scispace - formally typeset
Search or ask a question

기독교 사역과 Leadership

유화자
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
More filters
Journal Article•DOI•
Leadership, Moral Development, and Citizenship Behavior

[...]

Jill W. Graham
01 Feb 1995-Business Ethics Quarterly
TL;DR: This paper found that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success.
Abstract: This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance.

169 citations

Journal Article•DOI•
Transformational and Transactional Leadership in Martial Arts

[...]

Jens Rowold1•
University of Münster1
01 Dec 2006-Journal of Applied Sport Psychology
TL;DR: In this paper, the authors examined students' perceptions of sport coaches' leadership behaviors in a martial arts setting, and tested the factorial validity of the Multifactor Leadership Questionnaire (MLQ-5X), the standard instrument for assessing a range of transformational, transactional, and nonleadership scales.
Abstract: This study sought to provide information about both the range and effectiveness of distinct leadership styles of sport coaches. Examining students' perceptions (N = 186) of sport coaches' leadership behaviors in a martial arts setting, this study tested the factorial validity of the Multifactor Leadership Questionnaire (MLQ-5X), the standard instrument for assessing a range of transformational, transactional, and nonleadership scales. The results supported a nine-factor structure of the MLQ-5X, confirming recent empirical analyses (Antonakis, Avolio, & Sivasubramaniam, 2003). Although transactional leadership was significantly related to leaders' effectiveness, transformational leadership added unique variance beyond that of transactional leadership for predicting leader effectiveness. This lends further support for the augmentation effect of transformational leadership. In combination, the results allow for a more thorough description of sport coaches' effective leadership behaviors.

168 citations

Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) first drew a distinction between transactional and transformational leadership....

    [...]

Journal Article•DOI•
Emerging Definitions of Leadership in Higher Education

[...]

Pamela L. Eddy1, Kim E. VanDerLinden•
Central Michigan University1
01 Jul 2006-Community College Review
TL;DR: The higher education literature suggests that alternative leadership styles are replacing the traditionally held definitions of leadership and provide new and different (and possibly superior) ways of providing alternative and different ways of leadership as mentioned in this paper.
Abstract: The higher education literature suggests that alternative leadership styles are replacing the traditionally held definitions of leadership and provide new and different (and possibly superior) ways...

168 citations

Cites background from "기독교 사역과 Leadership"

  • ...Building on the research by Bass (1985) and Burns (1978) that argued transformational leaders sought to heighten followers’ awareness about issues of consequence and change follower’s’ goals and beliefs, Roueche, Baker, and Rose (1989) examined and categorized exemplary community college leaders…...

    [...]

  • ...leadership (Bensimon & Neumann, 1993), servant leadership (Greenleaf, 1977; Spears & Lawrence, 2003), transformative leadership (Burns, 1978), inclusive leadership (Helgesen, 1995), and the role of followership (Kelley, 1998) have replaced the traditional discussions of the ‘great man’ or ‘hero’ leader....

    [...]

  • ...…1997), team leadership (Bensimon & Neumann, 1993), servant leadership (Greenleaf, 1977; Spears & Lawrence, 2003), transformative leadership (Burns, 1978), inclusive leadership (Helgesen, 1995), and the role of followership (Kelley, 1998) have replaced the traditional discussions of the…...

    [...]

  • ...Transactional and transformational leadership is based on the shared nature of the relationships between leaders and followers (Burns, 1978)....

    [...]

  • ...Transactional and transformational leadership is based on the shared nature of the relationships between leaders and followers (Burns, 1978)....

    [...]

Journal Article•DOI•
Integrated Leadership: How Principals and Teachers Share Transformational and Instructional Influence.

[...]

Susan M. Printy, Helen M. Marks, Alex J. Bowers
01 Sep 2009-The Journal of School Leadership
TL;DR: This paper argued that transformational leadership by the principal appears to be a precondition of shared instructional leadership in schools, but it does not guarantee that principals and teachers will collaborate on collaborative work.
Abstract: Transformational leadership by the principal appears to be a precondition of shared instructional leadership in schools, but it does not guarantee that principals and teachers will collaborate on c...

