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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47 citations
Cites background from "기독교 사역과 Leadership"
...Here, Gronn, following Gibb (1954), reverts to conjoint agency, and to the implicit “analytical duality of agency and structure” knitted together by conjoint agency....
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TL;DR: In the last 40 years, leadership studies have moved from a condition of near despair, where complaints of slow progress were commonplace, to a situation of self-confidence and self-praise as mentioned in this paper.
Abstract: In the last 40 years, leadership studies (LS) have moved from a condition of near despair, where complaints of slow progress were commonplace, to a situation of self-confidence and self-praise. However, during recent years we have seen an upsurge in criticism alongside a contradiction between positive leadership ideas and a working life bearing little imprint of the upbeat messages said to characterize successful leaders. LS primarily produces results where “positive” leadership is correlated with various “positive” outcomes. This is made possible through peculiar conventions characterizing LS, which produce a recipe for flawed, but publishable, research and career progress. This paper points at 20 elements of this recipe and argues for a radical rethinking of LS norms and practices to develop more complex and sophisticated knowledge that is intellectually and methodologically sounder, facilitating less ideological and more relevant and insightful studies and research results.
47 citations
01 Dec 2006
TL;DR: In this article, a review of research on leadership in sport and the implications of this work in relation to the complex task of effective football management is presented, where Trait, behavioral and interactional models of leadership are discussed and applied to football management.
Abstract: This paper reviews research on leadership in sport and considers the implications of this work in relation to the complex task of effective football management. Trait, behavioral and interactional models of leadership are discussed and applied to football management. The importance of sport specific models and research is also highlighted. The need for improved training and support services for football managers is discussed, and a theoretical, composite view of an effective football manager is proposed. Since the psychological aspects of football management have received scant attention from researchers, future research that focuses on the psychological requirements and demands of football management is encouraged. Directions for future research are given.
47 citations
Cites background from "기독교 사역과 Leadership"
...The LSS has received extensive testing and generally good psychometric support (Chelladurai, 1993; Chelladurai & Riemer, 1998) and measures five dimensions of leadership which incorporate instructive behaviors, decision-making style, and...
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TL;DR: This article reviewed some of the most common errors in assessing leadership programs, including failing to consider what the authors describe as the Honeymoon, Horizon, Hollywood, Halo, and Hallmark effects (otherwise known as recency, response shift, socially desirable, and respondent biases).
Abstract: As more institutions of higher education engage in the practice of leadership education, the effective assessment of these efforts lags behind due to a variety of factors. Without an intentional assessment plan, leadership educators are liable to make one or more of several common errors in assessing their programs and activities. This article reviews some of the most common errors in assessing leadership programs, including failing to consider what the authors describe as the Honeymoon, Horizon, Hollywood, Halo, and Hallmark effects (otherwise known as recency, response-shift, socially desirable, and respondent biases). Suggestions for minimizing these potential issues in assessment are also included along with suggestions for practitioners and areas for future related research.
47 citations
Cites background from "기독교 사역과 Leadership"
...Yet even with all of these instruments and measures, the fact that there still exists the challenge of how to accurately define leadership (Burns, 1978; Bennis & Nanus, 1985; Barker, 1997)....
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TL;DR: In this article, the seminal work of Kurt Lewin and James M Burns is revisited to re-imagine organisational change as a utilitarian consequentialist process, and the authors argue that despite three decades of transformation and organizational change leadership discourse, leadership is still in crisis.
Abstract: Reimagining organisational change leadership requires revisiting the seminal work of Kurt Lewin and James M Burns. Being the 20th century’s most influential organisational change and leadership scholars, both radically reimagined their respective fields. However, often misinterpreted, misunderstood and even misrepresented, their true recommendations were largely ignored. In this article, we discuss why this is so. Despite three decades of transformation and organisational change leadership discourse, leadership is still in crisis. Working towards an alternative to the current orthodoxy, we reimagine organisational change leadership as a utilitarian consequentialist process.
47 citations
Cites background or methods from "기독교 사역과 Leadership"
...In this conceptual article, we begin to reimagine organisational change leadership as informed by the work of Lewin (1947a, 1947b) and Burns (1978), rather than the writings of Bass (1985) and Kotter (1995, 1996)....
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...Burns’ (1978) belief in leadership as dissensual and conflict unifying people is intriguing and ahead of the times in which he was writing....
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...…the mythological leadership studies narrative which Rost (1993) highlighted is that Lewin (1947a, 1947b) sought change for disadvantaged groups and Burns (1978) as a political scientist wanted to see societies and institutions transformed, yet leadership theory and practice itself appear unable…...
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...For Burns (1978), transformational leadership occurs when people engage with others so that leaders and followers raise one another to higher levels of motivation and morality....
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...We related this to the work of Lewin (1947a, 1947b) and Burns (1978) who dared to dream of an approach to organisational change leadership that in Bentham’s words (Jones, 1980: 368) is all about enabling ‘the greatest good for the greatest number’....
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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