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
More filters
TL;DR: In this article, the authors examined whether follower characteristics moderate the relationship between transformational leadership and follower work engagement, and found that followers with higher follower characteristics were more likely to follow transformational leaders.
Abstract: This study examines whether follower characteristics moderate the relationship between transformational leadership and follower work engagement. Data were collected from 140 followers and their 48 ...
429 citations
Cites background from "기독교 사역과 Leadership"
...One of the most important goals for transformational leadership is to raise followers to higher levels of potential while satisfying their higher order needs (Bass, 1985; Burns, 1978)....
[...]
TL;DR: Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scored in the lowest group, and there was no relationship between moral- Reasoning group and transactional leadership behaviors.
Abstract: Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n=132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n=407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.
420 citations
Cites background or result from "기독교 사역과 Leadership"
...Transformational Leadership and Moral Reasoning Nick Turner Queen’s University and University of Sheffield Julian Barling Queen’s University Olga Epitropaki, Vicky Butcher, and Caroline Milner University of Sheffield Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations....
[...]
...That is, some leaders balance the development of themselves and their subordinates, raising the aspirations of both the leaders and the led in the process (Burns, 1978; Kanungo & Mendonça, 1996)....
[...]
...…emergence nor effectiveness across time, results that the researchers attributed to the strong conforming nature of the military culture.1 Transformational Leadership Theory and Moral Reasoning Burns (1978) and Bass (1985, 1998) distinguished between transactional and transformational leadership....
[...]
...That is, some leaders balance the development of themselves and their subordinates, raising the aspirations of both the leaders and the led in the process (Burns, 1978; Kanungo & Mendonça, 1996)....
[...]
...The study found that moral reasoning predicted neither leader emergence nor effectiveness across time, results that the researchers attributed to the strong conforming nature of the military culture.1 Transformational Leadership Theory and Moral Reasoning Burns (1978) and Bass (1985, 1998) distinguished between transactional and transformational leadership....
[...]
TL;DR: In this article, the authors show that little empirical research exists to support the theory or the anecdotal evidence used in the popular press material, and that the theory is not supported by empirical evidence.
Abstract: Executive Summary Servant Leadership received attention in the popular press, but little empirical research exists to support the theory or the anecdotal evidence used in the popular press material...
418 citations
TL;DR: In this article, the authors apply the hardiness concept to the context of military operational stress, and argue that highly effective leaders can increase hardy, resilient responses to stressful circumstances within their units.
Abstract: Although many people suffer physical and mental health decrements following exposure to stress, many others show remarkable resilience, remaining healthy despite high stress levels. If the factors that account for resilience can be clearly identified and understood, perhaps resilience can be enhanced even for those most vulnerable to stress. One potential pathway to resilience is personality hardiness, a characteristic sense that life is meaningful, we choose our own futures, and change is interesting and valuable. This article applies this hardiness concept to the context of military operational stress, and argues that highly effective leaders can increase hardy, resilient responses to stressful circumstances within their units. I discuss the nature of stress in modern military operations, and briefly review relevant hardiness theory and research. Three sets of considerations lead to the proposition that hardy leaders can indeed increase hardy cognitions and behaviors in groups. These considerations concern (a) the likely underlying mechanisms of hardiness, which have to do with how experiences get interpreted and made sense of; (b) relevant theoretical positions on leader social influence, including transformational leadership and path–goal leader theory; and (c) several empirical studies that have shown indirect support for a hardy leader influence process. A case vignette is provided to illustrate how leaders might increase hardy cognitions, attitudes, and behaviors within their organizations during highly stressful operations. This potential for leaders to boost hardiness as a pathway to resiliency in groups under stress merits further active investigation.
413 citations
Cites background from "기독교 사역과 Leadership"
...Another relevant leadership theory is generally referred to as transformational leadership (Bass, 1998; Burns, 1978)....
[...]
...In these cadet data, transformational leadership style (Bass, 1998; Burns, 1978) also predicts leadership performance in cadets, although not as strongly as hardiness....
[...]
TL;DR: The authors conducted a comprehensive quantitative analysis of literature reporting results on the causal impact of leadership by focusing on examining what they refer to as "leadership interventions" where the researcher overtly manipulated leadership as the independent variable through training, assignment, scenario or other means.
Abstract: In this study we set out to conduct a comprehensive quantitative research analysis of literature reporting results on the causal impact of leadership by focusing on examining what we refer to as ‘leadership interventions.’ We defined leadership interventions as those studies where the researcher overtly manipulated leadership as the independent variable through training, assignment, scenario or other means. Our focus included both examining experimental and quasi-experimental as well as lab and field studies conducted in public and private organizations. Our goal was to address a simple question: do leadership interventions have the intended impact and if so to what degree? We conducted a comprehensive review of the published and unpublished literature and uncovered 200 lab and field studies that met our criterion as leadership intervention studies. We report here the findings of a series of meta-analyzed effects comparing the relative impact of leadership interventions across intervention types, leadership theories, and several common dependent variables. Overall, leadership interventions produced a 66% probability of achieving a positive outcome versus a 50–50 random effect for treatment participants, but this effect varied significantly when assessing moderators such as type of leadership theory.
408 citations
Cites background from "기독교 사역과 Leadership"
...The theory of charismatic/transformational leadership suggests that such leaders raise followers' aspirations and activate their higher-order values such that followers identify with the leader and his or her mission/vision, feel better about their work, and perform beyond expectations (Avolio, 1999; Bass, 1985, 1998; Burns, 1978; Conger & Kanungo, 1987, 1998; House, 1976; Shamir, House & Arthur, 1993)....
[...]
...…and activate their higher-order values such that followers identify with the leader and his or her mission/vision, feel better about their work, and perform beyond expectations (Avolio, 1999; Bass, 1985, 1998; Burns, 1978; Conger & Kanungo, 1987, 1998; House, 1976; Shamir, House & Arthur, 1993)....
[...]
References
More filters
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