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.
Citations
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TL;DR: In this article, the authors examined the interaction of perceived workplace fairness and transformational leadership behaviour on the work motivation of the rank and file of the Nigeria police using a cross-sectional survey design, data were collected from a total of 184 participants.
Abstract: Recent attempts at raising the work motivation of the Nigeria police by the present democratic government of Nigeria have largely been directed at the provision of material resources without adequate attention to other organisational factors that are salient to motivation. To fill this gap, the current study examined the interaction of perceived workplace fairness and transformational leadership behaviour on the work motivation of the rank and file of the Nigeria police. Using a cross-sectional survey design, data were collected from a total of 184 participants. Results of a 2 × 2 ANOVA revealed significant main effects as well as an interaction effect. Post hoc analysis showed that participants were best motivated when both perceived transformational leadership behaviour and workplace fairness were high, and least motivated when low. Social exchange theory was used to explain these findings and its implications for motivational changes for the Nigeria police are discussed.
49 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) argues that leadership can best be understood as either a transactional or a transformational process....
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TL;DR: In this article, the authors investigated how the personality of subordinates is related to leadership, an area largely neglected in prior research, and found that subordinates' personality (n = 289) was only moderately associated with leadership ratings.
Abstract: The study presented in this article investigates how the personality of subordinates is related to leadership, an area largely neglected in prior research. Subordinates (n = 289) rated their immediate superior on transformational, transactional, and passive-avoidant leadership measured by the Multifactor Leadership Questionnaire (MLQ) and completed the NEO-FFI, with the five traits neuroticism, extraversion, openness, agreeableness, and conscientiousness. The results revealed that subordinates' personality (n = 289) was only moderately associated with leadership ratings. Links were found between ratings of transformational leadership and subordinates' level of neuroticism and agreeableness. Furthermore, ratings of passive-avoidant leadership were associated with subordinates' level of agreeableness and openness.
49 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) conceived transforming leadership as a dynamic, reciprocal process in which both leaders and followers are transformed by each other....
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TL;DR: In this article, the authors argue for a third relevant component, i.e., the moral entrepreneur who creates a new ethical norm, and view moral entrepreneurship as a new component of ethical leadership.
Abstract: Ethical leadership has become a popular subject of empirical research in recent years. Most studies follow Brown et al.’s (Organ Behav Hum Decis Process, 97:117–134, 2005) definition of ethical leadership, which consists of two components: the moral person and the moral manager. In this paper, I argue for a third relevant component: i.e., the moral entrepreneur who creates a new ethical norm. Viewing moral entrepreneurship as a new component of ethical leadership opens up avenues for studying various antecedents and outcomes of ethical leadership that have not been acknowledged so far, or at least, not adequately.
49 citations
Cites background from "기독교 사역과 Leadership"
...For this reason, Carroll (2000) wrote about the new ethical challenges for business that would come with the new developments of this century....
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...Other leadership topics, such as transformational leadership (Burns 1978) and authentic leadership (Avolio et al. 2004), also took ethics into account....
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...Other leadership topics, such as transformational leadership (Burns 1978) and...
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...Smith and Carroll (1984) consider moral entrepreneurs as men of conscience, the opposite of cowards who remain silent when they ought to speak....
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TL;DR: In this article, student perceptions of campus climate environments and intentions to leave college were examined for 391 participants and differences by race were found for perceptions of the campus climate being col...
Abstract: Student perceptions of campus climate environments and intentions to leave college were examined for 391 participants. Differences by race were found for perceptions of the campus climate being col...
49 citations
Cites background from "기독교 사역과 Leadership"
...Woodard, Love, and Komives (2000) noted that involvement in campus activities provides an important opportunity for students to socialize with their peers within group contexts that share common commitments....
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TL;DR: In this article, the authors examined the job satisfaction of Iowa public school principals and compared the perception of job satisfaction to the perceptions six years previously, finding that principals were more satisfied with hygiene factors than with motivators.
Abstract: The purpose of this study was to examine the job satisfaction of Iowa public school principals and contrast the job satisfaction to the perceptions six years previously. The population for the 1999 and 2005 study was a sample of principals from Iowa K-12 schools. The study revealed significant differences in overall job satisfaction, in gender of the principals, years served as a principal, and type of schools in both studies. No significant differences were found for years served in present position. The results indicated that principals were overall more satisfied in the 2005 than they were in 1999. The findings confirmed that principals spent more time on the management of their schools than on leadership tasks. Principals were more satisfied with hygiene factors than with motivators in both studies.
49 citations
Cites background from "기독교 사역과 Leadership"
...The research indicates that women principals are as efficient and productive as their male colleagues (Daft, 1999; Pigford & Tonnsen, 1993)....
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...Little research on the motivation-hygiene theory has been done in last 15 years (Daft, 1999)....
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...While leadership is focused on creating a vision for the future and inspiring others to achieve it, management focuses on planning and controlling the organization in order to maintain stability (Daft, 1999)....
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...One of the most important parts of leader’s job is to motivate people to accomplish a common vision, goals, and objectives of the organization (Daft, 1999)....
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...Expectancy theory is personalized to subordinates' needs and goals (Daft, 1999)....
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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