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: In this paper, there are striking similarities between Bass and Avolio's concepualization of transformational leadership and the notion of Transformational Leadership, which is similar to the one presented in this paper.
Abstract: Over the past several years, much attention has been given to Bass and Avolio's notion of transformational leadership However, there are striking similarities between Bass and Avolio's concepualiz
265 citations
Cites background from "기독교 사역과 Leadership"
...Leadership in organizations (3rd ed.)...
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...Manual for the Multifactor Leadership Questionnaire....
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...Transformational Leadership or Effective Managerial Practices?...
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..., Leadership theory and research: Perspectives and directions....
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...Leadership Quarterly, 6, 199-218....
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TL;DR: In this article, the authors test the hypothesis that support for leaders is enhanced when their decisions affirm a distinct social identity that is shared with followers, and find that participants showed less support for a leader who favored ingroup members who were relatively sympathetic to an outgroup position than for one who opposed an out-group position.
Abstract: Two experiments test the hypothesis that support for leaders is enhanced when their decisions affirm a distinct social identity that is shared with followers. In Experiment 1, participants showed less support for a leader who favored ingroup members who were relatively sympathetic to an outgroup position than for one who favored ingroup members who opposed an outgroup position. This finding was replicated in Experiment 2, which also showed that this pattern extended to support for the leader’s novel plans. Although participants indicated that they supported a leader who behaved evenhandedly toward all ingroup members as much as one whose behavior was identity-affirming, they were unwilling to back up the evenhanded leader with written comments and arguments. These data suggest that leaders’ capacity to engender active followership is contingent on their ability to promote collective interests associated with a shared ingroup identity.
264 citations
Cites background from "기독교 사역과 Leadership"
...These are most apparent in personality approaches, which point to the ability of a leader’s inherent charisma to energize and enthuse followers (e.g., Burns, 1978)....
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TL;DR: This article used a completely randomized true experimental research design to explore the potential of two extra-task job characteristics, that is, beneficiary contact and self-persuasion interventions, to enhance the effects of transformational leadership on public employee performance.
Abstract: Scholars have recently begun to investigate job design as one of the contingencies that moderates 1 the performance effects of transformational leadership in public sector organizations. Drawing on this stream of research, we used a completely randomized true experimental research design to explore the potential of two extra-task job characteristics—that is, beneficiary contact and self-persuasion interventions—to enhance the effects of transformational leadership on public employee performance. The participants in our field experiment were 138 nurses at a public hospital in Italy. Whereas participants who were exposed to transformational leadership manipulation alone marginally outperformed a control group, the performance effects of transformational leadership were much greater among nurses who were also exposed to either beneficiary contact or self-persuasion interventions. Follower perceptions of pro-social impact partially mediated 2 the positive interaction of transformational leadership and each of the two job design features on job performance. Moreover, the performance effects of transformational leadership and the interaction effects of transformational leadership and each of the two job design features were greater among participants who self-reported higher levels of public service motivation. The implications of the experimental findings for public administration research and theory are discussed.
262 citations
TL;DR: This paper identified and synthesized the empirical research on how leadership influences student achievement and provided evidence on how school leaders should direct their efforts, and grouped the 28 practices according to systematic criteria and found five overarching domains.
Abstract: The field of educational leadership has accrued a body of research that explains how leaders influence student achievement through the enactment of various practices. Yet, differences exist in the substance of the frameworks that assert the areas to which leaders should attend. The specific purposes of this article are to identify and synthesize the empirical research on how leadership influences student achievement and to provide evidence on how school leaders should direct their efforts. During the literature review, we consulted experts for recommendations and searched peer-reviewed journals from 2000 to 2014. The literature review yielded 56 empirical research studies of relevance to the topic and 3 frameworks consisting of clustered practices. We then grouped the 28 practices according to systematic criteria and found 5 overarching domains. In doing so, this study unifies existing frameworks through developing a cohesive set of practices to inform the work of researchers and practitioners.
260 citations
Cites methods from "기독교 사역과 Leadership"
...This model of leadership was derived from the Systematic Review of Key Leader Practices work of Burns (1978) and focused on developing the capacity of the organization through a commitment to collective goals and the larger good (Bass & Avolio, 1993; Leithwood, 1994)....
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Book•
01 Jan 2007
TL;DR: In this article, the authors present an overview of I/O psychology and its application in the context of job analysis and evaluation, as well as a discussion of legal issues in employee selection.
Abstract: TABLE OF CONTENTS: 1. Introduction to I/O Psychology. 2. Job Analysis and Evaluation. 3. Legal Issues in Employee Selection. 4. Employee Selection: Recruiting and Interviewing. 5. Employee Selection: References and Testing. 6. Evaluating Selection Techniques and Decisions. 7. Evaluating Employee Performance. 8. Designing and Evaluating Training Systems. 9. Employee Motivation. 10. Employee Satisfaction and Commitment. 11. Organizational Communication. 12. Leadership. 13. Group Behavior and Conflict. 14. Organization Development. 15. Stress Management: Dealing with the Demands of Life and Work. Appendix: Working Conditions and Human Factors. Glossary. References. Name Index. Subject Index.
255 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