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 explored values and beliefs held by faculty and administrators that influenced the evaluation of service as a scholarship for promotion and tenure in four colleges/units of education, and found that such change efforts will not endure unless its members hold values and belief that support the change.
Abstract: Faculty struggles with promotion and tenure have caused many institutions to expand the definition of scholarship used in promotion. Schein's (1992) theory of organizational culture suggests that such change efforts will not endure unless its members hold values and beliefs that support the change. This study explored values and beliefs held by faculty and administrators that influenced the evaluation of service as scholarship for promotion and tenure in four colleges/units of education.
176 citations
Cites background from "기독교 사역과 Leadership"
...By doing this, the institution and individual members might “evoke their better nature” (Burns, 1978, qtd. in Bolman and Deal, 1991, p. 314) and decide to work toward greater congruence between what they say they value and what really counts in faculty rewards....
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TL;DR: In this article, the authors explore why narcissists perform counterproductive work behavior and offer advice on what organizations can do to prevent narcissists' counterproductivity, and propose a Narcissistic Leaders and Dominance Complementarity Model to predict leadership effectiveness.
Abstract: Narcissism has become an increasingly popular research topic in recent years. We describe why it is beneficial for organizational researchers to study narcissism due to its two strongest organizational correlates: counterproductive work behavior and leadership. We explore why narcissists perform counterproductive work behavior and offer advice on what organizations can do to prevent narcissists' counterproductivity. Subsequently, we discuss narcissism's relationship with leadership effectiveness, and propose a Narcissistic Leaders and Dominance Complementarity Model, which examines the dynamic interaction of narcissistic leaders' characteristics with those of their followers to predict leadership effectiveness. Finally, we suggest four areas of management that may benefit from incorporating narcissism as a determinant of their respective organizational outcomes of interest: international management, social issues in management/corporate social responsibility, entrepreneurship, and negotiation.
176 citations
Cites background from "기독교 사역과 Leadership"
...As leadership scholarship has matured, it has become increasingly apparent that leadership is not just about the leader (Day, 2012; Uhl-Bien, 2006)....
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TL;DR: In this article, the authors investigated the impact of Autocratic and Democratic Leadership style on job satisfaction in private and public school teachers and found that leadership style has a positive impact on the job satisfaction of teachers.
Abstract: This current research investigates the impact of Autocratic and Democratic Leadership style on job satisfaction in private and public school. For this purpose a questionnaire was developed and validated. There were twenty three items in all. The items were based on five point scale ( from almost always to almost never).The data were collected from two hundred and five (205) teachers of both public and private schools (one hundred and five public school teachers and one hundred private school teachers). For statistical analysis Mean, Standard Deviation, T-Test, ANOVA, Co relation and Regression Analysis were used. It was found that Leadership style has a positive impact on job satisfaction and public teachers have high level of job satisfaction rather than private teachers.
176 citations
TL;DR: In this article, the authors examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships and found that underestimator dyads experience the highest quality of relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness.
Abstract: This study examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-protege dyads were classified as overestimators, underestimators, or in agreement based on the difference between mentor’s self-rating and protege’s rating of mentor’s transformational leadership behaviors. Results of multivariate analysis of variance indicated that underestimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.
174 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership involves behaviors that form “a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents” (Burns, 1978, p. 4)....
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...Schriescheim, 1994) have identified transformational leadership (Bass, 1985, 1998; Burns, 1978) as a particularly effective set of behaviors for mentors to exhibit....
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...Group & Organization Management, Vol. 25 No. 3, September 2000 291-317 © 2000 Sage Publications, Inc. 291 Schriescheim, 1994) have identified transformational leadership (Bass, 1985, 1998; Burns, 1978) as a particularly effective set of behaviors for mentors to exhibit....
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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