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: The definitive copy of the article posted on SOAR with accordance to the policies of the publisher: The Johns Hopkins University Press as mentioned in this paper. But the article is not available for the general public.
Abstract: The definitive copy of the article posted on SOAR with accordance to the policies of the publisher: The Johns Hopkins University Press.
35 citations
TL;DR: In this article, the authors analyzed the use of responsible leadership in management research using a sample of 64 articles published in SSCI-indexed journals over 10 years (2006-2016), and carried out a bibliometric analysis to understand the intellectual structure of the responsible leadership literature.
Abstract: Political, religious, sports and business leaders across the world have been under scrutiny regarding allegedly unethical behaviors. The current study analyzes the use of responsible leadership in management research. Using a sample of 64 articles published in SSCI-indexed journals over 10 years (2006-2016), we carried out a bibliometric analysis to understand the intellectual structure of the responsible leadership literature. The results of authorship, citation and co-citation, and factor analyses reveal the most prolific authors and the most notable journals writing and publishing on responsible leadership. The most cited works are theoretical, using Western frameworks and cultures, and focus on the concept of responsible leadership; only a few empirical/case study articles appear. Also, the most prevalent links are between theoretical works and highlight the conceptualization, understanding, and roles and parameters of responsible leaders. Six distinct factors emerge, denoting the groups of studies devoted to the evolution of leadership, transformational leadership, stakeholder theory and leadership, conceptualization and understanding of the topic, and roles of responsible leaders. These various research topics show the central tenets of responsible leadership, as well as the existing gaps in the existent literature.
35 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership assumes that workers evolve as professionals and persons, via the influencing capacity of leaders in shaping vision, moral values, coherence, inspiration, and ethics (Burns, 1978)....
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...5, e170112, 2018 www.anpad.org.br/bar transformational approach (Burns, 1978) of the late 20th century and 21st century (Rost, 1991)....
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...br/bar transformational approach (Burns, 1978) of the late 20 century and 21 century (Rost, 1991)....
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TL;DR: Despite national statistics that suggest declining African American and Latino student achievement, few schools accept the challenge of educating the neediest students, and even fewer succeed as discussed by the authors, despite the fact that African Americans and Latinos are more likely to attend public schools.
Abstract: Despite national statistics that suggest declining African American and Latino student achievement, few schools accept the challenge of educating the neediest students, and even fewer succeed. This...
35 citations
Cites background from "기독교 사역과 Leadership"
...Some theorists believed that members of the school community (administration, teachers, and staff) would be more productive if capacity and commitment to their school were increased by engaging them in school leadership (Bass, 1985; Burns, 1978)....
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TL;DR: This article found that leaders who were more complex in their social judgments, attributing complex external and internal causes to others' behaviours and actions, were seen as more transformational by their direct reports.
Abstract: Attributional complexity refers to the capability of discriminating and integrating dimensions related to social judgment in order to understand social behaviour. While previous leadership research has examined the role of leader attributions, it has neglected the role of attributional complexity. We theorize and find support for a relationship between higher attributional complexity and transformational leadership behaviours, based on a sample of 100 leaders and their direct reports. Leaders who were more complex in their social judgments, attributing complex external and internal causes to others' behaviours and actions, were seen as more transformational by their direct reports. Our findings suggest that attributional complexity is a construct that warrants consideration in future research on both transformational leadership and leadership attributions.
35 citations
Cites background from "기독교 사역과 Leadership"
...…the many advantages that result from transformational leadership, such as greater follower satisfaction and motivation, enhanced leader effectiveness, higher job performance, and better overall organizational performance (e.g., Howell and Avolio, 1993; Judge and Bono, 2000; Judge et al., 2008)....
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...An extensive literature has highlighted the many advantages that result from transformational leadership, such as greater follower satisfaction and motivation, enhanced leader effectiveness, higher job performance, and better overall organizational performance (e.g., Howell and Avolio, 1993; Judge and Bono, 2000; Judge et al., 2008)....
