes, experienced more positive and less negative emotion, and were more likely to perceive rewards.
Abstract: Two studies of task-focused dyads tested the approach/inhibition theory of power (D. Keltner, D. H. Gruenfeld, & C. Anderson, in press), which posits that having power increases the tendency to approach and decreases the tendency to inhibit. Results provided preliminary support for the theory: Participants higher in personality dominance or assigned control over resources expressed their true attitudes, experienced more positive and less negative emotion, were more likely to perceive rewards (i.e., that their partner liked them), and were less likely to perceive threats (e.g., that their partner felt anger toward them). Most of these effects were mediated by the sense of power, suggesting that subjective feelings of power are an important component in the effects of power.
816 citations
Cites background from "기독교 사역과 Leadership"
...Thus, leaders are generally afforded power, as group members give them control over group resources and punishments to help them lead more effectively (Gibb, 1985)....
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...…the American Psychological Association, Inc. 2002, Vol. 83, No. 6, 1362–1377 0022-3514/02/$5.00 DOI: 10.1037//0022-3514.83.6.1362 1362 Thus, leaders are generally afforded power, as group members give them control over group resources and punishments to help them lead more effectively (Gibb, 1985)....
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TL;DR: In this article, a definition of destructive leadership is proposed, which emphasizes negative outcomes for organizations and individuals linked with and affected by them and outlines the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership.
Abstract: Destructive leadership entails the negative consequences that result from a confluence of destructive leaders, susceptible followers, and conducive environments. We review how destructive leadership has been discussed in the literature and note that it has not been clearly defined. Building on prior research, we develop a definition of destructive leadership that emphasizes negative outcomes for organizations and individuals linked with and affected by them. Then we outline the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership. We illustrate the dynamics of the framework using Fidel Castro's career as the dictator of Cuba.
806 citations
Cites background from "기독교 사역과 Leadership"
...Remarkable achievement at an early age and a high level of vigor characterize charismatic leaders (Bass, 1985; Burns, 1978; Simonton, 1994; Viney, 1999)....
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...During times of instability, leaders can enhance their power by advocating radical change to restore order (Bass, 1985; Burns, 1978; Conger & Kanungo, 1987)....
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...We close the paper with practical implications....
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...Drawing on Maslow (1954), Burns (1978) argued that the basic needs of followers must be met before their higher aspirations can be engaged....
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...Burns (1978) suggested that the power of transformational leadership comes from the alignment of the goals of leaders and followers....
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TL;DR: It is argued that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits.
Abstract: The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.
802 citations
Cites background from "기독교 사역과 Leadership"
...Although the observed associations between leader attributes and leadership criteria were not impressive, neither were they negligible, especially given the strong likelihood that their sizes were attenuated by a host of measurement errors and biases (Gibb, 1954; Zaccaro et al., 2004)....
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TL;DR: In a series of studies, this article examined the role of positive emotions in the charismatic leadership process and found that mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers.
Abstract: In a series of studies, we examine the role of positive emotions in the charismatic leadership process. In Studies 1 and 2, ratings of charisma in a natural work setting were linked to leaders' positive emotional expressions. In Study 3, leaders' positive emotional expressions were linked to mood states of simulated followers. Results suggest that mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. In Study 4, we used a trained actor and manipulated leaders' positive emotional expressions to isolate the effects of positive emotions from the potential effects of non-emotional aspects of effective leadership (e.g., vision, other inspirational influence processes). A positive link between leader emotions and follower mood was found. Results also indicate that both leaders' positive emotional expressions and follower mood influenced ratings of leader effectiveness and attraction to the leader.
786 citations
Cites background from "기독교 사역과 Leadership"
...In sharp contrast to the rational nature of the transactional leadership paradigm of the 1960s and 1970s (Bass, 1990), transformational and charismatic leadership theories (Bass, 1985; Burns, 1978; Conger & Kanungo, 1998; House, 1977) recognize the affective and emotional needs and responses of followers, placing more emphasis on the emotional, inspirational, and symbolic aspects of leadership influence (Shamir et al....
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TL;DR: In the United States, women are increasingly praised for having excellent skills for leadership and, in fact, women, more than men, manifest leadership styles associated with effective performance as leaders as mentioned in this paper.
Abstract: In the United States, women are increasingly praised for having excellent skills for leadership and, in fact, women, more than men, manifest leadership styles associated with effective performance as leaders. Nevertheless, more people prefer male than female bosses, and it is more difficult for women than men to become leaders and to succeed in male-dominated leadership roles. This mix of apparent advantage and disadvantage that women leaders experience reflects the considerable progress toward gender equality that has taken place in both attitudes and behavior, coupled with the lack of complete attainment of this goal.
783 citations
Cites background from "기독교 사역과 Leadership"
...An early statement of this approach appeared in a book by political scientist James McGregor Burns (1978), who delineated a type of leadership that he labeled transformational....
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References
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TL;DR: Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work as discussed by the authors.
Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
5,812 citations
TL;DR: The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain this paper.
5,183 citations
TL;DR: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.
Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
3,577 citations
TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.
3,547 citations
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.
Abstract: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.
2,836 citations