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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01 Jan 2014
TL;DR: In this article, the authors investigated the relationship between emotional intelligence and transactional and transformational leadership styles and sales performance, and found that emotional intelligence components such as personal/social competencies, motivation and empathy are positively linked to transformational style, which empowers the sales person to perform beyond their normal expectations.
Abstract: This paper investigates the effects of emotional intelligence (EI) and leadership styles on sales performance. The study involves a descriptive analysis of literature regarding emotional intelligence, transformational/transactional leadership styles and sales performance. A conceptualised model of leadership style, emotional intelligence and sales performance was created from literature reviewed. The findings suggest that both transactional/transformational leadership styles act as strong predictors of leadership effectiveness and their ability to influence the sales person’s performance. In addition, transactional and transformational leadership styles appear to have a symbiotic relationship with emotional intelligence within leadership styles domain. The literature provides support for a model, which suggests that emotional intelligence components such as personal/social competencies, motivation and empathy are positively linked to transformational leadership style, which empowers the sales person to perform beyond their normal expectations. Leaders who exhibit transactional leadership characteristics are viewed negatively as they often lack motivation and charisma. They are individuals who operate within the confines of rules, policies and procedures. Despite the negative perception, transactional leaders have components such as contingent-reward that positively correlative of productive sales performance. The findings suggest that there is a correlation between EI, Transactional/Transformational leadership styles and sales performance.
26 citations
Dissertation•
01 Dec 2005
TL;DR: In this article, the authors focus on five variables: emotional intelligence, transformational leadership, trust, meaning intention to quit, and organisational commitment, and further determine the role that these five constructs play in influencing organisational citizenship behaviour.
Abstract: South African organisations have to survive in an increasingly competitive and globalised environment. Many believe that South African organisations are ill prepared for these challenges, based on the fact that many organisations are plagued by low productivity, low levels of trust between employees and employers, as well as low levels of organisational commitment, effectiveness and efficiency. Solutions must be found for these problems and the present study offers one such solution. Organisational citizenship behaviour is essentially pro-social organisational behaviour that is characterised by going beyond what is expected in role requirements or role descriptions and is seen as a key driver of individual and organisational performance. Furthermore, an organisation’s ability to elicit organisational citizenship behaviour is believed to be a vital asset that is difficult for competitors to imitate and which provides the organisation with a competitive advantage. Having completed a literature study concerning possible antecedents of organisational citizenship behaviour, and taking into account various suggested future directions for organisational citizenship behaviour research, it was decided that the present study would focus on five variables: three variables that are characteristic of employees, and two that are characteristic of the management or leadership in the organisation. The primary goal of the present study was to design and conduct a scientific investigation that would attempt to determine the relationships between leader emotional intelligence, transformational leadership, trust, meaning intention to quit, and organisational citizenship behaviour, as well as to further determine the role that these five constructs play in influencing organisational citizenship behaviour. A study of the available literature was made to learn as much as possible about each of these six constructs and to determine what is known about the relationships that exist between them. The knowledge gained from the literature study was used to propose several hypotheses and a conceptual model explaining the relationships between these constructs. The relationships and the conceptual model were then empirically tested, using various (mostly confirmatory) statistical methods. This makes the present study confirmatory in nature.
26 citations
Cites background from "기독교 사역과 Leadership"
...There is a strong belief that leaders who are able to articulate an appealing vision should have a positive effect on extra-role behaviours amongst other behavioural aspects (Bass, 1985; Bennis & Nanus, 1985; Boal & Bryson, 1988; Burns, 1978; Conger & Kanungo, 1994; House, 1977; Tichy & Devanna, 1990)....
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...It is also involved in creating real and substantive change in profits, direction and the attitude of employees and the organisation, as well as moral elevation (Burns, 1978)....
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...The business environment has become a place of constant change (Burns, 1978) and this has brought about the need for a ‘new leadership’ notion to define those leaders who are able to promote, adapt to, and survive change (Alimo-Metcalfe & Alban-Metcalfe, 2001)....
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...Transformational leaders are thus able to elevate people to a higher sense of self (Burns, 1978)....
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Dissertation•
01 Oct 2012
Abstract: 5
26 citations
TL;DR: In this article, an evidence-based model (the I3E model) for embedding education for sustainability (EfS) within a higher education institution is presented. But the model is not suitable for the case of the University of Southampton, where a critical friend position was acquired within a community of practice to implement a programme which attempted to embed sustainability within the student experience.
Abstract: This paper presents an evidence-based model (the I3E model) for embedding education for sustainability (EfS) within a higher education institution. This model emerged from a doctoral research that examined organisational learning and change processes at the University of Southampton to build EfS into the university curriculum. The researcher aimed to learn from real practice through acting as a facilitator for curriculum development in EfS within an interdisciplinary group of academic staff members. A critical friend position was also acquired within a community of practice to implement a programme which attempted to embed sustainability within the student experience. The I3E model identifies four overarching components that can support universities in their aim to embed EfS within the undergraduate curriculum. These integrated components are: Inform the university community about sustainability; Engage the different university stakeholders in the change process towards sustainability; Empower ind...
26 citations
Dissertation•
01 Jan 2003
TL;DR: A large number of the questioned people believe that midwives’ voices should be heard in the decision-making process in order to improve the quality of midwifery services in Australia.
Abstract: -------------------------------------------------------------------------------------------------iii ACKNOWLEDGEMENTS -------------------------------------------------------------------------------v 1.0 PROLOGUE................................................................................................ 1 2.0 BACKGROUND TO THE STUDY ............................................................ 10 2.1 AUSTRALIAN MATERNITY CARE ----------------------------------------------------------10 2.2 INTERNATIONAL HEALTH POLICY STRATEGIC DIRECTIONS -------------12 2.3 SOCIAL INFLUENCES ON MATERNITY CARE AND MIDWIFERY ----------14 2.4 MIDWIFERY AS PRIMARY HEALTH CARE --------------------------------------------17 2.5 NATIONAL AND STATE GOVERNMENT HEALTH POLICY --------------------18 2.6 THE ROLE OF THE MIDWIFE IN AUSTRALIA ----------------------------------------24 2.7 THE AUSTRALIAN MIDWIFERY ACTION PROJECT ------------------------------26 2.8 LITERATURE REVIEW --------------------------------------------------------------------------29 2.8.1 The Benefits of Midwifery -------------------------------------------------------------30 2.8.2 Continuity of Midwifery Care---------------------------------------------------------33 2.9 RATIONALE FOR INCREASING THE STATUS OF MIDWIFERY -------------36 2.10 SUMMARY --------------------------------------------------------------------------------------------37 3.0 SECTION ONE CONFIRMING THE PROBLEM................................... 40 3.1 STUDY ONE – THE MIDWIVES’ VOICES -----------------------------------------------40 3.1.1 Context ---------------------------------------------------------------------------------------40 3.1.2 Literature Review-------------------------------------------------------------------------40 3.1.3 The Midwives’ Voices Study ---------------------------------------------------------42 3.1.4 The Midwives’ Voices Publication -------------------------------------------------46 3.2 STUDY TWO – LACK OF VISIBILITY IN REGULATION---------------------------55 3.2.
26 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