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 found that dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles, and that performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference.
Abstract: Does dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles? Participants in 69 dyads (33 all-women, 36 all-men) indicated whether they preferred the high-power role (owner of an art gallery) or the low power role (assistant to the owner). Power roles were then randomly assigned. The dyad's interaction during task solving was videotaped. Uninvolved coders rated performance motivation as the degree of quality of the superior's and the subordinate's task contributions and effort put into the task. Performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference. Leadership effectiveness is thus affected by the superior's power motivation.
25 citations
Cites background from "기독교 사역과 Leadership"
...And transformational leadership has been linked to positive motivational effects on followers (Bass, 1985; Burns, 1978; Shamir, House, & Arthur, 1993)....
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Dissertation•
01 Aug 2000
TL;DR: In this article, the authors used the Multifactor Leadership Questionnaire (MLQ) to assess transformational, transactional and laissez-faire leadership styles of presidents at the top 50 ranked national universities according to U.S. News & World Report (USNWR).
Abstract: Leadership has been studied as an essential component for success in business, government, and military environments. However, the optimal style of leadership in university settings remains unclear. Transformational leadership style has been proposed as efficient for universities, however some experts have argued that transformational leadership is actually counterproductive at academic institutions. Increasing public scrutiny of university leaders has also raised the question of presidential leadership style. One manifestation of this scrutiny is the U.S. News & World Report (USNWR) annual college ranking. To resolve the uncertainty regarding effective leadership style the present study was designed to address the following research questions: 1. Is there any relationship between a top tier ranking in the USNWR and a particular leadership style? 2. Is there agreement among top administrators at the ranked institutions regarding the style of leadership exhibited by their university president? The proposed study answers these questions through the analysis of data gathered utilizing the Multifactor Leadership Questionnaire. The survey instrument was sent to three top administrators at the top 50 ranked national universities according to USNWR. A score was derived which provided a quantitative assessment of transformational, transactional or laissez-faire leadership styles. In addition, a satisfaction score was determined. The key results of the study show: 1) transformational leadership was found in 56% to 74% of the rated presidents; 2) transformational leaders were found to induce the greatest satisfaction; 3) transactional leadership style was exhibited 24% of the time, and laissez-faire leadership was found among 8% of the presidents; 4) laissez-faire leadership was noted significantly more frequently among universities ranked from 40 - 50 according to the USNWR; and 5) there was no statistical agreement among the administrators surveyed.In conclusion, the findings of this study indicate that transformational leadership is the most satisfactory style of leadership among these national universities. The rating of transformational university presidents as highly satisfactory demonstrates the success of presidents with these leadership skills.
24 citations
Cites background from "기독교 사역과 Leadership"
...The primary difference between transactional and transformational leadership is that transactional leadership involves an exchange of meeting lower level needs, such as work for compensation, and that transformational leadership engages people (Burns, 1978)....
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...While describing transactional leadership, Burns (1978), theorized that leaders derive their power by identifying and satisfying the motives and needs of their followers....
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...Many leadership theorists, (Bass & Avolio, 1993; Burns, 1978), have stated that transformational leadership is the most successful form of leadership in academic settings....
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...Consistent with Maslow’s hierarchy, the transforming leader is able to raise his followers’ needs from concerns for 34 physiological satisfaction, security, and affiliation to interest in achievement, recognition, and self actualization (Burns, 1978)....
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...Transactional theory (Burns, 1978), viewed leadership as a transaction or exchange between leaders and followers....
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01 Aug 2006
TL;DR: In this article, a Dynamic Network Analysis (DNA) methodology is used to represent structure and process of network organizations. But the authors focus on three dynamic risks related to critical personnel: intermittent availability, individual redundancy and shifts of critical personnel.
Abstract: : Network organizations offer learning, adaptive and resilient capabilities that are particularly useful in high velocity environments as these capabilities allow the organization to effectively respond to change. The dynamic, evolutionary nature of network organizations affords such advantageous capabilities. Although the advantages of network organizations are well-studied, the risks associated with them are not. Of interest is the study of critical personnel. Understanding criticality within an organization can help improve performance and protect against the risk of loss. But the study of critical personnel has traditionally used static structural representations that do not represent the dynamic nature of network organizations. This thesis advances the study of critical personnel risks in network organizations by using Dynamic Network Analysis. Dynamic Network analysis is a methodology that incorporates both social network analysis and multi-agent simulation to represent structure and process -- the evolutionary nature of network organizations. Advances are made on two fronts. First, theory is developed about three dynamic risks related to critical personnel: intermittent availability, individual redundancy and shifts of critical personnel. These theories are built by using a reasoned computational approach that first validates the multi-agent simulation model and then creates forward grounded theory. Empirical data from two different network organizations are used to validate the model and build theory. Second, the foundations for a Dynamic Network Analytic Theory of Network Organization Leadership are established. Leadership is a subset of critical personnel and the specific risks of network organization leadership need studied as well. But traditional leadership theory has limited applicability to high velocity contexts and network organizations. Consequently, there has been a call for a paradigm shift in leadership theory.
24 citations
Additional excerpts
...Previous work on leadership has taken trait (Argyris, 1953; Stogdill, 1948), behavioral (Blake & Mouton, 1964; Tannenbaum & Schmidt, 1958), situational (Hersey & Blanchard, 1977; Vroom & Yetton, 1974), transformational (Bass, 1985; Burns, 1978) and leader-member exchange (Graen & Scandura, 1987) approaches to understanding leadership....
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Book•
31 Dec 2010
TL;DR: Social Knowledge: Using Social Media to Know What You Know aims to provide relevant theoretical frameworks, latest empirical research findings, and practitioners best practices in the area of social knowledge as mentioned in this paper, which is multidisciplinary in nature and considers a wide range of topics, each of which is related to social knowledge.
Abstract: For the past two decades, executives have struggled to develop effective ways of sharing what their organizations know. Organizational leaders are now seeking ways to share knowledge with both internal and external stakeholders driven by concerns such as downsizing, the impending retirement of baby boomers, terrorism, and a host of other organizational challenges. Social Knowledge: Using Social Media to Know What You Know aims to provide relevant theoretical frameworks, latest empirical research findings, and practitioners best practices in the area. The book is multidisciplinary in nature and considers a wide range of topics, each of which is related to social knowledge. It is written for professionals who want to improve their understanding of the strategic role of social knowledge in business, government, or non-profit sectors.
24 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