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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TL;DR: Using a two-mode exponential random graph model with structural zero, the authors found that partisan diversity within a coalition may enhance contributions from groups if bipartisanship is seen as a positive signal of the coalition's likely success.
Abstract: Decisions by interest groups about when and how to work together inside coalitions are critical components of interest group strategies. This article argues that the composition of lobbying coalitions is a key factor that relates to these decisions. First, partisan diversity within a coalition may enhance contributions from groups if bipartisanship is seen as a positive signal of the coalition’s likely success. Second, network embeddedness may enhance contributions from coalition members if concomitant relationships make it easier to collaborate. Using a two-mode exponential random graph model with structural zeros, the study draws on interviews with congressional staff members, interest group representatives, and coalition representatives working on health policy in the United States. The results demonstrate a robust, positive association of partisan diversity with contributions by interest groups to lobbying coalitions. The results also reveal positive correspondence with network embeddedness, although these results are contingent on model specification.
39 citations
Journal Article•
TL;DR: In this paper, the authors investigated the relationship between leader behavior (directive, supportive, participative and achievement-oriented) of corporate managers and subordinates' job expectancies using House (1974) Path-goal model of leadership.
Abstract: This study investigates relationship between leader behavior (directive, supportive, participative and achievement-oriented) of corporate managers and subordinates’ job expectancies using House (1974) Path-goal model of leadership. The results reveal that leader behavior affects subordinates’ job expectancies. The situational factors (task structure, role ambiguity, stress, need for autonomy, locus of control, need for achievement and perception about abilities) affect subordinates’ job expectancies (I&II). While subordinates’ attributes/characteristics (age, gender, qualification, rank, experience and length of service under the current supervisor) do not affect job expectancies (I&II) except for rank/position and expectancy-II. Path goal theory predicts that directive leader behavior will be more effective for the subordinates with high need for achievement because directive leader through clarifying path guides subordinates. Similarly, participative leader behavior is also effective as he consults with subordinates in setting, clarifying and achieving goals. The results of this study reveal that there is an inverse relationship between subordinates’ job expectancy (I&II). According to Yukl (2006), for subordinates with high need for autonomy, participative leader behavior will increase the intrinsic valence of work
39 citations
Cites background from "기독교 사역과 Leadership"
...Barling et al. (2011) believe that path-goal theory had two objectives: (a) identify roles and behaviors of effective leaders (b) explore situational contingencies that modify those behaviors....
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...359 understanding of the dominant leadership theories of the present day (Barling et al., 2011)....
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...(3) Situational Contingency Theories: These theories are build on behavioral theories and believe that effectiveness of leader traits or behavior is dependent upon situation that include organization type, the workplace and the followers (Barling et al., 2011).Fiedler’s (1967) contingency model, House (1971) path-goal theory and Kerr and Jermier (1978) substitute for leadership have received significant theoretical and empirical attention....
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...(3) Situational Contingency Theories: These theories are build on behavioral theories and believe that effectiveness of leader traits or behavior is dependent upon situation that include organization type, the workplace and the followers (Barling et al., 2011)....
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...Although many ideas of the past have fallen from popular favor, the evolution of leadership is both reflected in a critical to the understanding of the dominant leadership theories of the present day (Barling et al., 2011)....
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TL;DR: In this paper, a small-scale collaborative research study on middle leadership in Iceland and Ireland is presented, which explores the ML role using the theoretical lens of distributed leadership (DL) and indicates a disconnect between DL theory as outlined in the literature and ML practice as currently experienced in Ireland and Iceland.
Abstract: This article reports on a small-scale collaborative research study on middle leadership (ML) in Iceland and Ireland. It explores the ML role using the theoretical lens of distributed leadership (DL). The majority of DL studies to date examine leadership as an organisational resource that can be cultivated and utilised to serve school improvement. This research, however, situates the teacher at the core of DL and commences a discourse on how MLs experience their leadership practice from a DL perspective. The empirical investigation is based on semi-structured focus group interviews across the range of schools in both education contexts. The findings indicate a disconnect between DL theory as outlined in the literature and ML practice as currently experienced in Ireland and Iceland. While a form of DL exists in both contexts, this is strictly at the gift of the Principal rather than a reciprocal relationship with teachers in relation to leading school activities. The findings also signal a need for a proact...
39 citations
01 Jan 2017
Abstract: Leadership, job satisfaction, organizational commitment and trust have become important processes for an organization in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. This research is conducted with an intention to investigate the impact of components pertains to transformational leadership (TL) by exercising dilemmas as employee (satisfaction & commitment), being engaged in Islamic banking sector; whereas TL components like; idealized influence (II), inspiration motivation (IM), intellectual stimulation (IS) and individualized consideration (IC) were taken into consideration. A two stage cluster sampling design is used for the selection of sample from 5 Islamic banks of Pakistan from Gujranwala division having 56 branches. 319 employees of 25 branches are used and information is collected through structured questionnaire having 26 items on likert scale of 5 point. The factor analysis, structural equation modeling, group mean comparison and discriminant analysis is used for the data analysis. Findings of study reveal that TL components have significant influence with respect to job satisfaction along with organizational commitment of employees. Contribution of this study is towards both administrative and managerial scenarios’, yet senior management need to focus on core components of TL while designing the policies for the strategic implementation. Furthermore, this investigation was conducted in only one country having unstable economic and political affairs that effect individuals’ moods, added inquiries needs to be conducted in better economic conditions for research exploration perspectives.
39 citations
Cites background from "기독교 사역과 Leadership"
...In very simple words, the idea of transformational leadership appealed that leaders need to encourage subordinates in order to get the desired outcome of the organization through motivation, healthy perceptions, beliefs and moral with effectual collaboration, Burns (1978)....
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TL;DR: In this paper, the authors focus on the formulation of competences for school leaders in the Netherlands with the aim of supporting them in their personal and team development, and propose an action plan as a tool for individual school leaders and leadership teams to translate the five core competences into context-specific competences.
Abstract: School leaders have been given an important role in initiating and implementing school improvement, which demands new forms of leadership. This invokes the question of the basic competences for leadership that are presently required. This article focuses on the formulation of competences for school leaders in the Netherlands with the aim of supporting them in their personal and team development. The school leaders’ union for secondary education in the Netherlands set up a working group of academics, consultants and school leaders to define these competences. Taking the research evidence of effective leadership as point of departure, the working group formulated a set of five general basic competences. The competences were placed in a general model of effective leadership. An action plan was developed as a tool for individual school leaders and leadership teams to translate the five core competences into context-specific competences for their own school.
39 citations
Cites background from "기독교 사역과 Leadership"
...In other words, a principal’s competence is apparent in observable behaviour (Bollington 1999; Aitkin 2001)....
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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