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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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Journal ArticleDOI
TL;DR: This paper investigated teachers' perceptions of principals' leadership behaviors influencing the schools' climate according to Green's (2010) ideologies of the 13 core competencies within the four dimensions of principal leadership.
Abstract: The purpose of this quantitative study was to investigate teachers’ perceptions of principals’ leadership behaviors influencing the schools’ climate according to Green’s (2010) ideologies of the 13 core competencies within the four dimensions of principal leadership. Data from the Leadership Behavior Inventory (Green, 2014) suggest 314 teachers perceive that 13 core competencies positively influence school climate through effective leadership. Teachers’ perceptions of principals exhibiting the 13 core competencies suggested that professionalism ranked as the most prevalent behavior among principals. A multiple regression analysis determined public teachers perceived that diversity, one of the 13 core competencies that involve principals respecting the ideas of others and eliminating biases, had the greatest impact on school climate. An independent sample t -test revealed that 11 of the 13 core competencies were statistically significant among private and public teachers’ perceptions, but a Bonferroni adjustment determined that only five core competencies were significant. Further analyses revealed that there was no statistically significant evidence to support teachers’ perceptions of school climate differing between private and public schools.

44 citations


Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) analyzed the abilities of leaders who engaged with their employees in ways that stimulated them to new levels of liveliness, promise, and moral purpose....

    [...]

Journal ArticleDOI
TL;DR: The authors distill a number of key themes in the extant literature, use the microfoundations perspective to isolate research gaps, and suggest a microfoundational framework for future research on organizational goals.
Abstract: Organizational goals are central in management theory, yet our understanding of their antecedents, formation and dynamics, and consequences contains many gaps, in particular concerning the microfoundations of how goals are formed and changed and through which they may affect individual and organizational performance. We distill a number of key themes in the extant literature, use the microfoundations perspective to isolate research gaps, and suggest a microfoundational framework for future research on organizational goals. Subsequently, we discuss the theories that are particularly promising with respect to furthering such research on organizational goals.

44 citations


Cites background from "기독교 사역과 Leadership"

  • ...…organizational citizenship behavior (Chen et al. 2005) Transformative leadership style leads to greater shared perspective about organizational goals (Burns 1978; Colbert et al. 2008) Incompatible goals of units within an organization lead to negotiation efforts of the respective unit heads so to…...

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Journal ArticleDOI
TL;DR: Using focus groups, factor analysis, and validation instruments, psychometrics for the Survey of Transformational Leadership was developed and established and nine themes emerged: integrity, sensible risk, demonstrates innovation, encourages innovation, inspirational motivation, supports others, develops others, delegates tasks, and expects excellence.
Abstract: Directors in substance use treatment programs are increasingly required to respond to external economic and socio-political pressures. Leadership practices that promote innovation can help offset these challenges. Using focus groups, factor analysis, and validation instruments, the current study developed and established psychometrics for the Survey of Transformational Leadership. In 2008, clinical directors were evaluated on leadership practices by 214 counselors within 57 programs in four U.S. regions. Nine themes emerged: integrity, sensible risk, demonstrates innovation, encourages innovation, inspirational motivation, supports others, develops others, delegates tasks, and expects excellence. Study implications, limitations, and suggested future directions are discussed.

44 citations


Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) first conceptualized transformational leaders as those who mobilize their efforts to reform organizations, in part by raising followers’ consciousness beyond personal interests to be more in line with organizational goals and vision....

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  • ...…leadership has on members of an organization can be best examined by comparing it to transactional leadership, where leaders “approach followers with an eye to exchanging one thing for another” (Burns, 1978, p. 3), for instance exchanging work on a project for a raise in compensation....

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Dissertation
01 Jan 2016
TL;DR: In this article, an experts' perspective conceptualisation that is guided by Nonaka and Takeuchi's (1995) SECI Model is presented for managing and retaining knowledge based on the identification of critical knowledge areas that have been lost.
Abstract: The dissertation’s major theoretical contribution involves constructing an experts’ perspective conceptualisation that is guided by Nonaka and Takeuchi’s (1995) SECI Model. A framework is developed for managing and retaining knowledge based on the identification of critical knowledge areas that have been lost.

43 citations


Cites background from "기독교 사역과 Leadership"

  • ...Various studies on peak performance in the leadership and organisational fields have concluded that peak performance is more efficient, creative, productive, or in some way better than ordinary behaviour’ for specified tasks (House, 1977; Burns, 1978; Privette, 1983, pp. 323-324; Bass, 1985; Leavitt, 1996; Kirkman & Rosen, 1999)....

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  • ...…in the leadership and organisational fields have concluded that peak performance is more efficient, creative, productive, or in some way better than ordinary behaviour’ for specified tasks (House, 1977; Burns, 1978; Privette, 1983, pp. 323-324; Bass, 1985; Leavitt, 1996; Kirkman & Rosen, 1999)....

    [...]

01 Jan 1995

43 citations


Cites background from "기독교 사역과 Leadership"

  • ...Bums (1978) stated that purposeful change flows from vision illustrating the future state we wish to conceive....

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References
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Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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