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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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01 Jan 2002
TL;DR: A positive relationship between transformational leadership styles and registered staff nurse job satisfaction was found and an inverse, weak relationship was found between job satisfaction of registered staff nurses and transactional leadership of nurse managers.
Abstract: The purpose of this study was to examine the relationship between leadership styles of nurse managers and job satisfaction of registered staff nurses in hospital settings in an Appalachian state. Names and addresses of 7,190 registered staff nurses were obtained from the state Board of Examiners for Registered Professional Nurses and 200 subjects were selected using simple random sampling. The Multifactor Leadership Questionnaire was used to measure leadership style of nurse managers as perceived by staff nurses. The Work Quality Index was used to measure job satisfaction of registered staff nurses. A positive, moderate correlation was found between job satisfaction of registered staff nurses and transformational leadership of nurse managers (r = .38, p = .001). An inverse, weak relationship was found between job satisfaction of registered staff nurses and transactional leadership of nurse managers (r = -.25, p = .03). The findings supported a positive relationship between transformational leadership styles and registered staff nurse job satisfaction.

31 citations


Cites background or methods from "기독교 사역과 Leadership"

  • ...Magnet hospitals adopting the TF leadership style first described by Burns (1978) have reported decreased turnover rates and increased satisfaction among nursing staff (Kramer & Schmalenberg, 1991)....

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  • ...Transformational leadership is a process in which “leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, p. 20)....

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  • ...The process in which “leaders and followers raise one Leadership Styles 5 another to higher levels of motivation and morality” (Burns, 1978, p. 20)....

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  • ...This study builds upon Burns’ Transformational Leadership Theory to explore the relationship between leadership styles of nurse managers and job satisfaction of registered staff nurses in the hospital setting. The Transformational Leadership Theory will be used as the conceptual framework for this study because it supports the researcher’s belief that effective leadership styles promote enhanced work environments and increased job satisfaction within hospitals. Job Satisfaction of registered staff nurses examined in this study were (a) Professional Work Environment, (b) Autonomy, (c) Work Worth, (d) Professional Relationships, (e) Role Enactment, and; (f) Benefits and will be measured using the Work Quality Index. A conceptual model of the Transformational Leadership Theory was developed and included in Appendix A. In summary, the research articles reviewed supported the idea that management and leadership styles of nurse managers influence job satisfaction of staff nurses. When management style is participative, staff nurses experience greater levels of satisfaction (Moss & Rowles, 1997). Medley and LaRochelle (1995) found that leadership styles can be perceived by staff nurses and that staff nurses report higher levels of job satisfaction when their leader is transformational....

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  • ...In the face of a nursing shortage, nurse leaders must be transformational, to raise others to higher levels of motivation and morality (Burns, 1978)....

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Journal ArticleDOI
TL;DR: In this article, the authors examined 929 correctional officers over 40 institutions to identify if criteria for fairness, leadership style, and officer and institutional characteristics influence officers' perceptions of procedural justice.
Abstract: A substantial body of prior research has demonstrated the significant positive effect of organizational procedural justice on institutional policy compliance. However, research examining the antecedents of organizational procedural justice is only just beginning to emerge in the criminal justice literature. Due to the potential for institutional deviance and the importance of rule adherence among individuals in positions of authority, we believe it is important to investigate correctional officers’ procedural justice perceptions. As such, this study examines 929 correctional officers over 40 institutions to identify if criteria for fairness, leadership style, and officer and institutional characteristics influence officers’ perceptions of procedural justice. Results from hierarchical linear regression indicate that the ability to have a say in decisions, a sense that institutional rules are impartial, and perceptions that management leads through motivation and encouragement significantly increases correc...

30 citations


Cites background from "기독교 사역과 Leadership"

  • ...(Burns, 1978, p. 425) The ability of authorities to act as transformational leaders and be perceived as such may have an important impact on subordinates’ perceptions of procedural justice (Cho & Dansereau, 2010; De Cremer, 2006; Pillai et al., 1999)....

