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 examine the role that individual unit management plays in this process by looking at how a manager's commitment to service quality and that person's leadership style affect the way frontline employees do their job.
Abstract: One of the continuing challenges in the hotel industry is providing consistent levels of quality service across units. Although recruitment, selection, and training practices are often standardized across units (within a given market), frontline employees' performance varies. This study examines the role that individual unit management plays in this process by looking at how a manager's commitment to service quality and that person's leadership style affect the way frontline employees do their job. The fundamental implication of this study is that managers who are committed to service quality and employ an empowering leadership style can create a transformational climate that conveys their commitment to quality service to their frontline employees. This leads to employees who are more likely to share the organization's values, who understand their role in the organization, who are more satisfied with their jobs, and who perform at a higher level of quality in serving hotel guests.
254 citations
TL;DR: This paper tested whether individuals could be trained to behave more charismatically and whether changes in charisma affected leader outcomes in a mixed-design field experiment, and found that the effect of charisma on leader outcomes was minimal.
Abstract: We tested whether we could teach individuals to behave more charismatically, and whether changes in charisma affected leader outcomes. In Study 1, a mixed-design field experiment, we randomly assig...
248 citations
Cites methods from "기독교 사역과 Leadership"
..., attributed idealized influence) of the Multifactor Leadership Questionnaire, Form 5X (Bass & Avolio, 1995); this questionnaire is the best-validated neocharismatic leadership instrument, and the scale we used has the strongest predictive effects (Aditya, 2004; Antonakis, Avolio, & Sivasubramaniam, 2003; Lowe et al., 1996)....
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...…of the Multifactor Leadership Questionnaire, Form 5X (Bass & Avolio, 1995); this questionnaire is the best-validated neocharismatic leadership instrument, and the scale we used has the strongest predictive effects (Aditya, 2004; Antonakis, Avolio, & Sivasubramaniam, 2003; Lowe et al., 1996)....
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TL;DR: In this paper, the authors explored the construct validity of a Differentiated Transformational Leadership Inventory and its relationship with team cohesion and performance level and found that the leadership behaviors of fostering acceptance of group goals and promoting team work, high performance expectations, and individual consideration significantly predicted task cohesion.
Abstract: The present study explored the construct validity of a Differentiated Transformational Leadership Inventory and its relationship with team cohesion and performance level. Three hundred and nine club standard ultimate Frisbee players in the United Kingdom (mean age = 24.30 years, SD = 3.90) completed an adapted version of Hardy, Arthur, Jones, Shariff, Munnoch, Isaacs, and Allsopp et al.'s (in press) Differentiated Transformational Leadership Inventory and the Group Environment Questionnaire (Carron, Widmeyer, & Brawley, 1985). Confirmatory factor analysis revealed evidence for the factorial and discriminant validity of the leadership inventory. Furthermore, results demonstrated that the leadership behaviors of fostering acceptance of group goals and promoting team work, high performance expectations, and individual consideration significantly predicted task cohesion; and fostering acceptance of group goals and promoting teamwork significantly predicted social cohesion. Performance level moderated these re...
245 citations
TL;DR: The authors explore processes of policy implementation with respect to an ongoing empirical study in three very different sites: Denmark, Nepal, and China, and create a "policyscape" around processes of what Roger Dale (2000) has called hyperliberalism in education.
Abstract: This article aims to explore processes of policy implementation with respect to an ongoing empirical study in three very different sites: Denmark, Nepal, and China. Rather than treat these investigations in the traditional manner of separate and contained national case studies, I attempt to create a “policyscape” around processes of what Roger Dale (2000) has called hyperliberalism in education, and I do so by working across different levels of the education systems within these three countries. My argument is that nationstate and system studies of education must be informed by understandings of the nature of globalization and especially the new imaginative regimes that it makes possible. Educational phenomena in one country case must thus be understood in ongoing relation to other such cases. In this sense, I am attempting to operationalize as a research program a new approach to comparison, one that has been alluded to in the literature but only conceptually (e.g., Cowen 2000; Marginson and Mollis 2001; Welch 2001). This new approach has its own problems, however. If we accept that educational phenomena are increasingly interconnected to the extent that they can be conceptualized as part of some meaningful single site, how then do we understand the role of states in reform? More broadly, how are we to work with locality and the situated history, politics, and culture of distinct places while acknowledging the ways in which these phenomena are themselves products of international dynamics? Further, and perhaps of greatest interest, if such policyscapes exist, how then are acts of negotiation, resistance, and opposition interconnected in the ways that theorists such as Michael Hardt and Antonio Negri (2000) have hypothesized? Perhaps their notion of an interconnected multitude overestimates the capacity of global reform to bring coherence of any type (Balakrishnan 2003), but what, then, are the connected possibilities for action in contemporary educational reforms, and how can these opportunities be understood?
244 citations
TL;DR: The authors argue that the effect of power on social attention is a function of flexible, instrumental information processing that allows the high power perceiver to attain situation specific goals using whatever means are available, including attention.
242 citations
Cites background from "기독교 사역과 Leadership"
...Organizational powerholders must solve problems and make decisions regarding people (Hollander, 1978); form coalitions, in part by responding to other people’s concerns and developing relationships with them (Kanter, 1983; Kaplan, 1986); display not only task-oriented behavior, but also relationship-oriented behavior, according to situational demands (Bass, 1985; Burns, 1978; Fleishman, 1953; Halpin & Winer, 1957; Hill, 1969; Kahn, Wolfe, Quinn, & Snoelk, 1964); respond to human as well as task concerns (Blake & Mouton, 1982; Conger & Kanungo, 1987); and interpret performance information about subordinates (Green & Mitchell, 1979) All of these processes, it would seem, should demand the competent use of attention—in particular, Xexible attention directed toward objects that help fulWll the organization’s goals....
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...…1983; Kaplan, 1986); display not only task-oriented behavior, but also relationship-oriented behavior, according to situational demands (Bass, 1985; Burns, 1978; Fleishman, 1953; Halpin & Winer, 1957; Hill, 1969; Kahn, Wolfe, Quinn, & Snoelk, 1964); respond to human as well as task concerns…...
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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