기독교 사역과 Leadership
Citations
45 citations
Cites background from "기독교 사역과 Leadership"
...Drawing from Burns’ (1978) research on transactional and transformative leadership, Enos and Morton (2003) offer a framework concerning transactional and transformational relationships within a service-learning context that supports Mezirow’s assumption involving transformative learning. Transactional relationships are defined as instrumental, often designed to complete short-term tasks that are mutually beneficial to both parties; long-term change is usually not an outcome. In transformational relationships, however, parties “explore emergent possibilities, revisit and revise their own goals and identities, and develop systems they work within” (p. 7), resulting in relationships where all grow and change. Clayton, Bringle, Senor, Huq, and Morrison (2010) note that both transactional and transformational relationships are important within the service-learning context, indicating that transactional relationships and learning outcomes may be key in some situations while transformational relationships may be the goal in others....
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...Drawing from Burns’ (1978) research on transactional and transformative leadership, Enos and Morton (2003) offer a framework concerning transactional and transformational relationships within a service-learning context that supports Mezirow’s assumption involving transformative learning. Transactional relationships are defined as instrumental, often designed to complete short-term tasks that are mutually beneficial to both parties; long-term change is usually not an outcome. In transformational relationships, however, parties “explore emergent possibilities, revisit and revise their own goals and identities, and develop systems they work within” (p. 7), resulting in relationships where all grow and change. Clayton, Bringle, Senor, Huq, and Morrison (2010) note that both transactional and transformational relationships are important within the service-learning context, indicating that transactional relationships and learning outcomes may be key in some situations while transformational relationships may be the goal in others. Finding ways to measure and assess the types of relationships that service learning partners have created is needed so that all individuals can more “effectively discuss, diagnose, and as desired, deepen the quality of the interactions” (Clayton et al., 2010, p. 8). Extending the discussion concerning Mezirow’s learning theory and drawing from a detailed case study where students participated in a service-learning program in Nicaragua, Kiely (2005) found five categories that describe how students experienced transformational learning: contextual border crossing, dissonance, personalizing, processing, and connection....
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...Drawing from Burns’ (1978) research on transactional and transformative leadership, Enos and Morton (2003) offer a framework concerning transactional and transformational relationships within a service-learning context that supports Mezirow’s assumption involving transformative learning....
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45 citations
Cites background or methods from "기독교 사역과 Leadership"
...Transactional and transformational leadership theory was first developed by Burns (1978)....
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...Taking on the initial ideas developed by Burns (1978), Bass (1985) has refined Burns‟ view on the transactional and transformational leadership with a proposed theory of transformational leadership....
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...…appealing to their own self-interests whereas transformational leaders inspire followers to work for common goals and achieving higher level self-actualization needs instead of self-interest through instilling a clear mission and vision and building up trust and confidence among them (Burns, 1978)....
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...Based on the earlier constructs of transformational and transactional leadership behaviour developed by Burns (1978), Bass (1985) added the laissez-faire leadership construct and later used the label “full range leadership theory” (Bass, 1996) to represent the transformational, transactional and…...
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45 citations
Cites background from "기독교 사역과 Leadership"
...Avolio & Gardner, 2005; Bass, 1990; Burns, 1978; Conger & Kanungo, 1998; Eagly, Johannesen-Schmidt, & van Engen, 2003; Ferguson, Hagaman, Grice, & Peng, 2006; Frederickson, 1998; Greenleaf, 1970, 1977; House, Spangler, & Woycke, 1991; Judge & Bono, 2001; Judge et al., 2002; Likert, 1961; Mintzberg,…...
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...Burns, 1978; Ciulla, 1998; Coles, 2000; Greenleaf, 1970, 1977; Heifetz, 1994; Kilburg, 2006 several generalizations currently can be made concerning the concept of leadership and the state of leadership theory....
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45 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership has a long history in research going back to Burns’ (1978) writing on leadership and organizations....
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...Burns’ (1978) early conceptualization of a transforming leader incorporated notions of moral agency as a potential catalyst for shifting the roles of followers and leaders within an organization, so that those who follow may engage as leaders and vice versa. For Burns, transformational leaders tap into the highest needs of their followers and engage in a mutually stimulating relationship that can result in social change through moral leadership. Transformational leadership has been linked to the moral imperative or purpose behind school improvement (Fullan, 2003). Starratt (2004) argued that school leaders have a moral responsibility to establish conditions in the school in which an authentic education can be provided for all students—one that is connected to real issues and gives students a chance to work through real problems in a way that allows them to make meaning out of their own lives and contexts....
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...to Burns’ (1978) writing on leadership and organizations....
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...Burns’ (1978) early conceptualization of a transforming leader incorporated notions of moral agency as a potential catalyst for shifting the roles of followers and leaders within an organization, so that those who follow may engage as leaders and vice versa....
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44 citations
Cites background from "기독교 사역과 Leadership"
...Transactional leadership establishes a foundation for effective leadership and is the most frequently utilized leadership style in organizations (Burns, 1978; Kouzes & Posner, 1995)....
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...This should be especially true for transactional leadership, given its importance as the foundation of effective leadership (Bass, 1985; Burns, 1978)....
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...These ideas set the foundation for the study of transactional leadership, which consists of three dimensions of behaviors, including management by exception–active (MBEA), management by exception–passive (MBEP), and contingent reward (Bass, 1985; Burns, 1978)....
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