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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•
Social roles and the evolution of networks in extreme and isolated environments

[...]

Jeffrey C. Johnson1, James S. Boster, Lawrence A. Palinkas•
East Carolina University1
01 Apr 2003-Journal of Mathematical Sociology
TL;DR: The study found that globally coherent networks in winter-over groups were associated with group consensus on the presence of critically important informal social roles (e.g., expressive leadership) where global coherence is the extent to which a network forms a single group composed of a unitary core and periphery.
Abstract: This article reports on the evolution of network structure as it relates to formal and informal social roles in well-bounded, isolated groups. Research was conducted at the Amundsen-Scott South Pole Station. Data were collected on crewmembers' networks of social interaction over each of three winter-over periods, when the station is completely isolated. In addition, data were collected on the informal roles played by crewmembers (e.g., instrumental leadership, expressive leadership). The study found that globally coherent networks in winter-over groups were associated with group consensus on the presence of critically important informal social roles (e.g., expressive leadership) where global coherence is the extent to which a network forms a single group composed of a unitary core and periphery as opposed to being factionalized into two or more subgroups. Conversely, the evolution of multiple subgroups was associated with the absence of consensus on critical informal social roles, above all the critically important role of instrumental leader.

93 citations

Cites background from "기독교 사역과 Leadership"

  • ...For example, consider the difference between the ‘‘functions’’ approach of Goudan (1970), which emphasizes the characteristics of leaders, and the ‘‘integrative’’ approach of Gibb (1969), which emphasizes leader-follower relations....

    [...]

Posted Content•
Impact of Leadership Styles on Organizational Performance

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Amal Zada Khan, Nosheen Adnan
01 Jan 2014-International Journal of Management Sciences
TL;DR: In this article, the authors studied the types/styles of leadership and the leadership styles of different leaders of various organizations in Pakistan and examined their impact on organizational performance, they found that though the most suited style of leadership is transformational one but in new and growing organizations transactional leadership style may be more productive, while in certain circumstances though limited and for a short period, laissez faire may be required.
Abstract: Performance of organizations is related to the profitability of the organizations in terms of its growth and profit both in long and short term. In business organizations, investors and businessmen desire and endeavor to ensure that their organizations perform well to earn more profit, grow fast and achieve competitive edge in the industry. For organizations to perform well, apart from tangible and intangible resources, effective and dynamic leadership is a pre requisite. Leadership style of the leader of an organization has a strong impact on the performance of the organization. Though most of the researchers in the past agreed that leadership style has relationship with organizational performance but there are some who did not support this view, hence, an ambiguity exists. To address this confusion, the researchers studied the types/styles of leadership and the leadership styles of different leaders of various organizations in Pakistan and examined their impact on organizational performance. There are three main leadership styles; transformational, transactional and laissez faire leadership styles. While the first two have a positive but different level of impact, the third one has a negative impact on organizational performance. A quantitative study was conducted by using a questionnaire filled from various leaders of manufacturing and service organizations. Results of the study were studied through SPSS and the researchers found that though the most suited style of leadership is transformational one but in new and growing organizations transactional leadership style may be more productive, while in certain circumstances though limited and for a short period, laissez faire style may be required. Hence, the leader might have to adopt a hybrid style of leadership style. Leadership style has a significant impact on the organizational performance.

92 citations

Journal Article•DOI•
Leadership as purpose: Exploring the role of purpose in leadership practice:

[...]

Stephen Kempster1, Brad Jackson2, Mervyn Conroy1•
University of Birmingham1, University of Auckland2
01 Aug 2011-Leadership
TL;DR: In this paper, a long overdue discussion regarding purpose within leadership, an integral yet often taken-for-granted and subsumed function of leadership, is initiated, and the article problema...
Abstract: This article initiates a long overdue discussion regarding purpose within leadership, an integral yet often taken-for-granted and subsumed function of leadership. Specifically, the article problema...

92 citations

Ties with Potential: Nature, antecedents, and consequences of social networks in school teams

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Nienke M. Moolenaar
01 Jan 2010
TL;DR: For instance, the authors found that strong relationships among teachers affect a variety of teacher outcomes that may ultimately impact student achievement, including higher levels of trust, increased shared decision-making, and a more innovation-oriented climate than less dense school teams.
Abstract: Relationships among teachers are increasingly regarded as important building blocks of a strong school community. A dense teacher network that reflects a common exchange of information, knowledge, and social support is often believed to benefit both teachers and students. Yet, research on social networks among teachers is scarce. This book describes a study that offers valuable insights in the nature, antecedents, and consequences of social networks in school teams. Results provide support for the premise that 'relationships matter'. Dense school teams are characterized by higher levels of trust, increased shared decision-making, and a more innovation-oriented climate than less dense school teams. Findings suggest that strong relationships among teachers affect a variety of teacher outcomes that may ultimately impact student achievement. It is through these ties with potential that the creation and development of new knowledge and practices flow and hold the promise of building capacities toward improvement.

