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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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Journal Article•DOI•
Developing Effective Leaders: Motivational Correlates of Leadership Styles

[...]

Zeljka Vidic1, Damon Burton2•
New Mexico Military Institute1, University of Idaho2
27 Jul 2011-Journal of Applied Sport Psychology
TL;DR: This article examined the motivational correlates of four leadership styles (servant, transformational, transactional, and passive/avoidant) of 132 high school and college athletes at a military institute emphasizing leadership development who completed a comprehensive questionnaire assessing leadership styles and motivational variables.
Abstract: The purpose of this study was to examine the motivational correlates (i.e., ability beliefs and motivational and social orientations) of four leadership styles (i.e., servant, transformational, transactional, and passive/avoidant). Participants included 132 high school and college athletes at a military institute emphasizing leadership development who completed a comprehensive questionnaire assessing leadership styles and motivational variables. Canonical correlation results demonstrated that high task orientation, learning beliefs, and affiliation and recognition social orientations, coupled with lower capacity beliefs, were significantly related to more intrinsically oriented leadership styles. Leadership opportunities also demonstrated relationships with leadership consistent with hypotheses. Discussion highlighted implications for leadership development.

34 citations

Journal Article•DOI•
Leadership in governance: Exploring collective board leadership in sport governance systems

[...]

Lesley Ferkins1, David Shilbury2, Ian O’Boyle3•
Auckland University of Technology1, Deakin University2, University of South Australia3
01 Jun 2018-Sport Management Review
TL;DR: In this paper, the authors examine the relationship between collective leadership and governance systems specifically within the non-profit sport organisation context, bringing together notions of collective board leadership and collaborative governance, and offer implications for future work in collective leadership for sport governance.

34 citations

Journal Article•DOI•
Leadership behaviors of school principals in relation to teacher job satisfaction in north Cyprus

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Mine Sancar1•
Eastern Mediterranean University1
01 Jan 2009-Procedia - Social and Behavioral Sciences
TL;DR: In this article, a study determined leadership behaviors of public school principals as perceived by public school teachers in relation to teacher job satisfaction in Northern Cyprus, and a linear regression analysis proved a significantly positive relationship between school principals' perceived "consideration" behavior and teachers' expressed job satisfaction.

34 citations

Cites background from "기독교 사역과 Leadership"

  • ...This was the assumption behind ‘The Great Man Theory’ (Burns, 1978)....

    [...]

Journal Article•DOI•
Generativity in College Students: Comparing and Explaining the Impact of Mentoring

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Lindsay J. Hastings1, James V. Griesen1, Richard E. Hoover1, John W. Creswell, Larry L. Dlugosh1 •
University of Nebraska–Lincoln1
01 Oct 2015-Journal of College Student Development
TL;DR: The authors found that college students who mentor demonstrated significantly higher generativity than non-mentoring students, and that their mentoring experience served as a "lab" for learning how to be generative.
Abstract: Preparing college students to be active contributors to the next generation is an important function of higher education. This assumption about generativity forms a cornerstone in this mixed methods study that examined generativity levels among 273 college students at a 4-year public university. MANCOVA results indicated that college students who mentor demonstrated significantly higher generativity than non-mentoring students. Interviews with 9 mentoring students revealed that, although a “seed of generativity” may have already been planted, their mentoring experience served as a “lab” for learning how to be generative. The integrated findings offer important contributions relative to leadership and social responsibility.

34 citations

Cites background from "기독교 사역과 Leadership"

  • ...Do college student leaders who mentor lead in a way distinct from their leader peers? Charismatic leadership (a perception that the leader is endowed with exceptional qualities—Weber, 1947), transformational leadership (both leader and follower are raised to higher level of motivation and morality— Burns, 1978), and servant leadership (the leader is seen as a servant first—Greenleaf, 1970, 1977) all operate under the assumption that leaders are figures who are visionary (Graham, 1991). The leader casts a compelling vision, then influences followers to align their self­interest with that vision. The mixed methods results from the current study suggest that college student leaders who mentor demonstrate additional generative components to their leadership (passing on knowledge to the next generation and generative commitment) that extend what is currently known about how leaders influence. The qualitative results from the current study suggest that college student leaders who mentor influence others to realize their own strengths and challenge the development of those strengths rather than influence others to align with their vision. In this generative leadership hypothesis, the follower realizes their own self­interest to a greater extent. While this conclusion suggests a unidirectional influence, one could reasonably argue a reciprocal influence, citing Burns’s (1978) description of the leader and follower raising each other to higher levels of morality and motivation....

