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 explore the territory of leading as an embodied activity through the lens of the aesthetic category of "the beautiful" and identify three key aspects of leading beautifully: mastery, congruence between form and content, and purpose.
Abstract: This paper explores the territory of leading as an embodied activity through the lens of the aesthetic category of ‘the beautiful’. Its starting point is that although much of the literature about effective leadership practice focuses on leadership behaviours, little is written about the way in which those behaviours are actually enacted. The musician, Bobby McFerrin serves as a case study for identifying three key aspects of leading beautifully: mastery, congruence between form and content, and purpose. These are further considered through reference to the concept of beauty as theorised by the philosophers Plato and Plotinus. The paper then considers how ‘leading beautifully’ might differ from other conceptualisations of leadership and discusses the particular insight it brings to understanding the nature of leading as a relational phenomenon.
194 citations
TL;DR: Denis et al. as discussed by the authors examined the influence of a health and social care context on attempts to enact distributed leadership and identified boundary conditions or the limits to distributing leadership in Health and Social care.
Abstract: This paper examines leadership in practice, specifically the interaction of leaders and followers, taking account of context (Spillane, J.P. (2006). Distributed Leadership. San Francisco, CA: Jossey Bass). Employing Gronn's dimensions of concertive action and conjoint agency (Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13, pp. 423-451), different conceptualizations of distributed leadership (DL) are examined, and the influence of a health and social care context on attempts to enact DL is analysed. In so doing, boundary conditions or the limits to distributing leadership in health and social care are identified. The analysis suggests that the collective leadership DL model presented by Denis et al. (Denis, J.-L., Lamothe, L. and Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44, pp. 809-837) is most likely to be enacted in the face of policy and professional pressures towards more concentrated leadership. However, where DL does not encompass conjoint agency, it will tend towards more towards 'nobody in charge' (Buchanan, D. A., Addicott, R., Fitzgerald, L., Ferlie, E. and Baeza, J.I. (2007). Nobody in charge: distributed change agency in healthcare. Human Relations, 60, pp. 1065-1090) or collaborative leadership (Huxham, C. and Vangen, S. (2000). Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world. Academy of Management Journal, 43, pp. 1159-1175). Following the analysis, the authors argue that researchers need to move beyond a reified concept of DL, and ask a more straightforward question of how power is distributed. As Gosling et al. suggest (Gosling, J., Bolden, R. and Petrov, G. (2009). Distributed leadership in higher education: what does it accomplish? Leadership, 5, pp. 299-310), DL evokes an aspiration for the way leadership is configured, and draws attention to iterative relations between leadership, followership and context, but it is a conception of leadership that requires unpacking. This conceptual analysis, applied to health and social care, is offered in pursuit of this aim.
192 citations
Cites background from "기독교 사역과 Leadership"
...It was first suggested by Gibb (1954), but lay dormant until its rediscovery by Brown and Hosking (1986)....
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TL;DR: In this paper, the authors build on multicultural education and education for social justice and equity, which is the primary leadership response to inclusive and equitable education, and investigate the role of multicultural education in the creation of equitable education.
Abstract: Background: Educational leadership for social justice and equity is the primary leadership response to inclusive and equitable education. This inquiry builds on multicultural education and educatio...
186 citations
Cites background from "기독교 사역과 Leadership"
...With some of the most recognized models of leadership practice being managerial (Bass, 1990), instructional (Blase & Blase, 2004), transactional (Burns, 1979, 2003), transformational (Avolio, 2005; Bass, 1990; Burns, 2003), moral (Sergiovanni, 2007), and situational (Hersey & Blanchard, 1988;…...
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TL;DR: A systems model of leadership is reviewed, a synthesis of wisdom, creativity, and intelligence (WICS), which relates the current model to other extant models of leadership.
Abstract: This article reviews a systems model of leadership. According to the model, effective leadership is a synthesis of wisdom, creativity, and intelligence (WICS). It is in large part a decision about how to marshal and deploy these resources. One needs creativity to generate ideas, academic (analytical) intelligence to evaluate whether the ideas are good, practical intelligence to implement the ideas and persuade others of their worth, and wisdom to balance the interests of all stakeholders and to ensure that the actions of the leader seek a common good. The article relates the current model to other extant models of leadership.
184 citations
Cites background from "기독교 사역과 Leadership"
...Transformational approaches to leadership can be seen as originating in the work of Burns (1978), although they have been greatly developed since then (Avolio & Bass, 1995; Bass, 1985, 1998, 2002; Bass & Avolio, 1994; Bass, Avolio, & Atwater, 1996; Sashkin, 2004)....
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TL;DR: In this article, the authors explore the nature of influences that parents exert on the quality of the dyadic coach-athlete relationship and propose a conceptual model as a guiding framework for the study, which incorporates Sprecher, Felmlee, Orbuch, and Willets' notion of social networks and Jowett and Cockerill's (2002) conceptualization of coach athlete relationships.
Abstract: The study aims to explore the nature of influences that parents exert on the quality of the dyadic coach-athlete relationship. A conceptual model was proposed as a guiding framework for the study. The proposed model incorporates Sprecher, Felmlee, Orbuch, and Willets’ (2002) notion of social networks and Jowett and Cockerill’s (2002) conceptualization of coach-athlete relationships. Fifteen participants from five coach-athleteparent triads were interviewed, and content analysis revealed that athletes’ parents (a “psychologically significant” network member) provided a range of information, opportunities, and extensive emotional support, all of which influenced the quality of the coach-athlete relationship as defined by closeness, commitment, and complementarity. Results are discussed based on previous relevant research along with recommendations for future research directions and practical applications.
184 citations
Cites background from "기독교 사역과 Leadership"
...Both leadership (Chelladurai, 1993) and relationship (Jowett, 2005; Jowett & Cockerill, 2003) approaches have referred to coaches ̓capacity to adapt to the situation and the needs of the athlete....
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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