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.
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TL;DR: In this article, the authors examine the activity's precise demands and the validity of understanding in sport psychology and organizational research to support its delivery and identify a number of future research directions to stimulate the development of ecologically valid, practically meaningful knowledge.
Abstract: Reflecting the importance of optimizing culture for elite teams, Fletcher and Arnold (2011) recently suggested the need for expertise in culture change. Acknowledging the dearth of literature on the specific process, however, the potential effectiveness of practitioners in this area is unknown. The present paper examines the activity's precise demands and the validity of understanding in sport psychology and organizational research to support its delivery. Recognizing that sport psychologists are being increasingly utilized by elite team management, initial evidence-based guidelines are presented. Finally, to stimulate the development of ecologically valid, practically meaningful knowledge, the paper identifies a number of future research directions.
80 citations
Cites background from "기독교 사역과 Leadership"
...Aligning with the views of Northouse (2010) and Fletcher and Arnold (2011), as managers lead and leaders manage this paper does not distinguish between the idiosyncrasies of manager, head coach and performance director roles....
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TL;DR: This article investigated the relationship between transformational leadership and whistle-blowing attitudes, as well as how this association might be mediated by public service motivation (PSM) and organizational commitment.
Abstract: Although transformational leadership and whistle-blowing have been extensively examined, only one article was found to explore the relationship between these factors. This is despite research suggesting a connection between leadership practices and whistle-blowing attitudes. This article built on and extended leadership and whistle-blowing theories by investigating the relationship between transformational leadership and whistle-blowing attitudes, as well as how this association might be mediated by public service motivation (PSM) and organizational commitment. Furthermore, the examination was conducted on local, state, and federal government employees in the United States. The findings indicated that transformational leadership had a direct, positive impact on whistle-blowing attitudes, as well as an indirect one through organizational commitment. In addition, PSM had an indirect effect on whistle-blowing attitudes through organizational commitment. On the other hand, PSM was not found to mediate the rel...
80 citations
Cites background from "기독교 사역과 Leadership"
...The notion of transformational leadership was first introduced by Burns (1978) in a seminal book chronicling the lives of world leaders....
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TL;DR: In this paper, the authors argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance but, rather, their underreliance on agency.
Abstract: This paper develops the idea of caring leadership based on Heidegger’s philosophy of care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’ and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of others. This involves gauging and taking responsibility for the ramifications of intervention, balancing the urge for certainty of outcome and visibility of contribution with the desire to encourage and enable others. Our analysis suggests several twists to contemporary leadership debates. We argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance but, rather, their under-reliance on agency. This is a different kind of agency to that of heroic or charismatic models. It involves tolerance of complexity and ambivalence; a rich sense of temporal trajectory; concern for one’s presence in the world; and crucially, the ability to resist the soothing normativity of ‘best practice’. From this position, we argue that the problem with the growing scholarly interest in an ethic of care is that it provides too tempting a recipe to follow. In a Heideggerian view, caring leadership has little to do with compassion, kindness or niceness; it involves and requires a fundamental organization and leadership of self.
80 citations
Cites background from "기독교 사역과 Leadership"
...We hasten to add that such parallels are not perfect because, for instance, some definitions of transactional leadership emphasize leader/follower independence (Burns, 1978), which is more closely associated with ‘leaping-ahead’ than ‘leaping-in’....
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...Within contemporary leadership discourse, the concept that is evoked most intriguingly by ‘leaping-ahead’ is that of transformational leadership (Bass, 1985; Burns, 1978; Yukl, 1999)....
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Journal Article•
TL;DR: In this article, the authors explore the major issues that are confronting presidents of higher education and determine if transformational or transactional leadership practices and concepts are warranted in addressing their issues.
Abstract: The purpose of the study was primarily concerned with exploring the major issues that are confronting presidents of higher education and determining if transformational or transactional leadership practices and concepts are warranted in addressing their issues. The study attempted to determine if presidents or institutions of higher education are taking the path to success and if they take charge with a transformational or transactional leadership style.
79 citations
Cites background from "기독교 사역과 Leadership"
...The relationship that develops between the transactional leader and the subordinate is primarily an unwritten agreement that the purpose of the follower is to carry out the wishes of the leader (Burns, 1978)....
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01 Jul 2001
TL;DR: In this paper, the value of the TRANSFORMATIONAL, TRANSACTIONAL, and LAISSEZ-FAIRE LEADERSHIP MODEL as measured by the MULTIFACTOR LEADersHIP QUESTIONNAIRE (MLQ 5X) was discussed.
Abstract: THE VALIDITY OF THE TRANSFORMATIONAL, TRANSACTIONAL, AND LAISSEZ-FAIRE LEADERSHIP MODEL AS MEASURED BY THE MULTIFACTOR LEADERSHIP QUESTIONNAIRE (MLQ 5X) by John Antonakis Dissertation Submitted in Partial Fulfillment of the Requirement for the Degree of Doctor of Philosophy Applied Management and Decision Sciences Walden University February 2001 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
79 citations
Cites background from "기독교 사역과 Leadership"
...Transformational and Transactional Leadership Theory The concept of transformational leadership was derived from political science from the writings o f Downton (1973) and Bums (1978). The distinction between the concepts of transformational and transactional leadership can probably be traced to...
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...promote ethical and moral values and goals (Bums, 1978; Gardner, 1990)....
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...This call has been taken to an even higher level by some scholars who argue that the very core of society is threatened if active and moral forms of leadership are not developed to a greater extent (Bums, 1978; Gardner, 1990)....
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References
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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
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
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
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
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