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: This article found that dyadic goal importance congruence between CEOs and vice presidents partially mediated the relationship of CEO transformational leadership with individual VPs' attitudes, but not their performance.
Abstract: Using data from 94 top management teams, we found that dyadic goal importance congruence between CEOs and vice presidents (VPs) partially mediated the relationship of CEO transformational leadership with individual VPs’ attitudes, but not their performance. However, finer-grained analyses suggested it may be higher VP perceptions of goal importance, rather than the exact correspondence between CEO and VP goal importance ratings, that are associated with both CEO transformational leadership and VP attitudes. At the organizational level, CEO transformational leadership was positively related to within-team goal importance congruence, which in turn was positively related to organizational performance.
282 citations
15 Mar 1997
TL;DR: ISO 3166-3 Newsletters are issued by the secretariat of the ISO 3166/MA when changes in the code lists of ISO-3 have been decided upon by the ISO/MA as discussed by the authors.
Abstract: ISO 3166-3 Newsletters are issued by the secretariat of the ISO 3166/MA when changes in the code lists of ISO 3166-3 have been decided upon by the ISO 3166/MA. ISO 3166-3 Newsletters are identified by a two-component number, stating the currently valid edition of ISO 3166-3 in Roman numerals (e g "I") and a consecutive order number (in Latin numerals) starting with "1" for each new edition of ISO 3166-3. The headers of the table below refer to the list part of ISO 31663:1999.
281 citations
01 Jan 2011
TL;DR: In this paper, the authors investigated the relationship between transformational leadership and job satisfaction and organizational commitment of employees working in banking sector of Lahore (Pakistan) using a 5 point Likert scale questionnaire.
Abstract: The study was conducted with a purpose to investigate the relationship between transformational leadership and job satisfaction and organizational commitment of employees working in banking sector of Lahore (Pakistan). A 5 point Likert scale questionnaire, consisting of 35 items, divided into four parts was designed. Three banks were selected on simple random sampling basis. A total 200 questionnaires were circulated, out of which 133 questionnaires returned back were showing 66.5% response rate. The findings of the study concluded that transformational leadership positively effects job satisfaction and organizational commitment of employees.
277 citations
TL;DR: In this article, the authors focused on the discussion regarding antecedent variable of transformational leadership with its effect to work performance of the middle-level leaders at the organization of Pelabuhan Indonesia III Inc.
276 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership theory starts with the concept by Burns (1978) and Bass (1985)....
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TL;DR: Dramatic increases in sophistication are shown from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership.
Abstract: Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research. (PsycINFO Database Record
269 citations
Cites background or result from "기독교 사역과 Leadership"
...These results confirm what Burns (1978) originally described as being distinguishing qualities of transformational leaders: focusing on developing followers and modeling higher ethical standards....
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...Prosocial components were related to higher leader/follower value congruence among followers of these leaders, offering evidence for the transformative effect of these leaders discussed by Burns (1978) and later by Bass (1985)....
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...Leadership theorists argued that higher levels of sacrifice exhibited by leaders would enhance their charisma (Burns, 1978; Conger & Kanungo, 1987; Shamir, House, & Arthur, 1993)....
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...Similarly, Bass’s (1985) theory of transformational and transactional leadership was greatly influenced by Burns’ (1978) analyses stemming from history and political science....
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...They dominated leadership research until the advent of charismatic and transformational leadership models beginning in the mid-1980s (e.g., Bass, 1985; Judge, Piccolo, & Ilies, 2004) based on earlier work by a political scientist named James McGregor Burns (1978)....
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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