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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•
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations?

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Robert G. Lord1, Jessica E. Dinh2•
Durham University1, University of Akron2
01 Jun 2014-Industrial and Organizational Psychology
TL;DR: A brief review of the current and past research on leadership perceptions and performance can be found in this article, where four principles have emerged from many decades of research, which can provide new directions for future leadership theory and research.
Abstract: In this article, we provide a brief review of the current and past research on leadership perceptions and performance. We then describe four principles that have emerged from many decades of research, which can provide new directions for future leadership theory and research.

82 citations

Journal Article•DOI•
The toxic university: zombie leadership, academic rock stars, and neoliberal ideology

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John O’Neill1•
Massey University1
04 May 2018-Journal of Education Policy
TL;DR: The first volume in the Palgrave Critical University Studies Series as discussed by the authors provides a forum for the intensive and extensive discussi cation of university studies, with the explicit aim of which is to provide a 'forum' for intensive discussion.
Abstract: Authored by the Series Editor, this is the first volume in the Palgrave Critical University Studies Series, the explicit aim of which is to provide a 'forum for the intensive and extensive discussi...

82 citations

Cites background from "기독교 사역과 Leadership"

  • ...Leadership eminently qualifies as a zombie idea—it been thoroughly discredited as a historically confused idea (Burns 1978; Bennis 1959; Grint 2005; Banks 2008; Samier and Schmidt 2010), has been shown to be CHAPTER 4 Why Zombie Leadership?...

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Journal Article•DOI•
Five rules for pragmatic blue growth

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Matthew G. Burgess1, Michaela Clemence1, Grant R. McDermott1, Christopher Costello1, Steven D. Gaines1 •
University of California, Santa Barbara1
01 Jan 2018-Marine Policy
TL;DR: The concept of blue growth is the newest of many recent calls for more holistic management of complex marine social-ecological systems, and as discussed by the authors proposes and discusses five rules of thumb upon which to build such an approach.

82 citations

Cites background from "기독교 사역과 Leadership"

  • ...Territorial Use Rights for Fishing programs (TURFs) provide spatial property rights to communities, and work best when the communities internally have clear boundaries and social norms enforced by reciprocity or leadership [104]....

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Journal Article•DOI•
Motivating Peak Performance: Leadership Behaviors That Stimulate Employee Motivation And Performance

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Kerry S. Webb1•
Texas Woman's University1
17 Jan 2007-Christian Higher Education
TL;DR: In this paper, the impact of leader behaviors on motivation levels of employees was examined in the context of the Council for Christian Colleges and Universities (CCU), using the Multifactor Leadership Questionnaire (MLQ-rater version).
Abstract: The impact of leader behaviors on motivation levels of employees was examined in this study. Two hundred twenty-three vice presidents and chief officers from 104 member colleges and universities in the Council for Christian Colleges and Universities were sampled. Leaders were administered the Multifactor Leadership Questionnaire (MLQ-rater version) and multiple regressions models were utilized to create a four-factor leadership model that identified the significant predictive leadership variables that correlate with motivation for extra effort among workers. This new model was slightly more predictive of variance in motivation toward extra effort (adjusted R2 = 0.64) than the individual models of transformational leadership, and much more predictive than the transactional leadership or laissez-faire leadership models. The four-factor leadership model simplifies the leadership process by reducing the number of significant leadership behaviors from a possibility of nine factors to four significant leadershi...

81 citations

Cites background from "기독교 사역과 Leadership"

  • ...While many researchers (Bass & Avolio, 1995; Burns, 1978; Tichy & Devanna, 1986) have found empirical evidence of a highly significant correlation between transformational leadership behaviors and the outcome of motivation toward extra effort, there appears to be only one previous effort (Mason, 1998) to attempt to combine the three leadership styles (transformational, transactional, and laissez-faire) to determine which specific behaviors are predictive of motivation toward extra effort....

