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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TL;DR: In this article, the authors examined the influence transformational and transactional leadership styles have on job stress among employees in Ghana's banking industry and recommended that managers adopt transformational leadership behaviours in order to reduce job stress.
Abstract: This study examined the influence transformational and transactional leadership styles have on job stress among employees in Ghana’s banking industry. The study made use of structured questionnaires to collect quantitative data. 196 questionnaires were returned by respondents out of 250 administered. The findings revealed a significant negative relationship between transformational leadership and job stress (β = -.193, p< .05) and a significant positive relationship between transactional leadership and job stress (β = .165, p< .05). From these findings, it is recommended that managers adopt transformational leadership behaviours in order to reduce job stress among employees in Ghana’s banking industry. This is a pioneering work in the Ghanaian context where participants have been drawn from 19 different banks; making it possible to get general views of employees concerning the subject.
25 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) defined transformational leadership as a process where, “one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality”....
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...Burns (1978) was the first author to introduce the concept of transformational and transactional leaderships....
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Dissertation•
01 Jan 2012
TL;DR: In this article, the authors examined the relationship between knowledge sharing and university research performance and found that knowledge sharing is driven by three key enablers, i.e., people, organisation, and information technology.
Abstract: Knowledge sharing (KS) has attracted increasing attention in business circles. Links between knowledge sharing practice and organisational performance have long been demonstrated. Knowledge sharing is driven by three key enablers, i.e. people (Fliaster, 2004; Jayasingam et al., 2010; Kulkarni, et al., 2006); organisation (Bartlett & Ghoshal, 1998; Tsai, 2002; Van den Hoof & Huysman, 2009); and information technology (Robinson et al., 2010; Tseng, 2008). Despite the breadth of research into the practice of knowledge sharing in commercial sectors, there is a lack of research into research-knowledge sharing (RKS) in higher education (HE). The practice of knowledge sharing in higher education institutions (HEIs) is critical, particularly in relation to RKS, which could influence university research activity and performance. However, the nature of research-knowledge and the process of sharing research-knowledge have not been practically explored. Most importantly, the relationship between RKS and university research performance has not yet been fully examined.
This study attempts to ascertain the nature and the process of sharing research-knowledge in HEIs in general, and to examine the influence of the desired key determinants on RKS in particular. Eight UK universities are selected for this study, which are examined in two sub-groups: the Pre-1992 and the Post-1992 universities. Both qualitative and quantitative approaches are used to conduct the study. The study found that RKS is influenced by the three enablers, but implicit research culture is critical in determining the differences between Pre-1992 and Post-1992 University‘s research performance. In addition, RKS follows a distinctive process – knowledge hoarding-knowledge seeking-knowledge sharing. Furthermore, there is a positive relationship between research-leadership and research-knowledge sharing, which is centred on interactive relationship with professors. The findings of this study provide original insight into the specific field of knowledge sharing which adds knowledge to the body of knowledge management and organisational culture. They are of great importance to research-leaders in HEIs to develop and implement research strategies.
25 citations
Cites background from "기독교 사역과 Leadership"
...The idea of leader engagement is a style of leadership that is fairly corresponds with the transformational leadership, who determine transformational leaders as someone who stimulate and inspire followers to both achieve extraordinary outcomes (Burns, 1978); and Servant Leadership, who establish servant leaders as people who support others to become better leaders and better people (Greenleaf, 1977)....
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01 Jul 2017
TL;DR: In this article, the authors proposed knowledge psychological ownership as a potential mediator on the relationship between transformational leadership and knowledge hiding behavior of an employee in the organization, and argued that transformational leaders through knowledge psychologically ownership will influence employees to refrain from the knowledge hiding behaviour that may negatively affect the organisation and encourage knowledge sharing to improve the performance of the organization.