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...Keywords: attribution, attributional complexity, transformational leadership Transformational leadership is the dominant leadership style that researchers have investigated ( Judge et al., 2008)....
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...recognized as an important component of a ‘true’ altruistic transformational leader ( Judge et al., 2008)....
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...Although authentic leadership has been developed as a new form of leadership that is distinct from transformational leadership (Walumbwa et al., 2008), authenticity is nonetheless recognized as an important component of a ‘true’ altruistic transformational leader ( Judge et al., 2008)....
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Dissertation•
01 Dec 2003
TL;DR: In this paper, the authors investigated perceptions of the degree to which transformational, transactional, and laissez-faire leadership were practiced by presidents of member colleges and universities in the Council for Christian Colleges and Universities (CCCU).
Abstract: Transformational leaders have tendencies that include: 1) projecting confidence and optimism about goals and followers' ability, 2) providing a clear vision, 3) encouraging creativity through empowerment and rewarding experimentation, 4) setting high expectations and creating a supportive environment, and 5) establishing personal relationships with followers. Transactional leadership as a process in which leaders and followers decide on goals and how to achieve them through a mutual exchange. The leader provides followers with resources, rewards, and punishment in order to achieve motivation, productivity, and effective task accomplishment. Laissez-faire leadership is the process of letting followers work without direction or guidance from the leader. The laissez-faire leader avoids providing direction and support, shows a lack of active involvement in follower activity, and abdicates responsibilities by maintaining a line of separation between the leader and the followers. The primary purpose of this study was to investigate the assumption that a combination of transformational and transactional leadership factors is more predictive of greater followers' job satisfaction, motivation toward extra effort, and perceived presidential effectiveness than either leadership style alone. The study investigated perceptions of the degree to which transformational leadership, transactional leadership, and laissez-faire leadership were practiced by presidents of member colleges and universities in the Council for Christian Colleges and Universities (CCCU). In addition, the study considered whether some combination of transformational and transactional behaviors is more predictive of job satisfaction, motivation toward extra effort, and perceived presidential effectiveness than either transformational or transactional leadership alone. The independent variables in the study included the transformational, transactional, and laissez-faire leadership behaviors of the college and university presidents and the dependent variables were job satisfaction, motivation toward extra effort, and perceived presidential effectiveness. This study points to specific behaviors that are predictive of job satisfaction, motivation toward extra effort, and perceived presidential effectiveness. By combining the behaviors identified as transformational, transactional, and laissez-faire leadership behaviors, this study determines specifically which behaviors are predictive of the three dependent variables. By combining the transformational leadership behaviors of Attributed Charisma and Individual Consideration with the transactional leadership behavior of Contingent Reward, leaders may develop leadership styles that are more satisfying, motivating, and effective for followers than solely using the transformational model of leadership. Followers indicate that they are more satisfied and motivated by leaders who possess great energy, high levels of self-confidence, strong beliefs and ideals, are assertive, have the ability to make followers feel more confident, who create greater personal confidence within their followers, and who use positive reward systems to affirm desired behavior. This information provides empirical data to support the concept that a combination of charisma, personal consideration, and a reward system may increase follower's job satisfaction, motivation toward extra effort, and perceptions of leaders' effectiveness better than transformational leadership behaviors alone.
35 citations
Cites background or methods from "기독교 사역과 Leadership"
...Transactional leadership stems from a more traditional view of workers and organizations and primarily 29 involves the use of positional power by leaders to motivate followers to complete tasks (Burns, 1978)....
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...Burns (1978) stated that transactional leadership is a process whereby the leader and subordinates exchange something of equal value (i.e., exchanging labor or a product for payment or rewards)....
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...Transformational Leadership Transformational leadership was first explained by Burns (1978), but more empirical research has been based on the model formulated by Bass (1985,1996)....
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...The transactional leader uses rewards and coercion to motivate followers to comply with the leader’s demands (Burns, 1978)....
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...First, the literature explains that transformational leaders must be responsive to followers and reward desired behavior in order to be transformational (Burns, 1978)....
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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