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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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Journal ArticleDOI
TL;DR: This paper investigated how parental income during an individual's upbringing relates to his or her effectiveness as a leader after entering an organization, drawing on research on the psychological effects of parents' income.
Abstract: We investigate how parental income during an individual’s upbringing relates to his or her effectiveness as a leader after entering an organization. Drawing on research on the psychological effects...

101 citations


Cites background from "기독교 사역과 Leadership"

  • ...Lastly, change-oriented behaviors encourage followers to transcend their self-interest and act in the interest of the collective (Burns, 1978)....

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Journal ArticleDOI
TL;DR: A context-sensitive theoretical model of organizational trust is proposed in this paper, which identifies four different contexts from the viewpoint of the level of work morale of the employees in a particular society, such as development of workplace ethics, better provision of information, and support for employees.
Abstract: It is becoming increasingly accepted that trust in the workplace is an important factor which potentially leads to enhanced organizational performance and can be a source of competitive advantage in the long run (e.g. McAllister 1995, Whitener et al. 1998, Leana & van Buren III 1999, Wicks et al. 1999, Gould-Williams 2003). Although it may be unreasonable to expect that any firm can have boundless trust among employees, the starting point of this paper lies in the argument that organizational trust is more desirable from the viewpoint of the firm’s economic prosperity than its lack. Organizational trust is important for successful socialization, cooperation and effective teamworking (cf. Putnam 1993, Fukuyama 1995) and in the long run helps to minimize risks and decrease operating costs (Connell et al. 2003). In addition, trust provides a foundation for social order (Lewis & Weigert 1985, Hosmer 1995, Lewicki et al. 1998) and contributes to improved quality of life. In recent years, the issues of globalization in the business world have drawn scholars’ attention to the role of socio-cultural context in organizational life (Putnam 1993, Doney et al. 1998). Expanding internationalization implies a need for companies to understand the impact of the socio-cultural context on their operations and to pay attention to the risks arising from it. Despite rapid development in theory building in the field of organizational trust during recent decades, the literature on the subject has been criticized for insufficient focus on the role of the context in formulating theories and practical methods of trust-building (Doney et al. 1998, Wicks & Berman 2004). Consequently, too little work has been done to understand how a socio-cultural context is related to the development of organizational trust. Through this article, we attempt to contribute to the existing gap and develop a contextsensitive theoretical model of organizational trust. The model derives from the theory of resource dependence (Aldrich & Pfeffer 1976, Pfeffer & Salancik 1978, Wicks & Berman 2004) and identifies four different contexts from the viewpoint of the level of work morale of the employees in a particular society. Based on the findings of prior research, we argue that trust among employees is not inherent, but management can nurture it with the help of appropriate and context-sensitive managerial practices (Creed & Miles 1996, Paine 1997, Whitener 1997, Whitener et al. 1998, Connell et al. 2003, Gould-Williams 2003, Blunsdon & Reed 2003, Young & Daniel 2003). For example, interventions by the management, such as development of workplace ethics, better provision of information, and support for employees have an impact on employees’ trust in the workplace. Respectively, Professor, School of Business and Economics, University of Jyvaskyla, Finland and Doctoral Student, Center for Business Ethics, Kaunas Faculty of Humanities, University of Vilnius, Lithuania.

101 citations


Cites background from "기독교 사역과 Leadership"

  • ...…and accountability are supported by managerial efforts, seeking organizational value congruence through, e.g., transformational leadership (Burns 1978, Bass & Steidlmeier 1999) and particularly by promoting a dialogic way of acting in order to avoid possible fanaticism because of an…...

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Journal ArticleDOI
TL;DR: In this article, the authors analyze how senior managers' transformational leadership and the climate for creativity associate with employees' perceptions regarding a culture of innovation in the context of publi c...
Abstract: This article analyzes how senior managers’ transformational leadership and the climate for creativity associate with employees’ perceptions regarding a culture of innovation in the context of publi...

99 citations


Cites background from "기독교 사역과 Leadership"

  • ...Furthermore, transformational leadership was posited as a contrast to the transactional leadership that exchanges rewards contingent on a display of desired behaviors (Burns, 1978; Waldman et al., 1987)....

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Journal ArticleDOI
TL;DR: In this paper, the authors demonstrate that the nearly unstudied moral emotion of "elevation" mediates the relations between leaders' and their followers' ethical behavior, and that this emotion fully mediates leaders' influence on followers' organizational citizenship behavior and affective organizational commitment.
Abstract: Leaders influence followers in many ways; one way is by eliciting positive emotions. In three studies we demonstrate that the nearly unstudied moral emotion of ‘elevation’ (a reaction to moral excellence) mediates the relations between leaders’ and their followers’ ethical behavior. Study 1 used scenarios manipulated experimentally; study 2 examined employees’ emotional responses to their leaders in a natural work setting; study 3 compared the effects of elevation to those of happiness, serenity, and positive affect. We found that leaders’ interpersonal fairness and self-sacrifice are powerful elicitors of elevation, and that this emotion fully mediates leaders’ influence on followers’ organizational citizenship behavior and affective organizational commitment. In the first study, we also observed a moderation effect of interpersonal fairness on self-sacrifice. Results underline the importance of positive moral emotions in organizations and shed light on the emotional process by which ethical leaders can foster positive organizational outcomes.

99 citations


Cites background or methods from "기독교 사역과 Leadership"

  • ...Self-sacrifice is an essential aspect of the ethical component of transformational leadership (see, e.g., Burns, 1978; Choi & Mai-Dalton, 1998, 1999; Choi & Yoon, 2005; Conger & Kanungo, 1987, 1998) and is at the core of all the moral/ethical models of leadership cited above....

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  • ...When he originally introduced transformational leadership, Burns (1978) explicitly relied on Kohlberg’s (1969) theory of cognitive moral development, arguing that transformational leaders move followers to higher stages of moral reasoning....

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  • ...When he originally introduced transformational leadership, Burns (1978) explicitly relied on Kohlberg’s (1969) theory of cognitive moral development, arguing...

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Journal ArticleDOI
TL;DR: In this paper, the authors present a model that integrates and extends these insights and summarizes what we know about the most important determinants, processes (mediators) and moderators of these relationships.
Abstract: The extent to which leadership influences employee health and the processes that underlie its effects are not well understood at present. With the aim of filling this gap, we review four distinct forms of leader behavior (task-oriented, relationship-oriented, change-oriented, and passive/destructive) and clarify the different ways in which these can be expected to have a bearing on employee health. Next, we present a model that integrates and extends these insights. This model describes five pathways through which leader behavior can influence the health of organizational members and summarizes what we know about the most important determinants, processes (mediators) and moderators of these relationships. These involve leaders engaging in personfocused action, system- or team-focused action, action to moderate the impact of contextual factors, climate control and identity management, and modelling. Finally, we identify important gaps and opportunities in the literature that need to be addressed in future research. A key conclusion is that while much has been done to explore some key pathways between leadership and health, others remain underexplored. We also outline how future research might address these in the context of a more expansive theoretical, empirical and practical approach to this emerging field of research.

99 citations


Cites background from "기독교 사역과 Leadership"

  • ...In essence, this set of leader behaviors are a source of group change and they are central to leadership theories that focus on processes of transformation (e.g., Bass & Riggio, 2006; Burns, 1978)....

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References
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Journal ArticleDOI
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 ArticleDOI
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 ArticleDOI
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 ArticleDOI
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 ArticleDOI
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