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 paper, the relationship between employees' perceptions of their managers' transformational leadership style and employees' psychological well-being was examined in two studies, and it was shown that active management-by-exception and laissez-faire behaviours negatively affected employee psychological wellbeing by reducing trust in the manager.
Abstract: The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed.
305 citations
TL;DR: In this paper, the authors found that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical value (utilitarianism) were related to follower rating of transactional leadership.
Abstract: Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness, no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership. As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications for the study and practice of ethical leadership, future research directions, and management education are discussed.
303 citations
Cites background from "기독교 사역과 Leadership"
...Using the norm of reciprocity and mutual altruism as modes of influence, transactional leaders rely on the power, rewards, and sanctions of their official position to influence followers to demonstrate the requisite performance....
[...]
...In short, transformational leadership is unavoidably ethical and value based, as originally articulated by Burns (1978)....
[...]
...The change-oriented leadership literature is centered on the seminal study of Burns (1978), and Bass (1985) and colleagues (Avolio and Bass, 1991; Bass and Avolio, 2000), in distinguishing transformational and transactional leadership styles....
[...]
TL;DR: The study indicated that overall, the emergent leaders sent more and longer email messages than their team members did, and the number of task-oriented messages, particularly those that were related to logistics coordination, sent byEmergent leaders was higher than that of non-leaders.
303 citations
Cites background from "기독교 사역과 Leadership"
...Examples of these later models include: Theory X versus Theory Y (McGregor, 1960), autocratic versus participative leadership (Likert, 1961, 1967), and most recently, transactional and transformational leadership (Burns, 1978)....
[...]
TL;DR: In this article, the Situational Outlook Questionnaire (SOQ) is used to measure the climate for creativity and change in an organizational setting, and the context for the use of the measure in organizational settings is established.
Abstract: This article reports the results of 2 studies conducted to examine the ability of the Situational Outlook Questionnaire(tm) (SOQ) to effectively discern climates that either encourage or discourage creativity and the ability to initiate change. The purpose of the studies is to examine the concurrent criterion-related validity of the SOQ. The climate for creativity and change is defined, and the context for the use of the measure in organizational settings is established through the development of a model for organizational change. The article presents the history of the SOQ's development and gives a description of the SOQ. The methodology and results of both studies, including 3 groups, are reported. The results of both studies show that when individuals complete the SOQ based on their recollection of a best- and worst-case work experience, the measure is able to consistently and significantly discriminate between the 2 types of experiences. Conclusions, implications, and areas for future research to furt...
300 citations
Cites background from "기독교 사역과 Leadership"
...…to as the transformational variables for organizational change because any alteration within them is likely to be caused by an interaction with the external environ- ment and will require new behaviors within the organization (Bass, 1985; Burke & Litwin, 1992; Burns, 1978; Kouzes & Posner, 1987)....
[...]
...These have been referred to as the transformational variables for organizational change because any alteration within them is likely to be caused by an interaction with the external environment and will require new behaviors within the organization (Bass, 1985; Burke & Litwin, 1992; Burns, 1978; Kouzes & Posner, 1987)....
[...]
TL;DR: In this paper, the authors examined the construct validity of instrumental leadership and found evidence for a four-factor IL model that was highly prototypical of good leadership, which predicted top-level leader emergence controlling for the full-range factors, initiating structure and consideration.
Abstract: Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.
300 citations
Additional excerpts
...best-known and best-validated measure to gauge the full-range theory (Aditya, 2004; Antonakis, Avolio, & Sivasubramaniam, 2003; Judge & Piccolo, 2004; Wang, et al., 2011)....
[...]
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