Abstract: The prevalent and negative impact of knowledge hiding behaviour among employees has called the attention of both practitioners and researchers to begin investigations on its causes, and other factors that influence it on both the targets and perpetrators. Some of the possible suggested antecedents of knowledge hiding studied include trust, job characteristic, organisational culture, and workplace environment. Despite these studies, few have attempted to investigate the influence of leadership, particularly, transformational leadership on knowledge hiding. Previous studies also indicated conflicting results, and the mechanisms through which transformational leadership influences knowledge hiding are not adequately addressed. Therefore, mediator variable is suggested. Hence, this paper proposes knowledge psychological ownership as a potential mediator on the relationship between transformational leadership and knowledge hiding behaviour of an employee in the organization. We hereby argue that transformational leadership through knowledge psychological ownership will influence employees to refrain from the knowledge hiding behaviour that may negatively affect the organisation and encourage knowledge sharing to improve the performance of the organization.
25 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership is also defined as a process in which "leaders and followers raise one another to higher levels of morality and motivation (Burns, 1978 p. 20)....
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...Based on transformational leadership theory (Bass, 1995; Burns, 1978; Shamir et al., 1993), transformational leadership is the process of stimulating individual intellectually through personal attention, coaching, and mentoring in facilitating problem solving and rational thinking....
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...A transformational leader is defined as "leaders and followers help each other to advance to a higher level of morale and motivation, (Burns, 1978)"....
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...Additionally, a transformational leader is defined as "leaders and followers help each other to advance to a higher level of morale and motivation (Burns, 1978)"....
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...Transformational leadership is defined as a process where "leaders and followers help each other to advance to a higher level of morale and motivation"(Burns, 1978)....
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TL;DR: The findings suggest that the implementation of the program was enhanced when the program leader was part of the school leadership group, suggesting the positive effect of learning through collaboration within schools and between schools in the network.
Abstract: The aim of this study was to examine how program leaders in the Norwegian Network of Health Promoting Schools managed, facilitated, and supported the development and implementation of the health promotion initiatives at their school. Two focus group interviews were conducted with 10 program leaders. The findings suggest that the implementation of the program was enhanced when the program leader was part of the school leadership group. The program leaders stated that the vision, aims, and content of the health promotion program were generally similar to those of their schools, making it easier for them to motivate teachers to participate. They also acknowledged the positive effect of learning through collaboration within schools and between schools in the network.
25 citations
Cites result from "기독교 사역과 Leadership"
...These findings are in line with observations from other studies on the importance of alignment and building readiness to achieve successful school change (Draft, 1999; Elias, Zins, Graczyk, & Weissberg, 2003)....
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TL;DR: It was found that both men and women viewed agentic traits as more important than communal traits to be a successful leader, and the continued scarcity of women at the very top of organizations, broadly construed.
Abstract: Although leader role expectations appear to have become relatively more compatible with stereotypically feminine attributes like empathy, women continue to be highly underrepresented in leadership roles. We posit that one reason for this disparity is that, whereas stereotypically feminine traits are appreciated as nice “add-ons” for leaders, it is stereotypically masculine attributes that are valued as the defining qualities of the leader role, especially by men (who are often the gatekeepers to these roles). We assessed men’s and women’s idea of a great leader with a focus on gendered attributes in two studies using different methodologies. In Study 1, we employed a novel paradigm in which participants were asked to design their “ideal leader” to examine the potential trade-off between leadership characteristics that were more stereotypically masculine (i.e., agency) and feminine (i.e., communality). Results showed that communality was valued in leaders only after meeting the more stereotypically masculine requirements of the role (i.e., competence and assertiveness), and that men in particular preferred leaders who were more competent (vs. communal), whereas women desired leaders who kept negative stereotypically masculine traits in check (e.g., arrogance). In Study 2, we conducted an experiment to examine men’s and women’s beliefs about the traits that would be important to help them personally succeed in a randomly assigned leader (vs. assistant) role, allowing us to draw a causal link between roles and trait importance. We found that both men and women viewed agentic traits as more important than communal traits to be a successful leader. Together, both studies make a valuable contribution to the social psychological literature on gender stereotyping and bias against female leaders and may illuminate the continued scarcity of women at the very top of organizations, broadly construed.
25 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership styles, which involve motivating, stimulating, and inspiring followers (Burns, 1978; Mhatre and Riggio, 2014), are associated with increased morale and performance at various organizational levels (Wang et al., 2011)....
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...Transformational leadership styles, which involve motivating, stimulating, and inspiring followers (Burns, 1978; Mhatre and Riggio, 2014), are associated with increased morale and performance at various organizational levels (Wang et al....
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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