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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 ArticleDOI
TL;DR: This review’s primary aim was to examine the motivations behind COVID-19-related discrimination based on social psychological perspectives, and recommendations are made in order to prevent and combat discrimination related to infectious diseases.
Abstract: The novel coronavirus (COVID-19), was first detected in Wuhan province in China during late December 2019 and was designated as being highly infectious. The World Health Organization (WHO) labeled it a "pandemic" on March 11, 2020. Throughout human history, experience has shown that prejudices and viruses spread simultaneously during a viral pandemic. Outgroup members have been associated with various diseases and non-human vectors of diseases. Some epidemics have been named according to various outgroups, just as the novel coronavirus has been referred to by some as the "Wuhan virus" or the "Chinese virus." Associating a virus with a sociodemographic group builds a false illusionary correlation, which can lead to stigmatization and discrimination. Pandemics can also stimulate violent xenophobic reactions. Besides the obvious harmful consequences for the individuals targeted, pandemic-related discrimination also affects the spread of the virus through its effect on public attitudes toward prevention and restriction, health service procurement, and in the establishment of health-related policies. It is important to first understand the relevant concepts and processes, and also to understand the underlying causes of discrimination in order to fight it. Social psychology offers multidimensional and comprehensive explanations of prejudice and discrimination. This review's primary aim was to examine the motivations behind COVID-19-related discrimination based on social psychological perspectives. In line with this aim, the review first defines discrimination in detail, plus the related concepts and main social psychological theories on prejudice and discrimination. Then, pandemic-related discrimination in light of past experiences is discussed and explanations put forward for the theoretical perspectives and inferences specific to COVID-19. Finally, recommendations are made in order to prevent and combat discrimination related to infectious diseases.

33 citations


Cites background from "기독교 사역과 Leadership"

  • ...As difficulties and uncertainties in controlling a viral epidemic or pandemic increase, it has to be  realized that national leaders’ should leave aside partisan leadership and highlight the strengths of the union of the country that they govern, as well as for humanity as a whole (Haslam, 2020)....

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01 Jan 2010

33 citations


Cites background from "기독교 사역과 Leadership"

  • ...Servant leadership theory shares some of the same ideas as Burns’ (1978) transformational leadership....

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  • ...As defined by Burns (1978), transformational leadership, which contrasts with transactional leadership, occured "when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels 34 of motivation and morality ... their purposes (which may have…...

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  • ...As defined by Burns (1978), transformational leadership, which contrasts with transactional leadership, occured "when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels...

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Journal ArticleDOI
Gianpiero Petriglieri1
23 Jan 2020
TL;DR: For over half a century, systems psychodynamic scholars have been "sexting" organization science, in short quips and long form, with mixed reception as discussed by the authors, and their ambivalent relati...
Abstract: For over half a century, systems psychodynamic scholars have been ‘sexting’ organization science, in short quips and long form, with mixed reception. This article chronicles their ambivalent relati...

33 citations


Additional excerpts

  • ...This portrait of leadership is very different from earlier conceptualizations of leadership that emphasized its symbolic function (Burns, 1978; Freud, 1921; Selznick, 1957)....

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01 Jan 2004
TL;DR: In this paper, the authors present a survey of the educational assessment, evaluation, and research commons, including the following: Educational Assessment, Evaluation, and Research Commons, Educational Leadership Commons, Education Economics Commons, Elementary and Middle and Secondary Education Administration Commons, Higher Education Administration, Other Educational Administration and Supervision Commons, Special Education Administration commons, and the Urban Education Commons
Abstract: Follow this and additional works at: http://ecommons.udayton.edu/eda_fac_pub Part of the Educational Assessment, Evaluation, and Research Commons, Educational Leadership Commons, Education Economics Commons, Elementary and Middle and Secondary Education Administration Commons, Higher Education Administration Commons, Other Educational Administration and Supervision Commons, Special Education Administration Commons, and the Urban Education Commons

33 citations


Cites background from "기독교 사역과 Leadership"

  • ...What message should we glean from this dismissive attitude? Are teachers no different from assembly line workers? Is constructing a computer no different than nurturing the intellectual, social, and emotional growth of children? Are factories the same as schools? Prominent scholars (e.g., Bennis & Nanus, 1985; Burns, 1978) identify management and leadership as separate functions....

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  • ...Prominent scholars (e.g., Bennis & Nanus, 1985; Burns, 1978) identify management and leadership as separate functions....

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Journal ArticleDOI
TL;DR: One of the most important factors, in managing change effectively, is the nature of leadership exercised Much has been written on the subject of leadership, but most of it has emanated from US stud...
Abstract: One of the most important factors, in managing change effectively, is the nature of leadership exercised Much has been written on the subject of leadership, but most of it has emanated from US stud...

33 citations

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