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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14 Jul 2017
TL;DR: There was an urgent need for change and this could be achieved through clear leadership to manage and implement the changes and the findings suggested that the challenges of employing a new sonographer graduate were much more deeply rooted.
Abstract: The impetus for this work was the increasing concern over the national sonographer workforce deficit. Despite this, demand for ultrasound services continued to increase with current educational models only facilitating small numbers of trainees at any given time. At the time of writing this first line investigative modality was nearing crisis and there was an urgent need for different education models and service reconfiguration.
Aim: This study explored the perceptions of key stakeholders in relation to employability of a new sonographer graduate after proposed completion of a direct entry, undergraduate programme of study. The aim of the research was to gain a deeper understanding of the current perceptions of key stakeholders related to employing new sonography graduates.
Method: Semi structured interviews were used and a total of thirteen participants interviewed. The data collected was analysed using a constructivist Grounded Theory approach and emerging theory tested. The qualitative approach allowed rich and detailed exploration of the participants' perceptions.
Findings: An overarching theory emerged related to 'striving for professional identity' with three categories; achieving professionalism, being in control and managing change. Much resistance to change and protection of their own roles emerged as did the lack of clarity for the role, career structure and pay. Some of this was attributable to the historical development of radiography and sonography and associated with maintaining professional boundaries. The findings also suggested that the challenges of employing a new sonographer graduate were much more deeply rooted. It highlighted sonography lacked some of the key requirements for professionalisation and the professional identity and recognition were weak.
Conclusions: Patterns and subsequent theory emerged from which potential solutions and recommendations were made. The research identified there was an urgent need for change and proposed this could be achieved through clear leadership to manage and implement the changes. The key aspects related to professionalisation and professional identity needed to be strengthened through the introduction of a direct entry programme, robust entry requirements and curriculum, career structure, registration and leadership.
28 citations
Cites background from "기독교 사역과 Leadership"
...The management role aligned to transactional leadership and used contingent reward when goals were achieved but there was no focus on individual development, instead reward and benefits were in exchange for loyalty and compliance (Burns, 1978)....
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TL;DR: In this article, the authors examine the ways in which leadership at middle management level in the public realm is gendered and find that while some women and men are willing participants in the new regimes, others are antagonistic or ambivalent, finding themselves mired in neo-bureaucratic processes of surveillance and control, often stuck in occupational cul-de-sacs.
Abstract: The aim of this paper is to examine the ways in which leadership at middle management level in the public realm is gendered. This is attempted largely through a consideration of academic literature, supported by some empirical findings from a research investigation into higher education and social work in Sweden and England and a review of literature that reveals varying types of leadership characterized as masculinist. Taking the position that context shapes social relationships and subject positions, and provides opportunities as well as constraints, we consider leadership in the public sector under the sway of new public management, framed by neo-liberalism and the valorization of competition, self-interested instrumentality, uncertainty and risk, operationalized in public sector organizations through performative regimes. It is argued that while some women and men are willing participants in the new regimes, others are antagonistic or ambivalent, finding themselves mired in neo-bureaucratic processes of surveillance and control, often stuck in occupational cul-de-sacs. It is contended that neo-liberalism and new public management are associated with masculinist forms of rationality that elevate individual winners and losers and divert attention from collective issues of gender. Rather than focus on gendered styles of leadership it is suggested that it is more important to look at their gendered performance and effects.
28 citations
Cites background from "기독교 사역과 Leadership"
...Later the distinction between transactional and transformational leadership was formulated (Burns, 1978) and subsequently developed by Bass into what has become an influential theory of ‘transformational’ leadership (Bass, 1985; Bass and Riggio, 2006; Bryman, 1992)....
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TL;DR: This model illustrates that it is possible for cows to synchronize less when the coupling is increased, and develops an exact integrative form as a discrete-time mapping.
28 citations
Cites background from "기독교 사역과 Leadership"
...This has led to a large number of fundamental insights—for example, bacterial colonies exhibit cooperative growth patterns [7], schools of fish can make collective decisions [8], intrinsic stochasticity can facilitate coherence in insect swarms [9], human beings coordinate in consensus decision making [10], and more....
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Dissertation•
01 Sep 2015
TL;DR: This article explored and examined how local authority Directors of Children's Services (DCSs) experience and make sense of their professional identity as senior public leaders, focusing on perceptions and representations of how they construct, reconstruct and enact their identity in everyday practice and social encounters in a turbulent, complex and often uncertain organizational and policy context.