92 citations

Cites background from "기독교 사역과 Leadership"

  • ...Although there are multiple disparate voices in the discussion there is some long standing general agreement that ‘leadership’ is important in both developing and sustaining the climate and condition for innovation to occur (Bass & Riggio, 2006; Burns, 1978)....

    [...]

Journal Article•DOI•
Relevance of education and intelligence for the political development of nations: Democracy, rule of law and political liberty

[...]

Heiner Rindermann1•
Otto-von-Guericke University Magdeburg1
01 Jul 2008-Intelligence
TL;DR: For example, this paper found that higher levels of moral judgment fostered by cognitive ability are necessary for the function of democratic rules in society, and that cognitive ability is a mediator of these relationships.

92 citations

Cites background from "기독교 사역과 Leadership"

  • ...859: “ratio oritur in umbra intelligentiae”; Gottfredson, 1997; Schofer & Meyer, 2005, p. 917: “rationalization fueled by higher educational expansion”). According to Lipset (1960), education “broadens man's outlook, enables him to understand the need for norms of tolerance, restrains him from adhering to extremist doctrines, and increases his capacity to make rational electoral choices” (p. 54), and “The higher one's education, the more likely one is to believe in democratic values and support democratic practices.” (p. 57). Lipset postulated that these individual-level effects of education (tolerance, moderation of political positions, positive attitudes towards democratic values, ability for rational decisions) influence the political culture of nations. Two relevant effects of education and cognitive ability on politics could be distinguished: a cognitive effect (competence to make rational choices, better information processing etc.) and an ethical effect (support of democratic values, freedom, human rights etc.), which itself depends on cognitive ability (cognitive development being a prerequisite for moral development) and probably the other way round (a willingness to think and learn furthers cognitive competences). A similar position is held by the OECD (2000), which postulates an influence of education on the quality of voting decisions and intensity of political participation: “People with more schooling are likely to make more informed choices when voting and to participate more actively in their communities....

    [...]

  • ...859: “ratio oritur in umbra intelligentiae”; Gottfredson, 1997; Schofer & Meyer, 2005, p. 917: “rationalization fueled by higher educational expansion”). According to Lipset (1960), education “broadens man's outlook, enables him to understand the need for norms of tolerance, restrains him from adhering to extremist doctrines, and increases his capacity to make rational electoral choices” (p....

    [...]

  • ...859: “ratio oritur in umbra intelligentiae”; Gottfredson, 1997; Schofer & Meyer, 2005, p. 917: “rationalization fueled by higher educational expansion”). According to Lipset (1960), education “broadens man's outlook, enables him to understand the need for norms of tolerance, restrains him from adhering to extremist doctrines, and increases his capacity to make rational electoral choices” (p. 54), and “The higher one's education, the more likely one is to believe in democratic values and support democratic practices.” (p. 57). Lipset postulated that these individual-level effects of education (tolerance, moderation of political positions, positive attitudes towards democratic values, ability for rational decisions) influence the political culture of nations. Two relevant effects of education and cognitive ability on politics could be distinguished: a cognitive effect (competence to make rational choices, better information processing etc.) and an ethical effect (support of democratic values, freedom, human rights etc.), which itself depends on cognitive ability (cognitive development being a prerequisite for moral development) and probably the other way round (a willingness to think and learn furthers cognitive competences). A similar position is held by the OECD (2000), which postulates an influence of education on the quality of voting decisions and intensity of political participation: “People with more schooling are likely to make more informed choices when voting and to participate more actively in their communities.” (p. 81) Simpson (1997) stressed not only the relevance of education, but pointed to cognitive abilities as the central mechanism (“information-processing-capacity” or “cognitive capacity”; p....

    [...]

  • ...People prefer to elect persons as leaders who are about 20 IQ points more intelligent than themselves, but not more (Gibb, 1969), and the intelligence of leaders is correlated with their political success and moral standards....

    [...]

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