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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: The postmodern critique of positivism has called the basic premises of foundational legitimacy into question, and represents the most serious intellectual challenge confronting the definition of the field, its methods of inquiry, and its assertions regarding exclusivity since T. B. Greenfield's (1978) critique as discussed by the authors.
Abstract: Educational administration as a scholarly discipline continues to be dominated by a world view of modernity. This perspective posits that “reality” lies “out there” waiting to be discovered by the researcher using rational-logico, positivistic procedures. This tradition of scholarship denigrates alternative world views as “subjective,” and hence less rigorous and worthy of serious study. The most prized trophy of all is encapsulated in the “knowledge base,” that core of factual information which epitomizes all that is “worth knowing” in the discipline. The knowledge base represents the foundational claim of legitimacy and distinctiveness protecting the boundaries of the discipline against absorption into other organizational units in the university. The postmodern critique of positivism has called the basic premises of foundational legitimacy into question, and represents the most serious intellectual challenge confronting the definition of the field, its methods of inquiry, and its assertions regarding exclusivity since T. B. Greenfield's (1978) critique several decades earlier. This article reviews the claims and counterclaims of the current debate in educational administration and offers some promising trends for the future.

29 citations


Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) described this potent transformation:...

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  • ...Burns (1978) described this potent transformation: Such leadership [transformational] occurs when one or more persons engage with others in such a way that leaders and followers raise one another to high�r levels of motivation and morality....

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Journal ArticleDOI
TL;DR: The findings establish safety leadership as a systems phenomenon, and demonstrate the usefulness of applying systems-thinking methods to learn from incidents in terms of what ‘went right’.
Abstract: Safety leadership is an important factor in supporting safety in high-risk industries. This article contends that applying systems-thinking methods to examine safety leadership can support improved learning from incidents. A case study analysis was undertaken of a large-scale mining landslide incident in which no injuries or fatalities were incurred. A multi-method approach was adopted, in which the Critical Decision Method, Rasmussen's Risk Management Framework and Accimap method were applied to examine the safety leadership decisions and actions which enabled the safe outcome. The approach enabled Rasmussen's predictions regarding safety and performance to be examined in the safety leadership context, with findings demonstrating the distribution of safety leadership across leader and system levels, and the presence of vertical integration as key to supporting the successful safety outcome. In doing so, the findings also demonstrate the usefulness of applying systems-thinking methods to examine and learn from incidents in terms of what 'went right'. The implications, including future research directions, are discussed. Practitioner Summary: This paper presents a case study analysis, in which systems-thinking methods are applied to the examination of safety leadership decisions and actions during a large-scale mining landslide incident. The findings establish safety leadership as a systems phenomenon, and furthermore, demonstrate the usefulness of applying systems-thinking methods to learn from incidents in terms of what 'went right'. Implications, including future research directions, are discussed.

29 citations


Cites background from "기독교 사역과 Leadership"

  • ...Typically defined by a leaders’ ability to inspire and motivate followers to achieve common goals (Burns 1978; Chemers 1997), safety leadership is often examined in terms of the influence of different styles of leadership (e.g. Arnold et al. 2000; Burns 1978; Graen and Uhl-Bien 1995; Walumbwa et…...

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  • ...Typically defined by a leaders’ ability to inspire and motivate followers to achieve common goals (Burns 1978; Chemers 1997), safety leadership is often examined in terms of the influence of different styles of leadership (e.g. Arnold et al. 2000; Burns 1978; Graen and Uhl-Bien 1995; Walumbwa et al. 2008) on performance and outcomes....

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  • ...…to inspire and motivate followers to achieve common goals (Burns 1978; Chemers 1997), safety leadership is often examined in terms of the influence of different styles of leadership (e.g. Arnold et al. 2000; Burns 1978; Graen and Uhl-Bien 1995; Walumbwa et al. 2008) on performance and outcomes....

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  • ...Typically defined by a leaders’ ability to inspire and motivate followers to achieve common goals (Burns 1978; Chemers 1997), safety leadership is often examined in terms of the influence of different styles of leadership (e....

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Journal ArticleDOI
TL;DR: However, since the Watercourses Convention is out of date; has been ratified by only 36, mostly downstream countries; does not require amendments of pre-existing treaties; and has no Conference of the Parties to ensure that it becomes a living treaty, its actual influence in addressing the evolving problems in transboundary river basins remains minimal as mentioned in this paper.
Abstract: The 2014 entry into force of the UN Watercourses Convention of 1997 could institutionalise water law globally, thereby countering hydro-hegemonic approaches. However, since the Convention is out of date; has been ratified by only 36, mostly downstream countries; does not require amendments of pre-existing treaties; and has no Conference of the Parties to ensure that it becomes a living treaty, its actual influence in addressing the evolving problems in transboundary river basins remains minimal. Nevertheless, it is not unimaginable that with an appropriate follow-up to this Convention, it could be converted into a living and relevant framework convention in the future.

29 citations

Journal ArticleDOI
TL;DR: In this article, the authors present research undertaken with female headteachers in UK primary schools and explore several influential discourses in relation to female head teachers' identities and their identities.
Abstract: This article presents research undertaken with female headteachers in UK primary schools and explores several influential discourses in relation to female headteachers’ identities. It considers the...

29 citations


Cites background from "기독교 사역과 Leadership"

  • ...…exercise of leadership in historical and social and educational contexts has been significant (Collard, 2005; Cranston and Ehrich, 2007) this prevalent discourse may, in part, be a result of the historical recognition of greater numbers of men in leadership roles (Burns, 1978; Schein, 2001)....

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  • ...Even though women’s exercise of leadership in historical and social and educational contexts has been significant (Collard, 2005; Cranston and Ehrich, 2007) this prevalent discourse may in part be a result of the historical recognition of greater numbers of men in leadership roles (Burns, 1978; Schein, 2001)....

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Journal ArticleDOI
TL;DR: In this article, the authors examined similarities and differences in students' capacities for socially responsible leadership as well as significant predictors of its development at a higher education institution in Mexico as compared with US schools and found that Mexican students both entered and left college with significantly higher capacities than their US peers.
Abstract: The purpose of this study was to examine similarities and differences in students' capacities for socially responsible leadership as well as significant predictors of its development at a higher education institution in Mexico as compared with US schools. Results revealed that Mexican students both entered and left college with significantly higher capacities than their US peers. The collegiate environment contributed significantly to explaining student capacity in both cultural contexts, and leadership efficacy explained a greater amount of the variance in scores among students at the Mexican institution than those at US institutions.

29 citations


Cites background from "기독교 사역과 Leadership"

  • ...It may also be particularly applicable to cross-cultural contexts given its theoretical consistency with transformational leadership, which possesses universal characteristics found to transcend cul tural boundaries (Bass, 1997; Burns, 1978; House et al., 1999)....

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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