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: This article examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators and found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees.
Abstract: We examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators. Additionally, we drew on social cognition and motivational life-span development theories to hypothesize age-related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This article includes a discussion of the implications these results have for performance management of an age-diverse workforce. © 2016 Wiley Periodicals, Inc.
25 citations
Cites background from "기독교 사역과 Leadership"
...The traditional conceptualization of transformational leadership (Burns, 1978) associated a “moral” significance with this style of leadership, because leaders are responsible for their employees’ growth and for the alignment of their value systems to higher principles....
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...The traditional conceptualization of transformational leadership (Burns, 1978) associated a “moral” significance with this style of leadership, because leaders are...
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01 Jan 2005
TL;DR: A model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying is proposed.
Abstract: This paper proposes a model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying. The assignments aim to encourage students to connect their reading with their own inner life and the world beyond the course itself, and to promote a writing style in which they do not have to pose as experts but are invited to speak honestly and without jargon about their specific responses to the texts they are reading. The chief outcome of this activity is a greater commitment on the part of the students as they perceive their reading and writing to be directly connected to the most significant areas of their lives. The assignments, which can be tailored for all courses across the curriculum, ask students to carry out four steps: (1) a thorough analysis of the text, considering the context and the language
25 citations
Additional excerpts
...…leadership skills, enhanced collegiality and developed networking systems (Bass, 1985, 1996; Bass & Avolio, 1990; BlasÈ, 1990; Brenden, 1986; Burns, 1978; Caruso, Rice, and Schwartzkopf, 1988; Fullan, 2001; Good, Halpin et al. 1998; Greenleaf, 1996; Johnson 1996; Leithwood, 1992; Kouzes &…...
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01 Jan 2011
TL;DR: In this article, a qualitative study was conducted, utilizing surveys and interviews to collect data concerning teachers' and teacher leaders' perceptions of the formal role of teacher leadership in three elementary schools.
Abstract: TEACHERS‟ AND TEACHER LEADERS‟ PERCEPTIONS OF THE FORMAL ROLE OF TEACHER LEADERSHIP by Jerry Kelley The accountability and responsibilities of schools have intensified greatly over the past two decades and school improvement has become a strong focus of many schools, thus requiring a greater understanding and use of formal teacher leadership if schools are to meet high standards. This research studied teachers‟ and teacher leaders‟ beliefs concerning the formal role of teacher leadership in three elementary schools. A qualitative study was conducted, utilizing surveys and interviews to collect data concerning teachers‟ and teacher leaders‟ perceptions of the formal role of teacher leadership. All teachers at three elementary schools were invited to complete an electronic survey and nominate teachers they believed were formal teacher leaders. Nominated teachers meeting the study‟s criteria as a formal teacher leader were invited to complete a self-administered teacher leader self-assessment survey. Based on the results from the surveys, nine teachers, three from each school, were invited to participate in an interview process with the researcher. Analysis of all data collected throughout the study suggests that even though formal teacher leadership is valued by most teachers, there exists a disconnect between teachers‟ and teacher leaders‟ beliefs of what formal teacher leadership should look like ideally in their schools versus their perceived reality of formal teacher leadership. Areas such as collaboration, recognition, and understanding of the formal role of teacher leadership, as well as policies that affects these areas were all found to hold discrepancies
25 citations
Cites background from "기독교 사역과 Leadership"
...Transformational theory is the idea of persuading one‟s ways of thinking, hence inducing change in the desired direction as established by the leader (Burns, 1978; Tickle, Brownlee, & Nailon, 2005)....
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Dissertation•
01 Apr 2017
TL;DR: In this paper, the Kouzes and Posner Five Practices of Exemplary Leadership of Enrolment Management (K&P) were examined in a case study of higher education administrators serving in the role of senior enrollment management (EM) leader.
Abstract: Higher education in the United States of America is undergoing significant transformation. Still feeling the effects of the “Great Recession”, states have cut back significantly on funding for higher education. In the USA, one specific department assumes responsibility as the highest level authority for enrolling students to the school. This department, called Enrolment Management (EM), is accountable for recruiting academically prepared students to the institution. Heading the offices is the EM leader. The success or failure of recruiting a viable and high academically achieving class ultimately rests with the EM leader. Through the use of multiple case study, this research effort sought to understand how higher education administrators serving in the role of senior EM leader describe their own style of leadership as well as how their subordinates perceived their leaders leadership style as expressed through the framework of the Kouzes and Posner (K&P) Five Practices of Exemplary Leadership. Quantitative findings revealed that each of the EM leaders demonstrated all five practices of K&P. Enabling Others to Act and Challenging the Process were viewed as the top leadership practices that the leaders engaged in with their staff, followed by Encouraging the Heart and Inspiring a Shared Vision. The least practiced leadership behaviour that EM leaders demonstrated was Modelling the Way. Qualitative analysis was further utilized in this study and numerous themes emerged. EM leaders perception that people mattered and the act of setting the example in the office was imperative to each of them. Effectively communicating institutional mission and moving staff towards ‘something big’ were also very important to these leaders. Changing the status quo and thinking outside the box as well as empowering others, building trust and helping people grow in their roles defined success for the leaders. Finally, rewards, recognition and celebration for staff were particularly valued by the leaders.
25 citations
01 Jan 2020
Abstract: The purpose of this study is to understand how western-developed leadership theories are translated and practiced in the Modern Arab Middle East (MAME). Over the past century the notion of leadership has progressed through phases of understanding, definition, and practice. This evolution continues today and is no longer contained to the academic and practice-oriented institutions of North America and Europe. Through western-styled educational institutions and professional industries, western-developed leadership theories have stretched around the globe, including the MAME. While this is known, what is much less understood is how these theories are adopted and adapted. This study’s objective is to understand what theories of leadership are taught at Master of Business Administration (MBA) programs in the Modern Arab Middle East and how are they applied in local contexts. The research design was qualitative, interpretivist, and exploratory in nature. Data was collected from the MBA programs, their faculty alumni, and by the observations of the researcher. Publicly available documents were gathered by from online sources and during visits to the programs. Interviewed with respondents were conducted both in-person and through phone and digital conversations. Documents and transcripts were catalogued and thematically analyzed with the resulting themes constituting the findings of the study. The first set of findings centers around the question of how leadership is situated as well as what leadership theories are taught and how. It was found that leadership is professed to be highly valued, is broadly defined, and that is taught through traditional educational methods. The second set of findings pertain to what practitioners do with this education. It was found that leadership was spoken of in nine ways: local, regional, and internationally; a changing environment; entrepreneurship; family business; management preferred over leadership, and professional or personal development. Additionally, respondents reported that they experience the concept of leadership to be enigmatic, for a few, and future oriented. This study is hoped to be one of a series to come that considers how westernleadership theory is used in the MAME with an aim that theory may be useful and congruent within local and regional contexts.
25 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