167 citations

Cites background from "기독교 사역과 Leadership"

  • ...Transformational leadership, introduced by Burns (1978) and specified by Bass (1985), set off a rapid course of theorizing and research in multiple organizational contexts, including schools....

    [...]

  • ...Under the transformational model, the leader seeks to redefine the purposes of organizational work to capture the values, aspirations, needs, and expectations of leaders and followers and to allocate resources toward the common good (Burns, 1978)....

    [...]

Journal Article•DOI•
The psychological interface between the coach-created motivational climate and the coach-athlete relationship in team sports

[...]

Alkisti Olympiou, Sophia Jowett, Joan L. Duda
01 Dec 2008-Sport Psychologist
TL;DR: Jowett and Ntoumanis as discussed by the authors investigated the motivational significance of the coach-athlete relationship in team sports and found that the perceived task-involving features of the coaching climate, in which role importance, co-operation, and improvement are emphasized, were associated with experiencing higher levels of closeness, commitment, and complementarity with the coach.
Abstract: The study’s objective was to investigate the motivational significance of the coach-athlete relationship in team sports. 591 athletes completed the Perceived Motivational Climate in Sport Questionnaire (Newton, Duda, & Yin, 2000) to assess perceptions of the coach-created motivational climate and two Coach-Athlete Relationship Questionnaires to assess direct perceptions (Jowett & Ntoumanis, 2004) and meta-perceptions (Jowett, in press) of the relationship quality. Canonical correlation analyses revealed that the perceived task-involving features of the coaching climate, in which role importance, co-operation, and improvement are emphasized, were associated with experiencing higher levels of closeness, commitment, and complementarity with the coach. Perceptions of the ego-involving features of the coach-created environment which emphasizes punitive responses to mistakes, rivalry, and unequal recognition were associated with lower levels of perceived closeness, commitment, and complementarity with the coach...

165 citations

Cites background from "기독교 사역과 Leadership"

  • ..., behaviors the coach actually manifests in training and/or competition as a result of his/her characteristics), and preferred (i.e., behaviors the athletes prefer their coaches to manifest as a result of their characteristics and characteristics of their sport; Chelladurai, 1993)....

    [...]

  • ...Duda and Balaguer (1999) attempted to fill this gap by proposing an integrated conceptual model that considers two popular coach leadership models, namely, the multidimensional model (Chelladurai, 1993) and the mediational model (Smoll & Smith, 1989), as well as an achievement motivation framework (Nicholls, 1984)....

    [...]

  • ...…actual (i.e., behaviors the coach actually manifests in training and/or competition as a result of his/her characteristics), and preferred (i.e., behaviors the athletes prefer their coaches to manifest as a result of their characteristics and characteristics of their sport; Chelladurai, 1993)....

    [...]

  • ...…(1999) attempted to fill this gap by proposing an integrated conceptual model that considers two popular coach leadership models, namely, the multidimensional model (Chelladurai, 1993) and the mediational model (Smoll & Smith, 1989), as well as an achievement motivation framework (Nicholls, 1984)....

    [...]

References
More filters
Journal Article•DOI•
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

[...]

George B. Graen1, Mary Uhl-Bien2•
University of Cincinnati1, University of Alaska Anchorage2
01 Jun 1995-Leadership Quarterly
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

Journal Article•DOI•
Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

[...]

Philip M. Podsakoff1, Scott B. MacKenzie1, Julie Beth Paine1, Daniel G. Bachrach1•
Indiana University1
01 Jun 2000-Journal of Management
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

Journal Article•DOI•
Transformational and transactional leadership: a meta-analytic test of their relative validity.

[...]

Timothy A. Judge1, Ronald F. Piccolo1•
University of Florida1
01 Oct 2004-Journal of Applied Psychology
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

Journal Article•DOI•
Ethical leadership: A social learning perspective for construct development and testing

[...]

Michael E. Brown1, Linda Klebe Treviño1, David A. Harrison1•
Pennsylvania State University1
01 Jul 2005-Organizational Behavior and Human Decision Processes
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

Journal Article•DOI•
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature

[...]

Kevin B. Lowe1, K. Galen Kroeck2, Nagaraj Sivasubramaniam3•
University of North Carolina at Greensboro1, Florida International University2, Binghamton University3
01 Sep 1996-Leadership Quarterly
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