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 paper, the authors looked at the relationships between leader's organizational citizenship behavior (OCB), transformational leadership, and follower's OCB, and found that leader's public self-consciousness and self-monitoring are antecedents to leader OCB and leader's social skills and even-temperedness as antecedent to follower OCB.
Abstract: Using a sample of 93 superior-subordinate dyads from various organizations in India, this study looked at the relationships between leader's organizational citizenship behavior (OCB), transformational leadership, and follower's OCB. It also looked at leader's public self-consciousness and self-monitoring as antecedents to leader OCB, and leader's social skills and even-temperedness as antecedents to follower OCB. Results show that public self-consciousness is positively related to leader OCB, leader OCB is positively related to transformational leadership, and transformational leadership, social skills, and even-temperedness are positively related to follower OCB.
41 citations
TL;DR: The 5R Shared Leadership Program (5RS) as mentioned in this paper is a new leadership development program that helps leaders in the team to create, embody, advance, and embed a collective sense of "us" in their teams.
41 citations
25 Jan 2018
TL;DR: In this article, the author offers this book, not as a final word, but as a stepping stone for others, based on the interpretation of the past, present and future of Patuheu-heu, which is ultimately shaped by the whakapapa and life experiences.
Abstract: The French philosopher Michel Foucault stated: “I don't write a book so that it will be the final word; I write a book so that other books are possible, not necessarily written by me” (cited in O’Farrell, 2005, p. 9). In the same vein, I offer this book, not as a final word, but as a stepping stone for others. He ihu hūpē ahau1 - I am inexperienced in the ways of this world, and therefore I can write only from my particular Patuheuheu perspective and positioning within this book. This work is the culmination of my interest in the past, present and future of Patuheuheu. It is based on my interpretations, which are ultimately shaped by the whakapapa2 and life experiences that form the cultural lenses and filters that determine the way in which the research for this book was conducted.
41 citations
Cites background from "기독교 사역과 Leadership"
...Transformative leaders construct the vision, while empowering their followers to hold fast to a ‘body of ideals’ (Bass, 1981, cited in Grint, 1995; Burns, 1978; Grint, 1995)....
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...Burns (1978) maintains that transformative leaders ask followers to rise above their own interests for the sake of collective ones, and to focus on the development and implementation of long-term ‘future’ goals and ambitions, to work towards transformation (Gardner & Avolio, 1998, cited in Punj &…...
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TL;DR: Based on empirical research into the Australian university sector, this article argued that a distributed leadership approach is appropriate for the higher education sector and offers value for supporting effective change, and presented a process model to underpin the shift from a leader-centric to a DL approach.
Abstract: The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur.
41 citations
Cites background from "기독교 사역과 Leadership"
...The concept of leadership as a group activity (Gibb, 1954), and about how people relate to each other (Ramsden, 1998), has been long recognised....
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TL;DR: In this paper, the authors evaluated the supportive and defensive communication and leadership behaviors of a department chair and found that the supportive behavior of problem orientation alone explained 43% of the variance in faculty ratings of chair job effectiveness.
Abstract: This project asked 202 randomly selected faculty members to evaluate the supportive and defensive communication and leadership behaviors of their department chair. The supportive behavior of problem orientation alone explained 43% of the variance in faculty ratings of chair job effectiveness. On the other hand, empathy explained 68% of the variance in faculty ratings of relational satisfaction with their department chair. In addition, a t test revealed that more effective chairs utilized all 6 of Gibb's supportive communication behaviors more, and 5 of 6 defensive behaviors less, than their more negatively evaluated peers. Second, a series of stepwise regression procedures explained 16% of the variance in bureaucracy scores, 69% of the variance in Machiavellianism, and 62% of the variance in transformational leadership. Finally, the communication behaviors of strategy, neutrality, and problem orientation explained 56% of the variance in faculty job satisfaction and strategy, neutrality, evaluation, gender...
41 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) characterized transformational leadership as a process that motivates followers by appealing to higher ideals and moral values....
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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