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 examine a number of key concepts, ideas and themes in relation to distributed leadership, and highlight the insights offered through new contributions and interpretations, and propose a means by which forms of DL might be conceptualized to be better incorporated into researchers' scholarship and research.
Abstract: This special issue addresses a number of the key themes that have been surfacing from the literature on distributed leadership (DL) for some time. Together with those papers selected to be included in this special issue, the authors set out both to explore and contribute to a number of the current academic debates in relation to DL, while at the same time examining the extent to which research on DL has permeated the management field. The paper examines a number of key concepts, ideas and themes in relation to DL and, in so doing, highlights the insights offered through new contributions and interpretations. The paper offers a means by which forms of DL might be conceptualized to be better incorporated into researchers' scholarship and research, and a framework is presented which considers a number of different dimensions of DL, how it may be planned, and how it may emerge, together with how it may or may not align with other organizational activities and aspects. © 2011 The Authors. International Journal of Management Reviews © 2011 British Academy of Management and Blackwell Publishing Ltd.
149 citations
Cites background from "기독교 사역과 Leadership"
...It represents the variation of © 2011 The Authors International Journal of Management Reviews © 2011 British Academy of Management and Blackwell Publishing Ltd. possibilities of the two forms of DL presented by Gibb (1954, 1968)....
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...…the same author argued that ‘leadership is probably best conceived as a group quality, as a set of functions which must be carried out by the group’ (Gibb 1954, p. 844); as a result, there was a © 2011 The Authors International Journal of Management Reviews © 2011 British Academy of Management…...
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...…Gibb recognized emergent and holistic patterns of leadership, including that of a conjoint agency, occurring in a variety of multi-member group settings: for example, in groups there was a ‘tendency for leadership to pass from one individual to another as the situation changes’ (Gibb 1954, p. 902)....
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TL;DR: It can be concluded that leadership is spread throughout the team; informal leaders rather than the captain take the lead, both on and off the field.
Abstract: Although coaches and players recognise the importance of leaders within the team, research on athlete leadership is sparse. The present study expands knowledge of athlete leadership by extending the current leadership classification and exploring the importance of the team captain as formal leader of the team. An online survey was completed by 4,451 participants (31% females and 69% males) within nine different team sports in Flanders (Belgium). Players (N = 3,193) and coaches (N = 1,258) participated on all different levels in their sports. Results revealed that the proposed additional role of motivational leader was perceived as clearly distinct from the already established roles (task, social and external leader). Furthermore, almost half of the participants (44%) did not perceive their captain as the principal leader on any of the four roles. These findings underline the fact that the leadership qualities attributed to the captain as the team’s formal leader are overrated. It can be concluded ...
148 citations
Cites background from "기독교 사역과 Leadership"
...Moreover, most studies have concentrated on the coach of a team (see Chelladurai, 1994; Chelladurai & Riemer, 1998 for reviews), even though leadership needs not to be restricted to the coach; players within the team can also fulfil important leadership functions (Northouse, 2010)....
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TL;DR: This article critically review more than a decade of nursing scholarship on the transformational model of leadership and its empirical evidence, and questions whether the uncritical adoption of the Transformational model has resulted in a limited interpretation of nursing leadership.
Abstract: Effective nurse leadership is positioned as an essential factor in achieving optimal patient outcomes and workplace enhancement. Over the last two decades, writing and research on nursing leadership has been dominated by one conceptual theory, that of transformational leadership. This theoretical framework has provided insight into various leader characteristics, with research findings presented as persuasive evidence. While elsewhere there has been robust debate on the merits of the transformational model of leadership, in the nursing literature, there has been little critical review of the model and the commonly used assessment instruments. In this article, we critically review more than a decade of nursing scholarship on the transformational model of leadership and its empirical evidence. Applying a critical lens to the literature, the conceptual and methodological weaknesses of much nursing research on this topic, we question whether the uncritical adoption of the transformational model has resulted in a limited interpretation of nursing leadership. Given the limitations of the model, we advocate embracing new ways of thinking about nursing leadership.
146 citations
TL;DR: The authors examined whether the intrinsic motivation levels of first-year college athletes changed from pre- to post-season as a function of their scholarship status or their perceptions of their coaches' behavior.
Abstract: This study examined whether the intrinsic motivation levels of first-year college athletes changed from pre- to post-season as a function of their scholarship status or their perceptions of their coaches' behavior. Division I college athletes ( N = 72) completed questionnaires assessing their intrinsic motivation at the beginning and end of their first year of participation. They also reported their scholarship status and their perceptions of their coaches' behaviors over the season. Contrary to predictions, results revealed that neither scholarship status nor time affected the athletes' level of intrinsic motivation. Strong support for the relationship between athletes' perceptions of their coaches' behavior and changes in athletes' level of intrinsic motivation over the season, however, emerged. Increases in athletes' level of intrinsic motivation were associated with athletes' perceptions that their coaches exhibited high frequencies of training and instruction behavior, and low frequencies of autocrat...
146 citations
Cites background from "기독교 사역과 Leadership"
...Future studies should examine these and other decision-making styles (see Chelladurai, 1993) in more detail and determine how they influence athletes’ intrinsic motivation....
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...Reliability and validity of the LSS are reported in Chelladurai and Reimer (1998)....
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TL;DR: In this paper, the authors investigated performance leadership and management in elite sport and identified four main areas of concern: vision, operations, people, and culture, and found that the main issues were vision development, influences on the vision, and sharing the vision.
Abstract: This paper is an investigation of performance leadership and management in elite sport. Thirteen national performance directors of Olympic sports were interviewed with regard to best practice. Four main areas were identified: vision, operations, people, and culture. The main vision issues were vision development, influences on the vision, and sharing the vision. The main operations issues were financial management, strategic competition and training planning, athlete selection for competition, and upholding rules and regulations. The main people issues were staff management, lines of communication, and feedback mechanisms. The main culture issues were establishing role awareness, and organizational and team atmosphere.
145 citations
Cites background from "기독교 사역과 Leadership"
...Despite these differences, Northouse (2010) recognized the many similarities between leadership and management noting that both involve influence, working with people, and are concerned with effective goal accomplishment....
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...In view of these observations, Northouse (2010) concluded by encouraging researchers to “treat the role of managers and leaders similarly and do not emphasize the differences between them” (p. 11)....
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...…has been a wide array of theoretical approaches to performance leadership, the conceptual underpinning of leadership is relatively well-established, with Northouse (2010) recently defining it as, “a process whereby an individual influences a group of individuals to achieve a common goal” (p. 3)....
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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