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Journal ArticleDOI
TL;DR: In this paper, the authors investigated whether or not there is a relationship between leaders' strategic planning and empowerment of employees, and they found a statistically significant, positive relationship between followers' perception of leaders' long-term planning and whether they felt empowered toward positive follower behavior.
Abstract: :This research investigates whether or not there is a relationship between leaders' strategic planning and empowerment of employees. More specifically, in this study, data were collected from an online panel of employees in organizations across the U.S. to determine whether or not their perception of their supervisors' long-term planning behavior showed a relationship to how they are empowered to be good followers or influenced to be poor followers. A Pearson correlation test found a statistically significant, positive relationship between followers' perception of leaders' long-term planning and whether or not they felt empowered toward positive follower behavior.

30 citations


Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) suggested that leaders should act as the agent of their followers and seek to satisfy the authentic needs of their followers....

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  • ...Burns (1978) posited that leaders seek new direction by considered and deliberate reshaping of ways and means in a role he labeled planning leadership; however, in reality, leaders often undervalue the importance of planning; they minimize the effort and the quality of planning needed for success, and in consequence, often suffer the cost of failure (Nutt, 1999)....

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  • ...Burns (1978) posited that leaders seek new direction by considered and deliberate reshaping of ways and means in a role he labeled planning leadership; however, in reality, leaders often undervalue the importance of planning; they minimize the effort and the quality of planning needed for success,…...

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Book
01 Jan 2006
TL;DR: The Dance of Leadership as discussed by the authors explores the art of leadership by examining the perspectives, training, and insights of artists, most particularly in the fields of music and dance, and shows how successful leaders can master the artistic aspects of their work.
Abstract: Most successful leaders know that leadership is an art, not a science. They recognize that beyond all the sophisticated systems and theories, the strategies and tactics, leadership is ultimately about intangible things such as timing, intuition, and passion This book shows how successful leaders can master the artistic aspects of their work. It guides readers to the ways that the leadership can be practiced and learned. "The Dance of Leadership" explores the art of leadership by examining the perspectives, training, and insights of artists, most particularly in the fields of music and dance. The authors look at how these people learn their craft, practice their skills, and attain mastery of their art. Then they adapt these lessons from the arts to the experiences of successful leaders in all fields. This book incorporates in-depth interviews with some of the world's premier artists and writers, as well as dozens of leader business, government, the military, and sports. The result is a book that celebrates the art of leadership - but an art that can learned, developed, and practiced.

30 citations


Cites background from "기독교 사역과 Leadership"

  • ...“Leadership is one of the most observed and least understood phenomena on earth” (Burns, 1978, p.4). A topic that has been heavily researched within the last century, early leadership studies examined the traits and characteristics of individual leaders. Initial research focused on the physical attributes of leadership figures such as their height and their attractiveness. In a review of early leadership literature, Stodgill (1948) noted that the personal characteristics that most researchers found in leaders included capacity, achievement, responsibility, participation, and status. As theories moved from focusing on traits to focusing on skills, they became more aware of the relationship between the leader and the follower. Hersey and Blanchard (1969) built on earlier studies by Ohio State University and the University of Michigan which found that strong leaders needed to pay attention to both the task at hand as well as the relationship with the follower....

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  • ...“Leadership is one of the most observed and least understood phenomena on earth” (Burns, 1978, p.4)....

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  • ...Some scholars argue that only leaders striving for higher moral purposes can be seen as legitimate leaders (Burns, 1978)....

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  • ...Burns (1978) described two kinds of leaders—the transactional leader and transformational leader....

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  • ...Some scholars argue that only leaders striving for higher moral purposes can be seen as legitimate leaders (Burns, 1978). Yet, not all leadership literature agrees. Kellerman (2004) does not sharply delineate the roles of power, authority, and leadership....

