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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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Leadership Self-Efficacy Scale. A New Multidimensional Instrument

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Andrea Bobbio1, Anna Maria Manganelli1•
University of Padua1
01 Jan 2009
TL;DR: In this paper, a new multidimensional scale for measuring Leadership Self-Efficacy (LSE) is presented, which is made up of 21 items referring to six correlated dimensions (Starting and leading change processes in groups, Choosing effective followers and delegating responsibilities, Building and managing interpersonal relationships within the group, showing self-awareness and self-confidence, Motivating people, Gaining consensus of group members).
Abstract: The paper presents a new multidimensional scale for measuring Leadership Self-Efficacy (LSE). Six-hundred and ninety-five individuals participated in the study: 372 university students and 323 nonstudent adults. The research was conducted via a self-administered questionnaire. Exploratory and confirmatory factor analyses were performed. The final LSE scale is made up of 21 items referring to six correlated dimensions (Starting and leading change processes in groups, Choosing effective followers and delegating responsibilities, Building and managing interpersonal relationships within the group, Showing self-awareness and self-confidence, Motivating people, Gaining consensus of group members), all loading on a second-order General Leadership Self-Efficacy factor. The LSE scale showed sufficient psychometric properties and stability of the factorial structure in both groups. In order to obtain evidence about convergent and discriminant validity of the scale, correlations with General SelfEfficacy, Machiavellianism, Motivation to Lead, past and present leadership experiences were considered. Moreover, gender differences in LSE scores were assessed. Results are presented and discussed.

33 citations

Cites background or methods from "기독교 사역과 Leadership"

  • ...(1982), in the Italian form by Pierro (1997). The scale is made up of 17 items; the response scale ranged from 1 = strongly disagree to 7 = strongly agree....

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  • ...In particular, the abilities to demonstrate self-awareness, self-confidence, and to effectively master social relationships within the group are assigned the most important place (Judge et al., 2004; Locke et al., 1991; Northouse, 2001)....

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  • ...Several sources were taken into consideration in order to generate the initial item pool for the LSE scale (e.g., Chemers et al., 2000; Ilies et al., 2004; Kane & Baltes, 1998; McCormick et al., 2002; Northouse, 2001; Paglis & Green, 2002; Pierro, 2004; Schruijer & Vansina, 2002; Yukl, 2006; Zimmerman & Zahniser, 1991)....

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  • ...…into consideration in order to generate the initial item pool for the LSE scale (e.g., Chemers et al., 2000; Ilies et al., 2004; Kane & Baltes, 1998; McCormick et al., 2002; Northouse, 2001; Paglis & Green, 2002; Pierro, 2004; Schruijer & Vansina, 2002; Yukl, 2006; Zimmerman & Zahniser, 1991)....

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Journal Article•DOI•
Transformative Learning in Intraorganization Partnerships Facilitating Personal, Joint, and Organizational Change

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Nancy K. Franz1•
University of New Hampshire1
01 Jul 2005-Journal of Transformative Education
TL;DR: In this paper, the authors examine transformative learning in intraorganization cross-profession partnerships, which can enhance individual and organizational success through more effective problem-solving through problem solving.
Abstract: This research examines transformative learning in intraorganization cross-profession partnerships. Partnerships can enhance individual and organizational success through more effective problem solv...

33 citations

Cites background from "기독교 사역과 Leadership"

  • ...James MacGregor Burns (1978) referred to learning as part of transformative leadership but did not fully explore the connection. Joint work by scholars in leadership and adult education could greatly enrich both theories. Finally, theory needs to more fully take into account the important role of the learning partner in transformation, the significance of personal difference bridged by common purpose in partner transformation, and the role of IWI in setting and guiding transformative learning. Mezirow (2000) placed the role of the learning partner as one consideration in creating a transformative learning environment rather than a core requirement for promoting transformation as illustrated by this study....

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  • ...James MacGregor Burns (1978) referred to learning as part of transformative leadership but did not fully explore the connection....

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Journal Article•DOI•
Differentiating leader hubris and narcissism on the basis of power

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Sarosh Asad, Eugene Sadler-Smith1•
University of Surrey1
11 Feb 2020-Leadership
TL;DR: In this paper, the authors analyse the relationship between hubris and narcissism in terms of characteristics, attributes, and behaviours, and take a different view by analysing their similarities and differences.
Abstract: Hubris and narcissism overlap, and although extant research explores relationships between them in terms of characteristics, attributes, and behaviours, we take a different view by analysing their ...

