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기독교 사역과 Leadership

유화자
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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Dissertation•
The perceived impact of spiritual consciousness on leadership performance

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Tanja Nicholls
01 Oct 2019

39 citations

Cites background or methods from "기독교 사역과 Leadership"

  • ...…of four components namely, idealised influence, individual consideration, intellectual stimulation and inspiration (Avolio et al., 1991; Bass & Avolio, 1990a; Bass & Avolio, 1990b; Burns, 1978) which are considered to be the most active and effective behaviours of leadership (Bass & Avolio, 1994)....

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  • ...In transformational leadership the differentiation between ‘ordinary’ and ‘extraordinary’ is pursued as leaders encourage followers to perform beyond expectations (Burns, 1978)....

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  • ...…align people to organisational goals whilst setting challenging expectations and raising levels of performance as well as aligning people and systems, so 43 there is integrity throughout the organisation (Burns, 1978; Den Hartog et al., 1997; Fry & Matherly, 2006; Hughes, Ginnett, & Curphy; 1994)....

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  • ...This relationship according to Burns (1978), is characterised by leaders stimulating the intrinsic motivation of their followers....

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  • ...Employees become intrinsically motivated to perform in the process which culminates in significantly higher performance and commitment levels and ultimately drives major transformation in work-place effectiveness (Burns, 1978; Yukl, 1998)....

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Journal Article•DOI•
From engineering management/R&D management, to the management of innovation, to exploiting and exploring over value nets: 50 years of research initiated by the IEEE-TEM

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Michael L. Tushman1•
Harvard University1
25 Oct 2004-IEEE Transactions on Engineering Management
TL;DR: The authors now have the research-based insights and tools to help firms to both innovate and exploit today's success, as well as explore into the future to sustain tomorrow's success.
Abstract: We now have the research-based insights and tools to help firms to both innovate and exploit today's success, as well as explore into the future to sustain tomorrow's success. We have deep insights into managerial and organizational dynamic capabilities. Our field has the tools to help managers diagnose to roots of engineering and innovation pathologies, as well as to take strategic action to shape the nature of technological change and in turn, innovation streams. Yet, while our field knows much about the phenomena of engineering and innovation management, we do not have substantial impact on the actual practice of engineering/innovation management.

39 citations

Cites background from "기독교 사역과 Leadership"

  • ..., [6], [50], and [60]), the economics of...

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  • ...[12], [50], and [61]), technology cycles [5], [65], innovation streams and senior teams (e....

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Journal Article•
An Additional Way of Thinking About Organizational Life and Leadership: The Quantum Perspective

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Joe Fris, Angeliki Lazaridou
05 Jan 2006-Canadian Journal of Educational Administration and Policy
TL;DR: In this article, the authors describe selected differences between the entrenched perspective on organizations and administration (the newtonian perspective) and the new quantum perspective (the quantum perspective), and compare the values ascribed to an individual's public and private selves in newtonians and quantum organizations.
Abstract: In this paper our first purpose is to outline a way of thinking about organizations and administration that has recently been gaining ground among theoreticians and practitioners, one that is portrayed frequently as a replacement for the well established newtonian or systems perspective. This way of thinking is the quantum perspective. Our second purpose is to illustrate how the metaphors of this emergent perspective can add to understandings about leadership, in particular when fostering commitment and dealing with conflict. To these ends, we first describe selected differences between the entrenched perspective on organizations and administration – the newtonian perspective – and the new quantum perspective. In this section we give particular attention to the quantum notion of a pervasive energy field that drives change as well as recent discoveries about the ways humans think. Next we contrast the values ascribed to an individual’s public and private selves in newtonian and quantum organizations. Finally we consider how the newtonian and the quantum orientations in leadership are likely to affect the commitment of an organization’s members. And we relate this to findings from research on the management of conflict.

39 citations

Cites background from "기독교 사역과 Leadership"

  • ...However, spirituality in organizations and administration is being discussed more and more frequently in academic and popular presses (e.g., Ashmos & Duchon, 2000; Burns, 1978; Conger, 1994; Delbecq, 1999; Fairholm, 1998; Moxley, 2000; Zohar & Marshall, 2000)....

