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.
Citations
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TL;DR: It is suggested that “self-concordant” goal selection is a difficult self-perceptual skill, with important ramifications for thriving and causes of personality thriving and growth.
Abstract: Pursuing personal goals is an important way that people organize their behavior and mature as individuals. However, because people are typically unaware of their own implicit motivations and potentials, they may pick goals that do not serve them well. This article suggests that "self-concordant" goal selection is a difficult self-perceptual skill, with important ramifications for thriving. Various means of conceptualizing and measuring goal self-concordance are considered. Then, relevant literature is reviewed to show that goal self-concordance, as assessed by a self-determination theory methodology, is predicted by goal/motive fit; that goal self-concordance in turn predicts more persistent goal effort and, thus, better goal attainment over time; and that self-concordant goal selection is enhanced by personality variables and interpersonal contexts that promote accurate self-insight and personal autonomy. Implications for the nature of the self, the causes of personality thriving and growth, and the free will question are considered.
157 citations
Additional excerpts
...As a third organizational example, Bono and Judge (2003) showed, in two studies, that transformational leaders (Burns, 1978) enable workers to select goals which they then rated as higher in self-concordance....
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TL;DR: Li et al. as discussed by the authors identified the influencing processes that underlie the effect of the three paternalistic leadership dimensions on subordinates' work performance and organizational citizenship behaviours, and found that perceived interactional justice mediated the effects of moral leadership and benevolent leadership on trust-in-supervisor.
Abstract: This study identifies the influencing processes that underlie the effect of the three paternalistic leadership dimensions on subordinates' work performance/ organizational citizenship behaviours. The results, based on data collected from private firms in China, showed that perceived interactional justice mediated the effects of moral leadership and benevolent leadership on trust-in-supervisor. However, perceived interactional justice did not mediate the relationship between authoritarian leadership and trust-in-supervisor. In addition, trust-in-supervisor was found to be positively associated with work performance and organizational citizenship behaviours. Cultural and practical implications and future research directions are also discussed.
156 citations
TL;DR: A meta-analysis of perceived LAS in work settings showed LAS correlated strongly and positively with autonomous work motivation, and was unrelated to controlled work motivation.
Abstract: Leader autonomy support (LAS) refers to a cluster of supervisory behaviors that are theorized to facilitate self-determined motivation in employees, potentially enabling well-being and performance. We report the results of a meta-analysis of perceived LAS in work settings, drawing from a database of 754 correlations across 72 studies (83 unique samples, N = 32,870). Results showed LAS correlated strongly and positively with autonomous work motivation, and was unrelated to controlled work motivation. Correlations became increasingly positive with the more internalized forms of work motivation described by self-determination theory. LAS was positively associated with basic needs, well-being, and positive work behaviors, and was negatively associated with distress. Correlations were not moderated by the source of LAS, country of the sample, publication status, or the operationalization of autonomy support. In addition, a meta-analytic path analysis supported motivational processes that underlie LAS and its consequences in workplaces. Overall, our findings lend support for autonomy support as a leadership approach that is consistent with self-determination and optimal functioning in work settings.
156 citations
TL;DR: In this paper, the authors introduce a new scale to measure executive servant leadership, situating the need for this scale within the context of ethical leadership and its impacts on followers, organizations and the greater society.
Abstract: This article introduces a new scale to measure executive servant leadership, situating the need for this scale within the context of ethical leadership and its impacts on followers, organizations and the greater society. The literature on servant leadership is reviewed and servant leadership is compared to other concepts that share dimensions of ethical leadership (e.g., transformational, authentic, and spiritual leadership). Next, the Executive Servant Leadership Scale (ESLS) is introduced, and its contributions and limitations discussed. We conclude with an agenda for future research, describing ways the measure can be used to test hypotheses about organizational moral climate, ethical organizational culture, corporate responsibility, and institutional theory.
155 citations
Cites background from "기독교 사역과 Leadership"
...Further, internal processes generate the actions of both transactional and transformational leaders in the form of both high and low quality exchange relationships (See Bass, 1985; Burns, 1978; Dienesch and Liden, 1986; Graen et al., 1982; Kuhnert and Lewis, 1987; Landy, 1985)....
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...This is a form of high quality transaction wherein modal values are exchanged through constant modeling and dialog in an attempt to actualize the needs of both parties (Burns, 1978; Kuhnert and Lewis, 1987) as well as to meet or exceed organizational goals....
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...As part of the process of actualizing the needs of both the leader and follower, exchangeable values such as commitment, respect, and trust, or what Burns (1978) called modal values come into play....
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...This has led scholars to grapple with fundamental questions such as ‘‘What is ethical leadership?’’...
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TL;DR: Results indicated athlete satisfaction was not dependent on the congruence between preferred and perceived leadership behavior, and while athlete gender was responsible for some variance in preferences for autocratic behavior and positive feedback behavior, the gender of the athlete's coach had a significant effect on the athletes' preferences for social support behavior.
Abstract: The study investigated: (a) the congruency hypothesis, and (b) the member characteristics hypotheses relating to ability and gender, of Chelladurai's (1978) Multidimensional Model of Leadership. One hundred forty-eight tennis players (77 women) competing at the NCAA Division I and II Tennis Championship level participated in the study. Results indicated athlete satisfaction (Athlete Satisfaction Scale; Riemer & Chelladurai, 1998) was not dependent on the congruence between preferred and perceived leadership behavior. Other results indicated that an athlete's level of ability did affect preferences for leadership behavior. Further, while athlete gender was responsible for some variance in preferences for autocratic behavior and positive feedback behavior, the gender of the athlete's coach had a significant effect on the athlete's preferences for social support behavior.
153 citations
Cites background or methods from "기독교 사역과 Leadership"
...One such variable might be the task environment, because it is also considered to be an antecedent of leadership preferences (Chelladurai, 1993)....
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...One of the few theoretical frameworks advanced for studying leadership in the athletic context has been Chelladurai's Multidimensional Model of Leadership (MML; Chelladurai, 1993)....
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...The latest version of the model (Chelladurai, 1993) is presented in Figure 1....
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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