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 paper, the authors argue that thinking about power involves mental simulations of vertical location, and that judgments of a leader's power and information on a vertical location are interrelated.
Abstract: Leadership implies power. We argue, from a social embodiment perspective, that thinking about power involves mental simulations of vertical location. Three studies tested whether judgments of leaders’ power and information on a vertical location are interrelated. In Studies 1a-c, participants judged a leader's power after being presented with, among other information, an organization chart containing either a long or a short vertical line. A longer vertical line increased judged power. Study 2 showed that this effect persists when longer (vs. shorter) vertical lines are presented in an independent priming task and not in an organization chart, and that horizontal lines do not have the same effect. Finally, Studies 3a and 3b showed the reverse causal effect: Information about a leader’s power influenced participants’ vertical positioning of a leader’s box in an organization chart and of a leader picture into a team picture. Implications for leadership communication are discussed.
205 citations
TL;DR: In this paper, a study with 416 R&D employees showed that transformational leadership promotes followers' creativity but at the same time increases followers' dependency which in turn reduces their creativity.
Abstract: Leadership research has focused on the positive effects of transformational and charismatic leadership but has neglected the negative side effects. Addressing this gap, we analysed followers' dependency on the leader as a relevant negative side effect in the relationship between transformational leadership and followers' creativity and developed an integrative framework on parallel positive and negative effects of transformational leadership. As expected, results from a study with 416 R&D employees showed that transformational leadership promotes followers' creativity but at the same time increases followers' dependency which in turn reduces their creativity. This negative indirect effect attenuates the positive influence of transformational leadership on followers' creativity.
205 citations
Cites background from "기독교 사역과 Leadership"
...Originally introduced by Burns (1978) and further developed by Bass (1985), the concept of transformational leadership has found unique acceptance in the literature on management (Antonakis and House, 2002; Lowe and Gardner, 2000)....
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TL;DR: This article examined the role of involvement in leadership learning using the social change model and found that college students can and do increase their leadership skills during the college years, and that this increase can be attributed in part to collegiate involvement.
Abstract: The development of students as leaders remains a central goal for institutions of higher education as evidenced by mission statements and the increased presence of leadership development programs on college campuses (Astin & Astin, 2000; Boatman, 1999; Council for the Advancement of Standards in Higher Education, 1999; McIntire, 1989; Zimmerman-Oster & Burkhardt, 1999). Additionally, research indicates that college students can and do increase their leadership skills during the college years (Pascarella & Terenzini, 2005), and that this increase can be attributed in part to collegiate involvement (Astin, 1993). These findings complement the growing number of leadership models that specifically target college students, including the relational leadership model (Komives, Lucas, & McMahon, 1998), the social change model (Higher Education Research Institute [HERI], 1996), the leadership challenge/ Student Leadership Practices Inventory (Posner, 2004; Posner & Brodsky, 1992), and the leadership identity development model (Komives, Owen, Longerbeam, Mainella, & Osteen, 2004; Komives, Owen, Longerbeam, Mainella, & Osteen, 2005). In most cases, however, a gap exists between research on college student leadership and the models used in practice. Researchers’ use of general measures of leadership development rather than those tied to existing models has contributed to a scarcity of empirical studies grounded in the theory that informs leadership practice. The purpose of this study is to examine leadership development as well as the role of involvement in leadership learning using the social change model.
204 citations
Cites background from "기독교 사역과 Leadership"
...This perspective, also referred to as the postindustrial paradigm, suggests that leadership is a relational, transformative, process-oriented, learned, and change-directed phenomenon (Rogers, 2003; Rost, 1993)....
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TL;DR: Main findings show leaders are key actors in the development of a digital culture: they need to create relationships with multiple and scattered stakeholders, and focus on enabling collaborative processes in complex settings, while attending to pressing ethical concerns.
Abstract: Digital technology has changed organizations in an irreversible way. Like the movable type printing accelerated the evolution of our history, digitalization is shaping organizations, work environment and processes, creating new challenges leaders have to face. Social science scholars have been trying to understand this multifaceted phenomenon, however, findings have accumulated in a fragmented and dispersed fashion across different disciplines, and do not seem to converge within a clear picture. To overcome this shortcoming in the literature and foster clarity and alignment in the academic debate, this paper provides a comprehensive analysis of the contribution of studies on leadership and digitalization, identifying patterns of thought and findings across various social science disciplines, such as management and psychology. It clarifies key definitions and ideas, highlighting the main theories and findings drawn by scholars. Further, it identifies categories that group papers according to the macro level of analysis (e-leadership and organization, digital tools, ethical issues, and social movements), and micro level of analysis (the role of C-level managers, leader's skills in the digital age, practices for leading virtual teams). Main findings show leaders are key actors in the development of a digital culture: they need to create relationships with multiple and scattered stakeholders, and focus on enabling collaborative processes in complex settings, while attending to pressing ethical concerns. With this research, we contribute to advance theoretically the debate about digital transformation and leadership, offering an extensive and systematic review, and identifying key future research opportunities to advance knowledge in this field.
204 citations
Cites background from "기독교 사역과 Leadership"
...Ethics in leadership roles has been an issue of concern to scholars especially since the emergence of the transformational leadership paradigm (Burns, 1978; Bass and Avolio, 1993)....
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...Looking at leaders’ relationships with their teams, scholars refer to the following main theories: transactional leadership theory, transformational leadership theory (Burns, 1978; Bass, 1981, 1985), and leader-member exchange theory (LMX; Graen and Scandura, 1987)....
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TL;DR: In this paper, the authors argue that while sensemaking will never replace leadership as a focus or topic of interest, to understand leadership as an example of sensemaking process helps illustrate more clearly what happens in the daily doing of leading.
Abstract: This article aims to challenge some of the assumptions which we make in our understanding of leadership, through empirical illustration from a large organization where a chief executive endeavours to ‘lead’ global change. The continuing search for the Holy Grail, which seems to characterize interest in leadership, implies that research efforts are perhaps being directed at ‘solving the wrong problem’. Leadership as a form of social influence is hard to distinguish from many other influences in relationships between people yet, it is argued, its emphasis on moving towards future action encourages a conception not dissimilar to organizing. The case analysis developed in this article goes on to reframe leadership as an example of sensemaking. It concludes that while sensemaking will never replace leadership as a focus or topic of interest, to understand leadership as a sensemaking process helps illustrate more clearly what happens in the daily doing of leading.
204 citations
Cites background from "기독교 사역과 Leadership"
...We have had decades of work on traits, styles, contingency theories and more recently, ‘new’ theories of leadership (summarized for example in Bryman, 1996)....
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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