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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TL;DR: In this paper, the authors developed an approach to foster organizational identification based on principles of mental simulation, and found that imagining positive contact with an organizational leader increases identification with the organization they represent.
Abstract: Organizational identification is an important predictor of workplace behavior. The more strongly an individual identifies with their employing organization, the more motivated they will be to behave in ways that promote its success. In this paper we develop a new approach to fostering organizational identification based on principles of mental simulation. Across seven experiments we demonstrate that imagining positive contact with an organizational leader increases identification with the organization they represent. Experiments 1A, 1B, 2A, 2B, 3A and 3B replicated the basic effect against progressively varied control conditions, utilizing both scenario and field experiments. Experiment 4 demonstrated that as a consequence of heightened organizational identification following the imagined contact task, participants reported greater intentions to engage in organizational citizenship behaviors. We conclude by discussing the potential application of this technique as a simple and effective way for organizations to foster employees’ motivation and performance.
27 citations
Cites background from "기독교 사역과 Leadership"
...It was argued that leadership cannot be reduced to the actions of a single individual, but instead represents a process through which the leader shifts the way followers envision themselves, and in doing so, encourages them to work on behalf of the group (Bass 1985; Burns, 1978; Shamir, House, & Arthur 1993)....
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...…that leadership cannot be reduced to the actions of a single individual, but instead represents a process through which the leader shifts the way followers envision themselves, and in doing so, encourages them to work on behalf of the group (Bass 1985; Burns, 1978; Shamir, House, & Arthur 1993)....
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01 Jan 2010
TL;DR: Couchman et al. as mentioned in this paper presented the leadership pathway afforded by a Peer Assisted Study Sessions (PASS) program which includes the traditional PASS Leader role and a more senior PASS Mentor role.
Abstract: In relation to developing leadership skills during tertiary studies, this paper considers the leadership pathway afforded by a Peer Assisted Study Sessions (PASS) program which includes the traditional PASS Leader role and a more senior PASS Mentor role Data was collected using a structured survey with open-ended questions designed to capture the personal experiences and self-reported learning outcomes of students undertaking leadership roles within the PASS program Twelve aspects of leadership are presented from twenty-three Leaders and Mentors: organisation, facilitation, support, attitude, relationships, role model, collaboration, communication, responsibility, decision making, pedagogy, and session management The qualitative differences between the comments of the Leaders and the Mentors highlight the pathway of growth students undertaking the PASS roles may experience as they move from Leader to Mentor The more senior PASS Mentor role provides an avenue for developing leadership capabilities beyond the traditional PASS Leader role In contributing to peer learning in higher education, this study positions leadership within the PASS/SI context and potentially alongside tertiary leadership programs more generally PEER LEADERSHIP ROLES The role of student peer leader appears to be one that has been evolving behind the scenes as peer learning programs in the tertiary sector (also called academic peer mentoring programs) have been strengthened not only through administrative structures that support their implementation in institutions, but also through transparent links with the teaching and learning theories that underpin peer learning The gains for students who attend programs such as Supplemental Instruction (SI), Peer Assisted Learning (PAL) and Peer Assisted Study Sessions (PASS) have been widely scrutinised, particularly in relation to the academic benefits that are commonly cited as evidence of the effectiveness, and therefore value, of peer learning programs to tertiary institutions (eg Congos and Schoeps, 1993; Martin and Arendale, 1994; McCarthy, Smuts, and Cosser, 1997) A range of other experiences has also been highlighted for students including transferable study/learning skills (Martin and Arendale, 1994) and a sense of campus connectedness and community (Skalicky, 2008) The benefits for Leaders, however, have not been considered as comprehensively (Couchman, 2009) even though student peer leaders have been described as ‘the real winners’ (Donelan, 1999) in terms of being able to develop and transfer skills and experience in the professional world Generally, there are various lists of the potential skills peer leaders might expect to develop from their roles For example, feedback from PAL leaders collected at conferences and through evaluations at Bournemouth University in the United Kingdom (2009) sites confidence as the most important skill gained Other skills listed included: presentation skills, interpersonal communication skills, listening skills, time management and organisational skills, leadership and team working skills, learning and study skills along with employability and altruism Congos and Stout (2003) report categories of benefits identified by student
27 citations
Cites background or result from "기독교 사역과 Leadership"
...Second, a transformational view of leadership (Burns, 1978), where “leaders and staff work together for a common cause encouraged by shared values and aspirations” (Gamage and Pang, 2003, p. 217) would seem to align well with the overall goals of PASS/SI programs, where Leaders and their…...
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...Second, a transformational view of leadership (Burns, 1978), where “leaders and staff work together for a common cause encouraged by shared values and aspirations” (Gamage and Pang, 2003, p....