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Journal Article•DOI•
Leadership and Culture

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Jon E. Krapfl1, Blina Kruja1•
College of William & Mary1
03 Jun 2015-Journal of Organizational Behavior Management
TL;DR: In this paper, a review of several kinds of experience models of instruction is presented, and the authors make the point that organizational culture is based on both the larger culture of which the organization is a part and the behavior of the organization's leader.
Abstract: Leadership is defined as a broad menu of behaviors, some appropriate to one environment but not second. A number of the more common leadership behaviors are discussed. The article goes on to identify the process of learning some of the behaviors required to lead. It is suggested that an individual build a leadership repertoire based on personal background and experiences. Learning to lead is then discussed as requiring experience, because leadership cannot be learned from a book. A review of several kinds of experience models of instruction follows. Finally, the article addresses the issue of culture and makes the point that organizational culture is based on both the larger culture of which the organization is a part and the behavior of the organization’s leader. The article closes with a recommendation that behaviorists not only learn about behavior analysis but also learn something about the environments in which the behavior analyst is likely to function.

39 citations

Cites background from "기독교 사역과 Leadership"

  • ...Previous studies suggest that well-developed social and communication skills may be the key difference between effective leaders and other very intelligent or high-performing individuals (Yukl, 2006; Zaccaro, 2004)....

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Journal Article•DOI•
"Successful" Principals: A Contested Notion for Superintendents and Principals

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Samantha M. Paredes Scribner, Gary M. Crow, Gerardo R. López, Khaula Murtadha
01 May 2011-The Journal of School Leadership
TL;DR: The notion of success is narrowly defined and appropriated within an educational context as mentioned in this paper, typically limited to objective measures of organizational productivity, effectiveness, and efficiency, and it is defined as:
Abstract: The notion of “success” is narrowly defined and appropriated within an educational context. Typically limited to objective measures of organizational productivity, effectiveness, and efficiency, “s...

39 citations

Cites background from "기독교 사역과 Leadership"

  • ...Indeed, research finds that outcomes can be realized through a variety of methods: through power (French & Raven, 1959; Pfeffer, 1977), influence (Katzenbach & Smith, 1992), ability (Bass, 1990), skill (Bennis, 1989), disposition (Rost, 1993), relationship building (Spillane & Halverson, 2001), and a host of other mechanisms (Burns, 1978)....

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  • ...…realized through a variety of methods: through power (French & Raven, 1959; Pfeffer, 1977), influence (Katzenbach & Smith, 1992), ability (Bass, 1990), skill (Bennis, 1989), disposition (Rost, 1993), relationship building (Spillane & Halverson, 2001), and a host of other mechanisms (Burns, 1978)....

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References
More filters
Journal Article•DOI•
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

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George B. Graen1, Mary Uhl-Bien2•
University of Cincinnati1, University of Alaska Anchorage2
01 Jun 1995-Leadership Quarterly
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 Article•DOI•
Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

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Philip M. Podsakoff1, Scott B. MacKenzie1, Julie Beth Paine1, Daniel G. Bachrach1•
Indiana University1
01 Jun 2000-Journal of Management
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 Article•DOI•
Transformational and transactional leadership: a meta-analytic test of their relative validity.

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Timothy A. Judge1, Ronald F. Piccolo1•
University of Florida1
01 Oct 2004-Journal of Applied Psychology
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 Article•DOI•
Ethical leadership: A social learning perspective for construct development and testing

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Michael E. Brown1, Linda Klebe Treviño1, David A. Harrison1•
Pennsylvania State University1
01 Jul 2005-Organizational Behavior and Human Decision Processes
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 Article•DOI•
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature

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Kevin B. Lowe1, K. Galen Kroeck2, Nagaraj Sivasubramaniam3•
University of North Carolina at Greensboro1, Florida International University2, Binghamton University3
01 Sep 1996-Leadership Quarterly
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