33 citations

Cites background from "기독교 사역과 Leadership"

  • ...Calls for post- heroic leadership (Grint, 2010) and critiques of and warnings against ‘excessive positivity’ in leadership studies (Alvesson and Einola, 2019: 383) can help to focus attention on the problem....

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Journal Article•DOI•
Teachers' perceptions of their abilities to be educational leaders in Victorian childcare settings

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Max Grarock1, Anne-Marie Morrissey1•
Deakin University1
01 Jun 2013-Australian Journal of Early Childhood
TL;DR: In the context of new national regulatory requirements for designated educational leaders in early childhood settings, 11 Victorian teachers participated in semistructured interviews exploring their perceptions of their ability to act as educational leaders as mentioned in this paper.
Abstract: In the context of new national regulatory requirements for designated educational leaders in early childhood settings, 11 Victorian teachers participated in semistructured interviews exploring their perceptions of their ability to act as educational leaders in their childcare centres Analysis of these interviews showed that, while teachers successfully made changes within their rooms, only those with a formal title or authority expressed confidence in their ability to lead change across their centres Barriers to leadership included lack of time and a perception that their teacher qualifications 'did not buy authority' A hierarchical model of leadership appeared dominant within the centres The findings suggest both time allowance and formal role designation as strategies to support the new leadership roles, but also raise questions about the most effective models for supporting teacher leadership in childcare contexts

33 citations

Cites background from "기독교 사역과 Leadership"

  • ...An influential model is transformational leadership, based on the work of Burns (1978) and Bass (1985). This model involves leaders’ personal capacities to influence others through relationships, and to inspire and empower them to higher levels of performance and collaboration....

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  • ...An influential model is transformational leadership, based on the work of Burns (1978) and Bass (1985)....

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Journal Article•DOI•
A comparison of well-peer mentored and non-peer mentored athletes’ perceptions of satisfaction

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Matt D. Hoffmann1, Todd M. Loughead1•
University of Windsor1
01 Jan 2016-Journal of Sports Sciences
TL;DR: It is suggested that athletes who are well-peer mentored by a teammate perceive higher satisfaction levels with various aspects of their athletic experience than athletes who is not peer mentoredBy a teammate.
Abstract: The purpose of the present study was to compare well-peer mentored and non-peer mentored athletes’ perceptions of satisfaction A total of 444 intercollegiate athletes (272 well-peer mentored and 172 non-peer mentored) from a variety of sport teams participated in the study Athletes from both well-peer mentored and non-peer mentored groups reported their satisfaction levels using the Athlete Satisfaction Questionnaire The results of a MANOVA and follow-up post hoc ANOVAs showed that well-peer mentored athletes were significantly more satisfied than their non-peer mentored counterparts in terms of individual performance, personal dedication, team task contribution, team social contribution, team integration, ethics, ability utilisation and training and instruction Overall, the findings suggest that athletes who are well-peer mentored by a teammate perceive higher satisfaction levels with various aspects of their athletic experience than athletes who are not peer mentored by a teammate Given the

32 citations

Cites background or methods from "기독교 사역과 Leadership"

  • ...Based on definitions by Weaver and Chelladurai (1999) and Ragins and Cotton (1999), a definition of an athlete mentor was formulated for the present study that read: “A more experienced and knowledgeable teammate who acts as a role model for you, provides support and guidance to you, and assists you in your sport and personal development....

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  • ...Third, athlete satisfaction is conceptualised as a key antecedent and/or outcome in notable conceptual frameworks such as the Multidimensional Model of Leadership (Chelladurai, 1993) and Carron’s (1982) conceptualisation of cohesion....

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  • ...higher job satisfaction (Weaver & Chelladurai, 2002) compared to non-mentored persons. As highlighted above, numerous consequences of mentoring have been studied in the area of organisational psychology; however, scholars have focused significant research attention on the outcome of job satisfaction – a construct that Saal and Knight (1995) suggested might be the most popular in organisational literature. Similarly, in sport management, Weaver and Chelladurai (1999) included satisfaction as a key...

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  • ...higher job satisfaction (Weaver & Chelladurai, 2002) compared to non-mentored persons. As highlighted above, numerous consequences of mentoring have been studied in the area of organisational psychology; however, scholars have focused significant research attention on the outcome of job satisfaction – a construct that Saal and Knight (1995) suggested might be the most popular in organisational literature....

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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

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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.

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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

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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