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Journal Article
TL;DR: A comparison and contrast of the three leadership theories, the challenges that may arise, and the theorists' suggestions to address the identified challenges is provided in this article, which suggests techniques for potential community college leaders.
Abstract: A shortage of community college executives due to the number of retirements occurring among current leaders is predicted. An examination of three leadership theories--servant-leadership, business leadership and transformational leadership--suggests techniques for potential community college leaders. Servant-leaders focus on the needs of their employees, and business leaders focus on outcomes and quality methodologies. Finally, transformational leaders structure all employees' work towards the mission, establish open communication systems within the institution, and then focus their work on strengthening and sustaining their institutions for the future. A comparison and contrast of the three leadership theories, the challenges that may arise, and the theorists' suggestions to address the identified challenges is provided. Introduction A demand for community college leaders has increased due to the current age of many of the leaders (American Association of Community Colleges, 2005, [paragraph] 2; AACC, 2006, p. 7: Boggs, 2003, p. 15; & Weisman & Vaughan, 2007, p. 6). These leaders have the responsibility of establishing the framework from which all work of an institution occurs. AACC (2005) concurs, states "the development and availability of well-prepared leaders is vital to the continued success of community colleges and their students" ([paragraph] 1). Roueche, Baker III, and Rose (1989) add, "it will be the community colleges that will keep America working" (p. 5). Future community college leaders will require the skills to address the forces affecting their institutions--economical, legislative, and consumer. The leadership models that new leaders follow will play a critical role in the success of their institutions. An examination of three different leadership theories--a business model, servant-leadership, and transformational leadership--suggests approaches for future community college leaders to consider. An analysis and synthesis of the managing practices, the challenges that may arise, and solutions the theorists offer complete a picture of leadership styles. Three theories Peter Drucker believes a business leadership model guides an institution to success when employees and leaders focus their work on outcomes which lead to the mission of the institution. Additionally, "Dr. Drucker cared not just about how business manages its resources, but also how public and private organizations operate morally and ethically within society. He respected the values of education, personal responsibility and businesses' accountability to society" (About Peter Drucker, 2009, [paragraph]2). Leaders following a business leadership model should consider building quality initiatives, efficiencies, and maximum use of employee strengths into day-to-day operations. Additionally, leaders should develop a regimen of personal work habits: for example, time utilization, communication practices, and work delegation. Drucker feels these habits will positively influence the leaders' effectiveness. Servant-leadership developed by Robert Greenleaf emphasizes the belief that before one can be an effective leader, he or she must be willing to serve others (Greenleaf, 1977, p. 13). Servant-leaders focus on team work and inspiring those around them. They first and foremost care about the needs of their employees or followers because if everyone is flourishing, so will the institution in which they work (What is servant leadership, 2008, [paragraph] 5). Transformational leadership was introduced by Burns in 1978 and then refined by Roueche et al. in 1989. One of the foundational principles of transformational leaders is that they are change-agents (Roueche, Baker III, & Rose, 1989, p. 202). Transformational leaders are visionaries, role-models, and facilitators who prepare their employees to work in a dynamic environment. They have "... unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved" (Transformational Leadership, 2002-2009, [paragraph] 7). …

30 citations


Cites background from "기독교 사역과 Leadership"

  • ...Leaders need to instill in employees the desire to learn, grow, and change as the institution evolves (Burns, 1978, p. 455)....

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  • ...From the transformational leader perspective, Burns (1978) suggests employees may feel they are being manipulated and only provided with limited information whileleaders are only responsive to the needs of external stakeholders (p. 142, 426, & 458)....

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  • ...Burns (1978) goes a step further and voices concern that discord can also occur if the leader is vague, unavailable, and not championing the change that is occurring within the institution (p. 277)....

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  • ...From the transformational leader perspective, Burns (1978) suggests employees may feel they are being manipulated and only...

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  • ...Suggestions for addressing the challenge of leadership preparedness begins with a leader having a passion for his institutions’ current work; then secondly, for all the possibilities of future work that may present itself (Burns, 1978, p. 455; Roueche et al., 1989, p. 13)....

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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