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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Dissertation•
01 Jan 2005
42 citations
Cites background from "기독교 사역과 Leadership"
...the work of Burns (1978) who wrote a best-selling book on political leaders (Yukl, 2002)....
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...(1999), Burns (1978) in his study of political leaders, focused on the differences between power versus leadership and charismatic versus non-charismatic leadership. Burns borrowed the word power and charisma from Weber (1964) to explain the power of charismatic leaders in arousing the emotions and motivation of their followers. Burns maintained that power and leadership were two distinct entities. Based on a sweeping historical analysis, Burns argued that most understanding of leadership not only overemphasised the role of power but held a faulty view of power as well (Leithwood et al., 1996). Burns (1978) claimed there were two aspects of power – motives or purposes and resources – each possessed not only by those exercising leadership but also by those experiencing it....
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...(1999), Burns (1978) in his study of political leaders, focused on the differences between power versus leadership and charismatic versus non-charismatic leadership....
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...and moral) of both leaders and followers, encourages followers to develop beyond expectations (Bass, 1985; Burns, 1978; Tichy & Devanna, 1986)....
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...Two leadership forms were identified and distinguished at this time namely, transformational and transactional (Bass, 1985; Burns, 1978)....
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Dissertation•
01 Jan 2002
TL;DR: In this article, the authors argue that the ideational, in the form of information, is endowed with power relations in spite of its abstraction, hence creating a tangible enough 'target' for 'offence/defence' by foreign policy.
Abstract: The contemporary practice of the internal-external divide in foreign policy is being challenged by globalization's non-territorial logic. This challenge is reformulated as information globalization; a border-crossing trend of social exposure to alternative ideas jointly precipitated by the global reach of information and communication technologies, global capitalism, and post-Cold War geopolitical fluidity. The agents and processes associated with it confound any orderly delineation of 'the foreign'. This can be understood as an ideational threat to the nation-state in terms of generating a public 'global information space' that reopens all borders to political struggle. For the nation-state to survive in this space, a reformulation of foreign policy as discourse is needed. This thesis argues that the ideational, in the form of information, is endowed with power relations in spite of its abstraction, hence creating a tangible enough 'target' for 'offence/defence' by foreign policy. In this regard, information is defined as the socially patterned relationship of events and symbols capable of politically inducing action, identity or community. Thus 'soft power', or the ability to produce outcomes through attraction instead of coercion, becomes a central focus of this examination of informational challenges to statist foreign policy. Two central research questions are posed. Firstly, how can foreign policy defend or project statist political communities using soft power within a global information space. Secondly, does soft power, when exercised in turn by non-state actors, affect foreign policy by undermining statist community within the same global information space. An answer to the first question is to actualise soft power through forms of Leadership, whether from 'Inside-Out' or 'Outside-In', which are derived from domestically proven communitarian discourses worthy of emulation abroad. Alternatively soft power can be exercised by non-state actors to the detriment of state interests trough processes I label the 'Intermestic Correlation of Forces', 'Socialisation' and the 'Demonstration of Ideas'. In this second hypothesis, foreign policy retains relevance by learning to accommodate itself to the demands of external parties with interests in the welfare of domestic political constituencies. Exercising soft power in the sense in a conflation of the international and the domestic (intermestic) spheres. The case studies of Singaporean and Chilean foreign policies respectively provide analytical illustrations of both hypotheses.
42 citations
TL;DR: The authors explored how administrators from economically and culturally distinct communities developed an understanding of zero tolerance policy and how administrators modified the policy to meet the needs and culture of their districts, while in other situations, administrators adhered to the policy as written.
Abstract: The implementation of zero tolerance policies raises important questions. In this article we explore how zero tolerance policies are interpreted, implemented, and enforced differently in urban, rural, and suburban districts, and how this results in unequal numbers of expulsions and suspensions. Using a policy analysis framework, we explored how administrators from economically and culturally distinct communities developed an understanding of zero tolerance policy. In some cases, administrators modified the policy to meet the needs and culture of their districts, while in other situations, administrators adhered to the policy as written. The varying interpretations allowed some children to remain in school for particular offenses while other children were expelled immediately for similar infractions. Our data show that this policy adversely impacts a disproportionately higher number of students color in urban school districts.
42 citations
Cites background from "기독교 사역과 Leadership"
...In short, the variation can be termed as a distinction in leadership style (authoritative versus authoritarian) and administration of these policies (Burns, 1979)....
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TL;DR: In this paper, a questionnaire was developed to assess four different aspects of shared leadership behavior: task-, relationship, change-oriented, and micropolitic-oriented leadership, based on literature in leadership and team work research.
Abstract: Shared
leadership is viewed as an effective management form to encounter increased
complexity in modern work life. However, the lack of reliable and valid
instruments to assess shared leadership behaviors has limited empirical
research. Based on literature in leadership and team work research a
questionnaire was developed to assess four different aspects of shared
leadership behavior—task-,
relation-, change- and micropolitic-oriented leadership. The final version
consisted of 20 items. Confirmatory factor analyses confirmed the theoretically
hypothesized model in two independent German samples. Significant correlations
with related scales support convergent and criterion validity. This study
therefore provides researchers with a valid and reliable instrument to assess
different aspects of shared leadership behavior and its advantages for research
and human resource development are discussed.
42 citations
Cites background or methods from "기독교 사역과 Leadership"
...Both instruments mainly relied on the vertical dimensions of transformational and transactional leadership, which were first introduced by Burns (1978) and then adapted to the team context....
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...These tasks are also integral to transformational leadership theory (Burns, 1978; Yukl et al., 2002), which might explain the recent popularity of this concept (Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009)....
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01 Jan 2008
TL;DR: In this article, the authors examined the relationship of the leadership practices of middle school principals and the morale of the teachers in these schools and found that the leadership practice of Enable Others to Act had the strongest positive correlation to teacher morale.
Abstract: Keith A. Rowland. THE RELATIONSHIP OF PRINCIPAL LEADERSHIP AND TEACHER MORALE. (Under the direction of Dr. Clarence Holland) School of Education, March, 2008. This Study examined the relationship of the leadership practices of middle school principals and the morale of the teachers in these schools. Seven middle schools in a Metropolitan Atlanta school system participated in the study. The Leadership Practices Inventory was used to collect information on the principal practices and the Purdue Teacher Opinionaire was used to collect information on teacher morale. Results indicated that principal leadership and teacher morale were significantly correlated and that the leadership practice of Enable Others to Act had the strongest positive correlation to teacher morale. These results imply that a principal’s daily behavior plays a vital role in the environment of the school. Implications for practice and recommendations for further research are also included.
42 citations
Cites background from "기독교 사역과 Leadership"
...“The overriding element of successful leadership is to involve people in the process of leading” (Horan, 1999, p. 21)....
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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