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 examined the underlying processes through which transformational and active transactional leadership affects followers' organizational identification in a survey study and provided additional support for transformational leadership theory by demonstrating a motivational mechanism through which followers identify with their organizations.
Abstract: We examined the underlying processes through which transformational and active transactional leadership affects followers’ organizational identification in a survey study. Using a sample of managers across different industries, we found that followers’ psychological empowerment, including competence, impact, meaning, and self-determination, partially mediated the effect of transformational leadership and active transactional leadership on followers’ organizational identification. Furthermore, transformational leadership explained variance in followers’ organizational identification and psychological empowerment above and beyond active transactional leadership. These findings provide additional support for transformational leadership theory by demonstrating a motivational mechanism through which followers identify with their organizations. Theoretical contributions and practical implications are discussed.
165 citations
Cites background from "기독교 사역과 Leadership"
...Yet, implicit in the conceptualizations of transformational leaders is the ability to “transform” followers into leaders (Bass, 1985; Burns, 1978)....
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...Transformational Leadership Transformational leadership was proposed by Burns (1978) and further expanded upon by Bass and others (e.g., Bass, 1985; Bass & Avolio, 1997; Bass & Riggio, 2006; Sosik & Jung, 2010)....
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...The primary contribution and implication of this study for both researchers and managers is to reinforce the value of transformational leadership (Bass, 1985; Burns, 1978)....
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TL;DR: In this paper, the authors examined the relationship between principal managerial, instructional, and transformational leadership and student achievement in public high schools and found that the principal's ability to identify a vision and provide an appropriate model had the greatest relationship to achievement.
Abstract: This statewide study examined the relationships between principal managerial, instructional, and transformational leadership and student achievement in public high schools. Differences in student achievement were found when schools were grouped according to principal leadership factors. Principal leadership behaviors promoting instructional and curriculum improvement were linked to achievement. Within transformational leadership, the principal’s ability to identify a vision and provide an appropriate model had the greatest relationship to achievement. Principal educational level also positively correlated with each leadership factor.
165 citations
TL;DR: In this article, the authors investigated the relationship between transformational leadership and subordinates' and superiors' ratings of satisfaction, effectiveness, and work motivation, and found that transformational leaders were strongly associated with the outcome mea...
Abstract: Transformational leadership is postulated to take different shapes in various cultural contexts. The aim of this study was to investigate transformational leadership in Norway. Two research questions were addressed. First, the relationship between transformational leadership and subordinates' and superiors' ratings of satisfaction, effectiveness, and work motivation, and, second the relationship between transformational leadership and personality. A sample of 100 mid-level Norwegian managers employed in five different companies completed Cattell's Sixteen Personality Factors Questionnaire (16PF). Four scales from the 16PF were included in the subsequent analyses: warmth, reasoning, openness to change, and tension. For each manager, ratings of leadership behaviour and outcomes were obtained from one superior and two subordinates using the Multifactor Leadership Questionnaire (MLQ). Hierarchical multiple regression analyses showed that transformational leadership was strongly associated with the outcome mea...
164 citations
Cites background from "기독교 사역과 Leadership"
...…theories, which focused mainly on rational processes, theories of transformational and charismatic leadership (House, 1977) emphasize emotions and values (Yukl, 1998) and imply that ‘‘leaders and followers raise one another to higher levels of morality and motivation’’ (Burns, 1978, p. 20)....
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...Burns (1978) argued that where transactional leaders motivate subordinates to perform as expected, the transforming leader typically inspires followers to perform better than originally expected....
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...These abilities are similar to those described as being involved in transformational leadership (Bass, 1985; Burns, 1978)....
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TL;DR: This article proposed a framework for examining the effectiveness of empowering leadership that considers the feasibility of non-linear main effects of empowerment on work-related outcomes, the possibility of reverse causation between empowering leadership and work related outcomes, and potential contradictory mediating mechanisms through which empowering leadership influences workrelated outcomes.
Abstract: Based on a review of empirical literature on empowering leadership, given incongruent and mixed results, the current work suggests reconsidering the effectiveness of empowering leadership We propose a framework for examining the effectiveness of empowering leadership that considers: 1) feasibility of non-linear main effects of empowering leadership on work-related outcomes, 2) possibility of reverse causation between empowering leadership and work-related outcomes, 3) potential contradictory mediating mechanisms through which empowering leadership influences work-related outcomes, 4) consideration of boundary conditions which could alter the relationships between empowering leadership and work-related outcomes, and 5) consideration of levels-of-analysis and multilevel issues in empowering leadership Our framework considers the multifaceted nature of empowering leadership and offers a guiding tool for advancing future research in this area
164 citations
TL;DR: A theoretical model developed to explore the mediating effect of organizational culture and knowledge sharing on transformational leadership and ERP success suggests that development culture has direct impact on ERPSuccess, while hierarchical culture, group and rational culture are indirectly related with ERPsuccess, mediated by explicit and tacit knowledge sharing.
161 citations
Cites background from "기독교 사역과 Leadership"
...Burns (1978) was the first author to propose transformational and transactional leadership and used them to describe political leaders....
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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