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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 Article
TL;DR: In this paper, an ethical code from a major investment bank is analyzed in terms of code effectiveness, transformational communication, and its role as a key corporate strategic document for moderating employee behavior and reducing unethical actions.
Abstract: Ethical codes state the major philosophical principles and values in organizations and function as policy documents which define the responsibilities of organizations to stakeholders. They spell out the conduct expected of employees and articulate the acceptable ethical parameters of behavior in the organization. Most large US and multinational firms today have a code. If utilized effectively and embraced, codes can be key strategic documents in organizations for moderating employee behavior and reducing unethical actions. To be effective they must be communicated well and become a part of the culture of the organization. An ethical code from a major investment bank is analyzed in terms of code effectiveness, transformational communication, and its role as a key corporate strategic document.

37 citations


Cites background from "기독교 사역과 Leadership"

  • ...Transformational leadership was first discussed in depth by Burns (1978) and furthered developed by Bass (1985) as embodying the characteristics of influence, intellectual stimulation and inspirational motivation....

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01 Jan 2013
TL;DR: In this paper, the effects of a pilot workshop applying a Holistic Improvisational Leadership Model as developed by the researcher and based on the latest improvisation research was assessed. And the study was pilot-tested on 6 different groups and a total of 67 leaders from various regions, industries and organizations.
Abstract: Studies show that improvisation in leadership decision making is on the rise, and it transpires in organizations 75-90% of the time, yet very little research has explored this skillset. No other leadership skillset that is applied two thirds of the time has ever been so underdeveloped. The purpose of this study was to assess the effects of a pilot workshop applying a Holistic Improvisational Leadership Model as developed by the researcher and based on the latest improvisation research. The study employed a mixed methods design to gather qualitative and quantitative data for a descriptive evaluation of the pilot training workshop. Nonproportional quota sampling and triangulation were used to maximize cross verification and validity of the data. This study explored the skills leaders acquired and applied during, immediately after, 1 month after the workshop, and in 3 months. The study was pilot-tested on 6 different groups and a total of 67 leaders from various regions, industries and organizations. Primary findings revealed that participants gained the highest benefits in working with others and their ability to lead. Executive and educational leaders gained the awareness that 79% of their decisions at work were made spontaneously as opposed to 71% for all leaders. 100% of executives and senior leaders indicated acquiring more effective listening skills. Moreover, the concept of competent risks and celebrating failure appeared to have the most transformational impact on the participants’ sense of self, willingness to take risks, and acquire new skills. The workshop seemed to bring participants’ stress level down to an optimal level and enhance mindfulness. Ultimately, it was concluded the study's workshop was most effective as a continuous 3.5 hours.

36 citations


Cites background from "기독교 사역과 Leadership"

  • ...According to Burns (1978), the authentic transformational leader is undoubtedly linked with higherorder values, which are much needed for success in the twenty-first century, such as selftranscendence and openness to change....

    [...]

01 Jan 1999

36 citations


Cites background from "기독교 사역과 Leadership"

  • ...industrial leadership paradigm in organizations must be supplanted (Bass, 1985; Bennis, 1969; Bums, 1978; Blake & Mouton, 1964; Covey, 1991; Demin g, 1986; Foster, 1986; Heifetz, 1994; Maslow, 1965; McGregor, 1960; Peters & Waterman, 1982; Rost, 1991; Wheatley, 1992)....

    [...]

  • ...Today it is generally recognized that leadership is not a person, but a process—a relationship of influence, collaboration, and change between leaders and followers (Bennis, 1989; Bums, 1978; Hollander, 1978; Rost, 1991; Schein, 1992)....

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  • ...collaboration, and real intended change (Bass, 1985; Bums, 1978; Heifetz, 1994; Rost, 1991)....

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  • ...One primary point of leverage for effective change is to be found in the organizational values component of the cultural process (Bums, 1978; Heifetz, 1994; Rokeach, 1973; Rost, 1991; Schein, 1992)....

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  • ...Many researchers and writers have recognized the important role values play in organizational change (Bums, 1978; Deal & Kennedy, 1982; England, 1967; Gordon, 1976; Rokeach, 1973; Sashkin & Fulmer, 1985; Schein, 1992)....

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Journal ArticleDOI
TL;DR: In this article, a more precise approach to LD is proposed, arguing that LD is the process of acquiring particular personal qualities and skills that create influence independent of the individual's positional influence.
Abstract: In an effort to construct a framework for understanding leadership development (LD), this paper examines the available evidence regarding exactly what organizations attempt to develop under the rubric of LD, and how they attempt to develop it. After considering the conceptual and practical implications associated with various LD perspectives, the paper builds on the notion of leadership as "incremental " influence (Katz & Kahn, 1978) to propose a more precise approach to LD. This more precise approach argues that LD is the process of acquiring particular personal qualities and skills that create influence independent of the individual's positional influence. The paper then suggests how this more precise view provides a useful lens for organizations interested in assessing their LD undertakings.

36 citations

01 Jan 2011

36 citations


Cites background from "기독교 사역과 Leadership"

  • ...Generalizations are only possible through the study of humanistic psychology (Burns, 1978)....

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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