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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: In this article, the authors argue that differences in job context explain the use of different leadership styles in the public and private sector, and they investigate direct, mediating, and moderating effects.

87 citations


Cites background from "기독교 사역과 Leadership"

  • ...From the 1980s onwards, the leadership literature especially has focused on the distinction between transactional and transformational leadership (Burns 1978; Bass 1985), which often has been used in empirical studies in public management as well....

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Journal ArticleDOI
TL;DR: Wang et al. as mentioned in this paper examined whether participative leadership engenders organizational commitment among Chinese civil servants, and analyzes the mechanisms by which it transmits its effects, and revealed that there was a significant relationship between supervisor-level participative Leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment.
Abstract: The present study examines whether participative leadership engenders organizational commitment among Chinese civil servants, and analyzes the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modeling revealed that there was a significant relationship between supervisor-level participative leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was identified as the mediator variable underlying the relationship between participative leadership and organizational commitment. We show that participative leadership of supervisors elicits higher levels of trust, and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of participative leadership practices in China’s new civil service system.

87 citations


Cites background from "기독교 사역과 Leadership"

  • ...is an approach to leadership which requires subordinates to take a certain amount of responsibility in the workplace (Sauer, 2011), and therefore shares theoretical underpinnings with frameworks as diverse as distributed leadership theory (Gibb, 1954), shared leadership theory (Carson, Tesluk and Marrone, 2007) and empowering leadership theory (Srivastava, Bartol and Locke, 2006)....

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  • ...…responsibility in the workplace (Sauer, 2011), and therefore shares theoretical underpinnings with frameworks as diverse as distributed leadership theory (Gibb, 1954), shared leadership theory (Carson, Tesluk and Marrone, 2007) and empowering leadership theory (Srivastava, Bartol and Locke, 2006)....

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Journal ArticleDOI
TL;DR: Factor analysis found that the identified three-factor solution has psychometric properties at least as strong as those found with the original five-factor LPI solution.
Abstract: BackgroundOriginally developed for educational use, the Leadership Practice Inventory (LPI) is used to measure leadership practices in nursing research. There is limited reporting of LPI psychometric properties when used to measure leadership practices of nurses.ObjectiveThis study aimed to investig

86 citations


Cites background from "기독교 사역과 Leadership"

  • ...Perhaps the most dominant theory of leadership over the past 25 years differentiates between two leadership styles: transactional and transformational (Burns, 1978)....

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  • ...Burns (1978) postulated that transformational leaders facilitate major organizational change and higher levels of organizational performance because of the transformation in attitudes, values, and behaviors that result from interactions between leaders and followers....

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Journal ArticleDOI
TL;DR: In this paper, the theoretical foundation of an innovative initiative, as well as criteria for assessing leadership development programs in higher education are presented, using the Student Leadership Development Institute at Rutgers University as a case study for demonstrating that leadership development initiatives should be systematic, multidisciplinary, and research oriented and have several experiential components.
Abstract: Leadership development is a fundamental responsibility of colleges and universities. In this article, the authors present the theoretical foundation of an innovative initiative, as well as criteria for assessing leadership development programs in higher education. They use the Student Leadership Development Institute at Rutgers University as a case study for demonstrating that leadership development initiatives should be systematic, multidisciplinary, and research oriented and have several experiential components.

86 citations

Journal ArticleDOI
01 Dec 2017
TL;DR: In this article, the authors use self-determination theory to argue that all human beings have basic needs for autonomy, competence, and relatedness, as well as an inherent tendency towards proactivity and growth.
Abstract: Flow at work refers to a short-term peak experience that is characterized by absorption, work enjoyment, and intrinsic work motivation, and is positively related to various indicators of job performance. In an organizational context, research has predominantly focused on situational predictors of flow – including challenge job demands and resources. In this article, we propose that workers may also proactively create their own optimal experiences. We use self-determination theory to argue that all human beings have basic needs for autonomy, competence, and relatedness, as well as an inherent tendency towards proactivity and growth. We propose that workers may use four self-determination strategies to satisfy their basic needs, facilitate flow experiences, and, in turn, increase their job performance: self-leadership, job crafting, designing work to be playful, and strengths use. Furthermore, we argue that factors within the organizational context – such as human resource practices and leadership, as well as personal resources – such as self-efficacy and optimism, moderate the effectiveness of these strategies. Implications for theory, research, and practice are discussed.

86 citations


Cites background from "기독교 사역과 Leadership"

  • ...First, transformational leaders facilitate trust among their followers by giving them individual attention, and encourage them to come up with creative solutions for problems and do more than their formal duties (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