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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
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Journal Article•DOI•
Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy

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Flavia Cavazotte, Valter Moreno1, Jane Bernardo1•
Ibmec1
01 Oct 2013-Bar. Brazilian Administration Review
TL;DR: In this paper, the authors investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees and propose and test two mediating processes through which transformational leaders would enhance the performance of their staff.
Abstract: In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

91 citations

Cites methods from "기독교 사역과 Leadership"

  • ...Transformational leadership and follower performance The charismatic-transformational approach to leadership has developed based on two seminal perspectives, Max Weber’s Theory of Charisma (1947) and Burns’ (1978) Transforming Leadership Theory....

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Journal Article•DOI•
An Affair of the Heart: Emotional Intelligence and Transformational Leadership:

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Lara E. Megerian1, John J. Sosik1•
Pennsylvania State University1
01 Jul 1996-Journal of Leadership & Organizational Studies
TL;DR: The importance of emotional engagement in motivation of followers by transformational/charismatic leaders has often been emphasized by leadership scholars as mentioned in this paper. Despite such consideration, little has been be...
Abstract: The importance of emotional engagement in motivation of followers by transformational/charismatic leaders has often been emphasized by leadership scholars. Despite such consideration, little has be...

91 citations

Cites background from "기독교 사역과 Leadership"

  • ...This is unfortunate since certain leadership styles (e.g., transformational) are grounded in emotional relationships with followers to a greater extent than other styles (e.g., transactional) (Bass, 1985; Burns, 1978; Shamir, 1991)....

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  • ...Indeed, Burns (1978) argues that &dquo;the striving for self-esteem and evolution of a sense of human empathy work in harmony to bring out a potential for leadership&dquo; (p. 95)....

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  • ...To the extent that emotions are integral to charismatic/transformational leadership behaviors (Bass & Avolio, 1994; Burns, 1978; House, 1995; Shamir et al., 1993), a leader’s ability to manage his or her emotions may be predictive of subsequent exhibition of transformational leadership behaviors....

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  • ...Transformational leaders form &dquo;a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents&dquo; (Burns, 1978, p. 4)....

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  • ...Indeed, Burns (1978) argues that &dquo;the striving for self-esteem and evolution of a sense of human empathy work in harmony to bring out a potential for leadership&dquo; (p....

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Journal Article•DOI•
How Transformational Leadership Supports Intrinsic Motivation and Public Service Motivation: The Mediating Role of Basic Need Satisfaction:

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Ulrich Thy Jensen1, Louise Ladegaard Bro2•
Arizona State University1, Aarhus University2
01 Aug 2018-The American Review of Public Administration
TL;DR: In this paper, the authors focus on the behaviors to develop, share, and sustain a vision for the public service and motivate public service employees to greater effort, which is a key issue for managers and scholars.
Abstract: Motivating public service employees to greater effort is a key issue for managers and scholars. Transformational leadership concerns behaviors to develop, share, and sustain a vision for the organi...

90 citations

Cites background from "기독교 사역과 Leadership"

  • ...Encouraging employees to “pull” in the same direction to achieve designated outcomes linked to the organization’s purpose, transformational leaders distinguish the organization—and its members—from other groups (Burns, 1978)....

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Journal Article•DOI•
Chief executive leadership style, consensus decision making, and top management team effectiveness

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Patrick C. Flood1, Eithne Hannan2, Ken G. Smith3, Thomas Turner1, Michael West4, Jeremy Dawson4 •
University of Limerick1, University of Sheffield2, University of Maryland, College Park3, Centre for Economic Performance4
01 Sep 2000-European Journal of Work and Organizational Psychology
TL;DR: In this paper, the authors focus on what effective leaders do rather than the individual traits they possess and distinguish between four styles of leadership: authoritarian (characterized by the use of instruction and non-contingent reprimand), transactional, transformational and laissez faire.
Abstract: Using data from 79 high technology firms in the US and Ireland this study concludes that leadership style has both direct and indirect relationships with consensus decision making and with the reported effectiveness of top management teams. It focuses on what effective leaders do rather than the individual traits they possess and distinguishes between four styles of leadership: authoritarian (characterized by the use of instruction and non-contingent reprimand), transactional (influence via exchange of valued rewards for services/behaviours), transformational (inspiring followers to do more than originally expected), and laissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and the laissez faire style was significantly negatively related to reported team

90 citations

Cites background from "기독교 사역과 Leadership"

  • ...Burns (1978) describes the transactional leader as one who influences others by appealing to their self-interest primarily through the exchange of valued rewards for services or other desired behaviours....

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  • ...Transformational leaders motivate followers and other constituencies to do more than they originally expected to do as they strive for higher order outcomes (Burns, 1978)....

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Journal Article•DOI•
Preparing Instructional Leaders: A Model.

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S. David Brazer1, Scott C. Bauer1•
George Mason University1
18 Mar 2013-Educational Administration Quarterly
TL;DR: In this paper, a model that provides one means of making instructional leadership the central focus of leadership preparation has been proposed, which draws from conceptualizations of teaching and learning as well as organizational and leadership theory to advocate for greater coherence in education leadership programs.
Abstract: Purpose: This article proposes a model that provides one means of making instructional leadership the central focus of leadership preparation. It draws from conceptualizations of teaching and learning as well as organizational and leadership theory to advocate for greater coherence in education leadership programs. Conceptual Argument: We begin the development of this new education leadership preparation model from a traditional foundation of management tools enhanced with organizational and leadership theory. The model moves into more innovative territory by drawing from interviews with four eminent scholars in education (Edwin Bridges, Larry Cuban, Elliot Eisner, and Lee Shulman) and their publications. We suggest a reconceptualization of leadership preparation applying major concepts such as pedagogical content knowledge, educational connoisseurship and educational criticism, and an understanding of leadership contexts. We employ problem-based learning as the primary pedagogy for aspiring instructional...

90 citations

Cites background from "기독교 사역과 Leadership"

  • ...In many leadership preparation programs, the range of leadership theory appears to be narrowed to transformational leadership as a fundamental strategy (Burns, 1978; Leithwood & Jantzi, 2008; Marks & Printy, 2003; Robinson et al., 2008), change leadership as a necessary response to the changing educational context (Fullan, 2001; Schlechty, 2001), and instructional leadership as a means to turning principals’ and superintendents’ attention to the classroom (Leithwood et al....

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  • ...…leadership preparation programs, the range of leadership theory appears to be narrowed to transformational leadership as a fundamental strategy (Burns, 1978; Leithwood & Jantzi, 2008; Marks & Printy, 2003; Robinson et al., 2008), change leadership as a necessary response to the changing…...

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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

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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

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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.

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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

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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