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Dissertation•
01 Jan 2005
TL;DR: The findings indicate that the director of a child care centre needs to have training and experience in business management and leadership to enhance their competencies for management of centres in today's competitive environment.
Abstract: There has been minimal Australian research focussed on the management and leadership aspects of directors' work in centre-based child care to date. In Australia, practices in early education have been largely drawn from studies in other cultural contexts, particularly research undertaken in the United States. It is timely that Australian research should inform its social policy about quality child care programs. The focus of this research was on the nature and characteristics of effective management and leadership practices in centre-based child care. Research (Jorde Bloom, 1992b; Morgan, 2000; Poster & Neugebauer, 2000; Rodd, 1994) indicates that quality of child care programs is influenced mostly by the leadership that the centre director can provide to staff within the centre. The conceptual framework adopted in this study views leadership from a Social Systems framework. Central to a Social Systems framework is the notion that organisations do not exist in isolation rather, leadership and management in these settings are embedded in a broader social context. A Social Systems Model has received little attention in contemporary research on child care in Australia, and this study aims to build a framework for future studies in this area. The aim was to investigate leadership and management in child care in social, legislative and economic context. The findings seek to inform researchers, policy makers and practitioners. Eight directors were purposively selected from community-based and privately based centres in urban and rural areas, and from accredited centres in South East Queensland. The selection of varying locations allowed the researcher to gain a broader perspective of the directors' daily lives, as different contextual and environmental conditions were anticipated to influence management and leadership within the child care centres. Within this study, case studies of directors of child care centres were developed through interviews with the directors. The interview methodology focussed on exploratory semi-structured, open-ended questions in relation to management and leadership in centre-based child care. Directors were interviewed on two occasions within a three month period. In the current context of the delivery of child care services in a market driven climate, the language of business and organisational theory has entered the lexicon of the early childhood field (Press, 1999). The findings indicate that the director of a child care centre needs to have training and experience in business management and leadership to enhance their competencies for management of centres in today's competitive environment. Growth in child care franchises is significantly changing and truly developing a "child care industry" (Murdoch, 2004). Also, consideration needs to be given to increasing accountability in child care service delivery, and how to better support directors in their role as advocates in the broader early childhood field. Further, families in specific communities have varying needs and early childhood programs should reflect the needs of the local community. Leadership models within child care centres should encompass the micro and macro influences on the operation of centres. Literature suggests that early childhood centres provide an opportune place to support families in a variety of ways through integrating support services to address the underlying social and policy factors that affect young children and their families (Commonwealth of Australia, 2003; Corter, 2001).
27 citations
Cites background from "기독교 사역과 Leadership"
...Transformative leadership explains and describes the importance of the relational aspects of leadership (Burns, 1978)....
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TL;DR: In this article, a conceptual analysis of the meaning and usage of the term "transformation" in post-apartheid South Africa is made, in view of the distinction between first order change and second order change, the need for transformation (ethical and strategic), resistance against transformation (systemic and individual) and the execution and management of transformation is discussed.
Abstract: One of the most commonly used concepts in post-apartheid South Africa is undoubtedly the concept ‘transformation’. In order to strip this concept of its ‘bewitchments’ (Nietzsche; Wittgenstein) a conceptual analysis is made of the meaning and usage of the term. In view of the distinction between first order change and second order change, the need for transformation (ethical and strategic), the resistance against transformation (systemic and individual) and the execution and management of transformation is discussed.
27 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) specifically refers to transforming leadership – in contrast to transactional leadership where support for the leader is organised through political transactions, for instance through the allocation of positions of power instead of being generated by means of a mobilising vision and…...
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22 May 2014
TL;DR: It is argued that successful transformation of the healthcare system requires inclusion of women at the top and a compelling case is made for immediate remediation of this issue and implementing strategies to fill the leadership gap with talented women leaders.
Abstract: This paper argues
that successful transformation of the healthcare system requires inclusion of
women at the top. Women are missing in top leadership roles in healthcare at a
time when the US healthcare system faces daunting challenges. There is a
documented need for diverse leadership teams with transformational leadership
skills to successfully lead organizations, yet women who comprise three fourths
of the healthcare workforce are sparsely represented in board rooms and in the
senior executive suite. Through a review the literature the authors explain why
this leadership gap persists and recommend strategies to increase gender
diversity in leadership ranks of the healthcare industry. Studies from other
business sectors are also examined for application in healthcare. A lack of
focus on female career development and succession planning, often based on
persistent stereotypes about women leaders is a major deterrent to advancing
women in top leadership positions. A compelling case is made for immediate
remediation of this issue and implementing strategies to fill the leadership
gap with talented women leaders. There is a demand to increase the number of
women in top leadership positions in healthcare to assist in overcoming the
current crises facing the industry.
27 citations
Cites background from "기독교 사역과 Leadership"
...Transformational and transactional leadership theory was brought to prominence by 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