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.
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TL;DR: In this paper, the authors examined the ministerial leadership interplaying uniquely between the president (politics) and career civil servants (administration) at the Korean ministerial level, extending the typology of transformational and transactional leadership and investigated their association with ministers' performances.
Abstract: The significance and the role of leadership in organizations and institutions have been widely discussed but not well understood. Much of the previous literature is limited to leadership practices and education as well as to the American context. Focusing on the Korean ministerial level, this study examines the ministerial leadership interplaying uniquely between the president (politics) and career civil servants (administration). Extending the typology of transformational and transactional leadership, this study presents five different leadership orientations and investigates their association with ministers' performances. Based on the 2002 Korean Minister Survey, this study shows that the strategic-transformational and external-transformational forms of leadership are the primary determinants of Korean ministers' performance. This study suggests that political appointees like Korean ministers should strike a balance between their political responsiveness as political appointees and their administrative ...
28 citations
Cites background from "기독교 사역과 Leadership"
...In a seminal work examining the relationship between leaders and followers, Burns (1978) presented two distinguishable leadership types: transformational and transactional.3 Transformational leaders motivate people to change their priorities by having them focus on higher-level goals such as…...
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01 Jan 2004
TL;DR: The authors show that managers with strong beliefs about the right course of action will attract, through sorting in the labor market, employees with similar beliefs, and that it may be optimal to hire managers with such strong beliefs.
Abstract: Can managers have an impact on their flrm that goes beyond their direct actions and decisions? This paper shows that a manager with strong beliefs about the right course of action will attract, through sorting in the labor market, employees with similar beliefs. This alignment of beliefs gives direction to the flrm and has important implications for incentives and coordination. The paper then deflnes vision, in accordance with the management literature, as a strong belief about the right course of action, and shows that it may be optimal to hire managers with such strong beliefs. Vision will be most important when uncertainty is high and actions are di‐cult to contract on.
28 citations
TL;DR: This paper evaluated the invariance properties of the Leadership Scale for sport in a sample of 219 female netball players over four time points within a 10-week playing season, and found that the motivational aspects of training and instruction and positive feedback behavior were perceived to increase, while democratic behavior simultaneously decreased in the second half of the season.
Abstract: This study evaluated the invariance properties of the Leadership Scale for Sport in a sample of 219 female netball players over four time points within a 10-week playing season. Support was found for Chelladurai and Saleh's (1980) >hypothesized 5-factor structure of the Leadership Scale for Sport. Furthermore, differential stability and partial invariance was found for the Leadership Scale for Sport when all four time periods were included. Players perceived slight changes in their coach's autocratic behavior and social support over the season; however, the three other leadership dimensions showed larger changes. The motivational aspects of training and instruction and positive feedback behavior were perceived to increase, while democratic behavior simultaneously decreased in the second half of the season. Furthermore, perceptions of leadership within teams showed a high level of homogeneity with the exception of positive feedback behavior.
28 citations
Cites result from "기독교 사역과 Leadership"
...The low perceived level of social support behavior found in this study appears congruent with the preferred and perceived low levels of social support behavior expressed by female athletes in previous studies (Chelladurai, 1993; Riemer & Toon, 2001)....
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01 Jan 2009
TL;DR: This paper describes an approach to implementation molecular vector machine as finite state machine as well as DNA compiler metaphor discussed.
Abstract: Understanding of protein synthesis topological principals and translation synthesis language to algorithm language, aimed to improve existing and develop new methods of artificial protein synthesis based on modeling. That's quite important for molecular medicine and bio-informatics. This paper describes an approach to implementation molecular vector machine as finite state machine. Also DNA compiler metaphor discussed. As improvement the knot theory and machine learning methods are being considered. Синтез белка/protein synthesis ДНК/DNA Топологическое моделирование /topological modeling Конечная машина состояний/finite state machine
28 citations
TL;DR: In this paper, the authors examined the relationship between athlete mentor leadership behaviours and protege receipt of mentoring functions, and examined the association between mentoring function with protege satisfaction, concluding that the transformational leadership behaviour of inspirational motivation was positively related to psychosocial mentoring.
Abstract: The purpose of the present study was twofold. The first purpose was to examine the relationship between athlete mentor leadership behaviours and protege receipt of mentoring functions. The second purpose was to examine the association between mentoring functions and protege satisfaction. Intercollegiate athletes who indicated that they were proteges (N = 272) completed measures to assess their athlete mentors’ use of leadership behaviours (DTLI) and mentoring functions (MRI). Proteges also completed an instrument (ASQ) which assessed the degree to which they were personally satisfied during the time they were mentored. The results of structural equation modelling showed that the transformational leadership behaviour of inspirational motivation was positively related to psychosocial mentoring. In addition, the transformational leadership behaviour of intellectual stimulation and the transactional leadership behaviour of contingent reward showed positive associations to vocational mentoring. Finally, result...
28 citations
Cites background from "기독교 사역과 Leadership"
...On the one hand, transformational leadership involves building relationships with followers through support and stimulating challenge, with the purpose of converting followers into leaders (Burns, 1978)....
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References
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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
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
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
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
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