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: An analytically tractable adaptive dynamic network model of collective migration with fast timescale migration dynamics and slow timescale adaptive dynamics of individual leadership investment and social interaction and can be extended to study the dynamics of collective tracking or collective learning more generally.
34 citations
Cites background or result from "기독교 사역과 Leadership"
...On the other hand, animals can perform migrating tasks by leveraging social cues from neighbors (nearby conspecifics) [5, 6, 7]....
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...The migratory process is often an adaptive response to conditions such as competition for resources in a dynamic environment, seasonal variability, and selection of new habitats for breeding [1, 5, 6, 7]....
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...This compares to the simulations in [5, 22] where agent-based models are used to study the effect of habitat fragmentation on the evolution of migration (see also [7])....
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13 Dec 2012
TL;DR: In this article, the authors examine relationships between organizational performance and change (OP&C) factors perceived leanness, and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation.
Abstract: The purpose of this research study was to examine relationships between organizational performance and change (OP&C) factors perceived leanness, and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation Burke (2008) suggested that successful transformational change is often predicated upon an organization's ability to understand dimensions influencing change interventions as outlined in the Burke-Litwin model of OP&C To better understand why lean interventions succeed in some instances and not in others, it is important to study relationships between OP&C dimensions and their impact on the leanness an organization achieves While a number of statistically significant findings were found with small effect sizes among the dependent and attribute variables, some statistically significant findings with much larger than typical effect sizes between the dependent variable and the objective financial data were discovered However, the reliability and val
34 citations
Cites methods from "기독교 사역과 Leadership"
...The transformational and transactional dimensions of the Burke-Litwin model were adopted from Zaleznik’s (1977) and Burns’ (1978) research on transformational and transactional leadership styles....
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TL;DR: In this article, the authors investigated the relationship between leadership style, total quality management and organisational commitment, as well as the strength of their manifest indicator, using structural equation modelling to develop a framework.
Abstract: This research investigates the relationship between leadership style, total quality management and organisational commitment, as well as the strength of their manifest indicator. Based on recent literatures, this research uses structural equation modelling to develop a framework. Using data collected from 376 total quality management participants in high-tech industries, the empirical results indicate a strong and positive relationship between leadership style, total quality management, and organisational commitment. Moreover, the findings suggest that transformational leadership is better than transactional leadership in leadership style. Furthermore, the importance of total quality management implementation followed by continuous improvement, top management role, customer focus and teamwork; and effort commitment is the most factor of organisational commitment. Finally, total quality management mediates the effects of leadership style on organisational commitment.
34 citations
TL;DR: A critical ethnographic study focused on identifying the leadership practices of past and present leaders involved in the operation of the Nigerian government, with emphasis on the Eastern Region of Nigeria.
Abstract: This critical ethnographic study focused on identifying the leadership practices of past and present leaders involved in the operation of the Nigerian government, with emphasis on the Eastern Regio...
34 citations
Cites background from "기독교 사역과 Leadership"
...In the views of Burns (1978), discussions of leadership sometimes are viewed as elitist because of the implied power and importance often ascribed to leaders in the leader–followers relationship....
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...Leaders and followers must be understood in relation to each other and collectively (Burns, 1978)....
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...Leaders need followers and followers need leaders to accomplish desired goals and outcomes (Burns, 1978)....
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Posted Content•
TL;DR: This paper focused on a small sample of schools receiving SIG during the first year of the revamped SIG program (2010 “11) and found that only a small subset of schools received SIG during that year.
Abstract: This report focuses on a small sample of schools receiving SIG during the first year of the revamped SIG program (2010–11).
34 citations
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