    [...]

  • ...…with exceptional qualities—Weber, 1947), transformational leadership (both leader and follower are raised to higher level of motivation and morality— Burns, 1978), and servant leadership (the leader is seen as a servant first—Greenleaf, 1970, 1977) all operate under the assumption that leaders…...

    [...]

Journal Article•DOI•
Beyond Distributed Leadership: Collaboration, Interaction, and Emergent Reciprocal Influence.

[...]

Sheldon T. Watson1, Jay Paredes Scribner2•
Central Connecticut State University1, University of Missouri2
01 Jun 2007-The Journal of School Leadership
TL;DR: Distributed leadership has joined the current pantheon of educational buzzwords as mentioned in this paper, which represents a shift from a past that focused on positions and individuals as the keys to leadership. Unfortunate...
Abstract: Distributed leadership has joined the current pantheon of educational buzzwords. This represents a shift from a past that focused on positions and individuals as the keys to leadership. Unfortunate...

34 citations

Cites background from "기독교 사역과 Leadership"

  • ...Linking agency only to individual action binds us to viewing leadership as a focused phenomenon (Gibb, 1954). Integrating the concept of conjoint agency into our distributed perspective of leadership facilitates the move to looking at interactional processes embedded within activities as the fundamental properties of leadership rather than to looking at roles and functions that we associate with individualistic behavior in hierarchical leadership structures. Gronn (2002b) identifies two types of distributed leadership: distributed leadership as numerical action and distributed leadership as concertive action. The numerical action type occurs when the total leadership of an organization is broadly dispersed. This is the most well-known and common version of distributed leadership. Gronn (2003) prefers not to classify this as delegation....

    [...]

  • ...Linking agency only to individual action binds us to viewing leadership as a focused phenomenon (Gibb, 1954). Integrating the concept of conjoint agency into our distributed perspective of leadership facilitates the move to looking at interactional processes embedded within activities as the fundamental properties of leadership rather than to looking at roles and functions that we associate with individualistic behavior in hierarchical leadership structures. Gronn (2002b) identifies two types of distributed leadership: distributed leadership as numerical action and distributed leadership as concertive action....

    [...]

  • ...Linking agency only to individual action binds us to viewing leadership as a focused phenomenon (Gibb, 1954)....

    [...]

  • ...Organizational forms may be focused or distributed (Gibb, 1954). Distributed forms are, of course, the focus of this study. Gronn’s (2002b) taxonomy...

    [...]

  • ...Linking agency only to individual action binds us to viewing leadership as a focused phenomenon (Gibb, 1954). Integrating the concept of conjoint agency into our distributed perspective of leadership facilitates the move to looking at interactional processes embedded within activities as the fundamental properties of leadership rather than to looking at roles and functions that we associate with individualistic behavior in hierarchical leadership structures. Gronn (2002b) identifies two types of distributed leadership: distributed leadership as numerical action and distributed leadership as concertive action. The numerical action type occurs when the total leadership of an organization is broadly dispersed. This is the most well-known and common version of distributed leadership. Gronn (2003) prefers not to classify this as delegation. It appears that his distinction rests on the locus of power in organizations. He associates delegation with centralized authority structures that send work to lower levels of the hierarchy with no increased measures of autonomy. We concur with this distinction and claim that delegation is precisely what is happening in many U.S. schools; specifically, many schools that claim to be distributing leadership are actually delegating responsibilities without passing on the accompanying authority traditionally invested in those who perform such duties. This point was confirmed in our case study research (e.g., Watson, 2005). According to Gronn (2002b), forms of distributed leadership classified as concertive action involve group functions or the patterns of those group functions within an organization....

    [...]

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

[...]

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.

[...]

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

[...]

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