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  • ...While many researchers (Bass & Avolio, 1995; Burns, 1978; Tichy & Devanna, 1986) have found empirical evidence of a highly significant correlation between transformational leadership behaviors and the outcome of motivation toward extra effort, there appears to be only one previous effort (Mason,…...

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  • ...…as well as the way they approach problems and human relations Individualized consideration Recognizing followers as individuals, considering their unique abilities, needs, and ambitions, listening attentively, and advising and coaching others as distinctive individuals equal value (Burns, 1978)....

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  • ...Further research on leadership theory, much of which has been based upon Burns’ (1978) earlier research on political leadership, has identified an even more effective leadership style typically called transformational leadership....

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Journal Article•DOI•
The role of personality in leadership: an application of the five-factor model in the Australian military

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Luke McCormack1, David Mellor1•
Deakin University1
01 Jul 2002-Military Psychology
TL;DR: In this article, the authors investigated the relation between the five-factor model of personality trait domains and leadership effectiveness, and found that high conscientiousness and low extraversion scores predicted high leadership effectiveness and the likelihood of attending the leadership promotion course.
Abstract: This study investigated the relation between the five-factor model (FFM) of personality trait domains and leadership effectiveness. Ninety-nine Australian Army commissioned officers completed the NEO Personality Inventory-Revised (NEO-PI-R; Costa & McCrae, 1992) and were rated by their superior officer on the Australian Army annual leadership effectiveness evaluation schedule. Participants indicated whether they had been selected to attend a leadership promotion course at the Army Command and Staff College, widely regarded within the Army as indicative of an officer's effectiveness. It was hypothesized that leadership effectiveness would be predicted by the personality trait domains of high Conscientiousness, Openness, Agreeableness, and Extraversion and by low Neuroticism. High Conscientiousness and low Extraversion scores predicted high leadership effectiveness and the likelihood of attending the leadership promotion course. High Openness scores also predicted the likelihood of attending the promotion course. The results support the utility of the FFM in exploring the role of personality in leadership effectiveness among military leaders.

81 citations

Cites background from "기독교 사역과 Leadership"

  • ...This absence of appropriate conceptualization was recognized as a major inadequacy of the early trait research several decades ago (Gibb, 1969)....

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  • ...The possibility that the FFM can provide a useful framework for interpreting and integrating the findings from previous trait research into leadership effectiveness has been succinctly suggested by Hogan et al. (1994), who also suggested that “terminological confusions have obscured the usefulness of personality measures for assessing leadership potential and ... the big-five model substantially enhances our ability to integrate this research” (p. 498). Furthermore, with the emergence of inventories specifically designed to measure the FFM, there has been increasing support for the utility of the model as a theoretical foundation from which to explore the relation between personality traits and leadership effectiveness in future studies (Lillibridge & Williams, 1992; Vickers, 1995). Several reviewsof the leadershipeffectiveness literature (e.g.,Hoganetal., 1994; Lillibridge & Williams, 1992; Vickers, 1995) have noted that the trait terms used in previous studies easily map onto at least four of the five factors encompassed by the FFM. On the basis of these reviews, it would appear that leadership effectiveness is associated with high Conscientiousness, Agreeableness, and Extraversion and by lowNeuroticism.Althougharelationbetween the fifth factor,Openness, and leadershipeffectivenesshasnotbeensuggestedby these integrative reviews, this factorhas been shown to be a valid predictor of training proficiency across a broad range of occupations (e.g., Barrick & Mount, 1991; Salgado, 1997). As Costa and McCrae (1992) noted, Openness also correlates moderately with formal measures of intelligence, which is a well-established correlate of leadership (Bass, 1990; Lord, De Vader, & Alliger, 1986)....

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  • ...The possibility that the FFM can provide a useful framework for interpreting and integrating the findings from previous trait research into leadership effectiveness has been succinctly suggested by Hogan et al. (1994), who also suggested that “terminological confusions have obscured the usefulness of personality measures for assessing leadership potential and ....

    [...]

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

[...]

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