Abstract: This qualitative study explores and examines how local authority Directors of Children’s Services (DCSs) experience and make sense of their professional identity as senior public leaders. Through extended in-depth interviews with fourteen DCSs from a northern region of the UK, it focuses on perceptions and representations of how they construct, reconstruct and enact their identity in everyday practice and social encounters in a turbulent, complex and often uncertain organisational and policy context.
With occupational backgrounds largely in education or social work, DCSs are held ‘professionally responsible’ - under statute, for the leadership and effective delivery of children’s services through thousands of multi-disciplinary practitioners and increasing numbers of organisations they do not directly manage. They are also accountable in law for safeguarding children: implementing and monitoring institutional systems and procedures which minimise risk, while meeting demanding performance standards.
As hybrid leaders, DCSs face the experience of straddling two professional identities - that of their original practitioner background and that of the senior leader-manager they have become. Despite the role being established in 2004, identity perceptions and identity work in this public sector leadership role do not appear to have been the focus of previous research. In this study, the findings are illuminative of, and illuminated by, sociological discussions of ambiguous occupational domains and insecurity in a fastmoving policy landscape; responding to questions about the precariousness of identity construction and notions of professionalism in a neo-liberal knowledge economy.
Drawing on Critical Management Studies, this interpretive study is guided by a philosophy that treats the notion of identity as ‘struggle’ and as enduring and recursive processes of becoming, rather than ever arriving at a fixed identity: refracting what can be seen as a “permanent dialectic” between the self and social structures (Ybema, 2009). Reaching beyond simply telling the story, the critical interpretivist approach informing the research design interrogates new empirical data on identity perceptions of children’s services leaders in the context of agency-structure dynamics and concerns. Social Domains Theory (Layder, 1997) which is concerned with the different, yet interrelated
social and structural domains that constitute social reality, is utilised as a sensitising device. Methodologically, this provides an analytic frame to reveal, connect and disrupt the rich narrative emerging from the empirical research in relation to prevailing discourses and theories of identity, emotion and professionalism which are often left unchallenged in traditional interpretivist studies and literature.
The contribution of this study is three-fold. First, it offers new insights into how senior leaders experience and perceive their identity work and struggle. Here identities are shaped and reshaped along a continuum between participants’ original occupational values-base, and new discourses of the professional public manager role and its enactment in contemporary organisations. Second, the application of Social Domains Theory to aid critical interrogation of the data adds to, and advances, current understandings in identity studies. Third, the dominant narrative presented by DCSs of their everyday experiences, emotion work and leadership practices is refracted through a ‘touchstone’ of espoused child-centred values - as they bend and angle in searches for identity. This image is conceptualised in the study as a new identity construct: the Refracted Professional Leader.
28 citations
Cites background from "기독교 사역과 Leadership"
...Purcell (2009) proposed that DCSs needed to draw on charismatic (Conger & Kanungo, 1998; Stogdill, 1974) and transformational (Bass & Avolio, 1993; Burns 1978) leadership styles in setting the vision and communicating skilfully, while directive leadership (House, 1996) was required for driving this forward and robustly managing performance, overseeing commissioning processes and managing the complexity and risk of the frontline....
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...Purcell (2009) proposed that DCSs needed to draw on charismatic (Conger & Kanungo, 1998; Stogdill, 1974) and transformational (Bass & Avolio, 1993; Burns 1978) leadership styles in setting the vision and communicating skilfully, while directive leadership (House, 1996) was required for driving this…...
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TL;DR: The concept of toxic leadership has been popularised by the American academic, Jean Lipman-Blumen, who argued that some leaders demonstrate toxic tendencies that produce polarisation and division.
Abstract: The concept of toxic leadership has been popularised by the American academic, Jean Lipman-Blumen, who argued that some leaders demonstrate toxic tendencies that produce polarisation and division. Her ideas are better developed with regard to business leaders and have thus been located within the business academic literature. However, implicit within her analysis was the assumption that the concept of toxicity could be applied to prominent politicians. This article considers this concept of toxic leadership and acts an introductory paper for a series of case studies based on five controversial political leaders—Tony Blair, George W. Bush, Silvio Berlusconi, Thaksin Shinawatra and Robert Mugabe—all of whom will be applied to the Lipman-Blumen toxicity model.
28 citations
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