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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•
Motivating users toward continued usage of information systems: Self-determination theory perspective

[...]

Azadeh Rezvani1, Pouria Khosravi1, Linying Dong2•
Queensland University of Technology1, Ryerson University2
01 Nov 2017-Computers in Human Behavior
TL;DR: It is revealed that transformational leadership motivates ERP users differently than transactional leadership, and that user satisfaction and perceived usefulness are salient predictors of ERP continuance intentions.

73 citations

Cites result from "기독교 사역과 Leadership"

  • ...First, the results support Bass’ (1985) and Burns’ (1978) findings related to the role of leadership styles in influencing intrinsic and extrinsic motivation....

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Journal Article•DOI•
Systems Antecedents for Dissemination and Implementation: A Review and Analysis of Measures

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Karen M. Emmons1, Bryan J. Weiner2, Maria E. Fernandez3, Shin Ping Tu4•
Harvard University1, University of North Carolina at Chapel Hill2, University of Texas Health Science Center at Houston3, University of Washington4
01 Feb 2012-Health Education & Behavior
TL;DR: This manuscript identifies and evaluates available measures for five key organizational-level constructs: (a) leadership, (b) vision, (c) managerial relations, (d) climate, and (e) absorptive capacity.
Abstract: There is a growing emphasis on the role of organizations as settings for dissemination and implementation. Only recently has the field begun to consider features of organizations that affect dissemination and implementation of evidence-based interventions. This manuscript identifies and evaluates available measures for five key organizational-level constructs: (a) leadership, (b) vision, (c) managerial relations, (d) climate, and (e) absorptive capacity. Overall the picture was the same across the five constructs--no measure was used in more than one study, many studies did not report the psychometric properties of the measures, some assessments were based on a single response per unit, and the level of the instrument and analysis did not always match. One must seriously consider the development and evaluation of a robust set of measures that will serve as the basis of building the field, allow for comparisons across organizational types and intervention topics, and allow a robust area of dissemination and implementation research to develop.

72 citations

Cites background from "기독교 사역과 Leadership"

  • ...Aditya (2004) argues that leadership centers on both the creation and achievement of goals....

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Journal Article•DOI•
Kouzes and Posner's transformational leadership model in practice: The case of Jordanian schools

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Abdullah M. Abu-Tineh1, Samer Khasawneh1, Aieman Ahmad Al-Omari1•
Hashemite University1
31 Oct 2008-Leadership & Organization Development Journal
TL;DR: In this paper, the degree to which the Kouzes and Posner's Transformational Leadership Model is being practised by Jordanian school principals is examined, and the findings indicated that the model is being moderately practised.
Abstract: Purpose – The purpose of this paper is to examine the degree to which Kouzes and Posner's Transformational Leadership Model is being practised by Jordanian school principals. Currently, there are both internally and externally increasing pressures on Jordanian schools to enact reform. The empirical literature on leadership has shown that transformational leadership is positively associated with principals' effectiveness in implementing reform agenda. Kouzes and Posner's Transformational Leadership Model provides school principals in Jordon with practical guidance on how to lead, as well as practical suggestions on how to act during reform agenda.Design/methodology/approach – The research paper is quantitative in nature and was conducted using a survey design. Means, standard deviations, t‐test, and one‐way analysis of variance (ANOVA) were utilized to analyze gained data.Findings – The findings indicated that Kouzes and Posner's model is being moderately practised by Jordanian school principals. Female te...

72 citations

Cites background from "기독교 사역과 Leadership"

  • ...…on leadership has shown that transformational leadership where “leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, p. 20) is positively associated with principals’ effectiveness in implementing reform agenda (Coad and Berry, 1998; Sivanathan and…...

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Journal Article•DOI•
Kouzes and Posner's Transformational Leadership Model in Practice: The Case of Jordanian Schools

[...]

Abdullah M. Abu-Tineh1, Samer Khasawneh, Aieman A. Omary•
Hashemite University1
01 Dec 2009-The Journal of Leadership Education
TL;DR: In this paper, the degree to which Kouzes and Posner's Transformational Leadership Model is being practiced by school principals as perceived by their teachers in Jordanian schools was determined. But, there were no significant differences among the three experience level groups of teachers (new hiring, middle career, and long experience).
Abstract: The purpose of this study was to determine the degree to which Kouzes and Posner’s Transformational Leadership Model is being practiced by school principals as perceived by their teachers in Jordanian schools. Means, standard deviations, t-tests, and one-way analysis of variance (ANOVA) were utilized in this study. Results indicated that transformational leadership is being moderately practiced and applied by Jordanian principals. Furthermore, statistical results indicated that gender and school type had an influence on teachers’ perceptions in favor of female teachers and basic schools respectively. Finally, there were no significant differences among the three experience level groups of teachers (new hiring, middle career, and long experience) in their perceptions of each dimension of Kouzes and Posner’s model.

72 citations

Cites background from "기독교 사역과 Leadership"

  • ...Burns’ (1978) work provided a solid conceptual footing for the work of Bass who, in 1985, presented a formal theory of transformational and transactional leadership, as well as models and measurements of their factors in leadership behavior....

    [...]

  • ...…in leadership has shown that transformational leadership where “leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, p. 20) is positively associated with principals’ effectiveness in implementing a reform agenda (Coad & Berrry, 1998; Sivanathan &…...

    [...]

Journal Article•DOI•
Overcoming challenges for designing and implementing the One Health approach: A systematic review of the literature.

[...]

Carolina dos S. Ribeiro1, Linda H.M. van de Burgwal1, Barbara J. Regeer1•
VU University Amsterdam1
18 Mar 2019-One Health
TL;DR: Insight is provided into the existing challenges for designing and implementing OH initiatives, their causes and solutions, and points out strategic solutions with the potential to solve practical challenges.

72 citations

Cites background from "기독교 사역과 Leadership"

  • ...Nevertheless, such superficial collaborations are a long-term heritage of fragmented systems and practices that influence the flexibility of actors and their organizations to collaborate and integrate diverse ideas, methods and actions [2,22,48,52]....

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  • ...Institutional and academic fragmentation [17,21,22,25,37,46,57,58] • The integration of high-level health management strategies generate extra costs [21] • Bureaucracy and administrative hurdles as complex web of mandates and jurisdictions make integration difficult [60] • Different organizational structures as administrative locations, availability of personnel and resources [17,25,37,46,57] • Lack of a coordinating body able to promote collaboration and integration of structures and strategies [22] Geographic and cultural fragmentation [2,22,48,52] • Territorial and nationalistic behaviour [2,22,48,52] • Global differences especially in cultural practices and disparities in terms of capacity [2,22,48,52]...

    [...]

  • ...Multi-level collaborations [2,17,21,22,25,37,45,46,48,52,58,64,65] Causes and defining arguments...

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  • ...Difficulties in promoting the engagement of multiple actors across domains [4,10,17,20,22,33,39,44–48,52,53,57,58,61,65] • Political fragmentation [45] • Hard to incorporate input from multiple actors in research design and analysis [20,47,52,58] • Hard to build trust between stakeholders [33] • Hard to find consensus due to multiple agendas [33] • The engagement of multiple actors can be time consuming [4,10,33,44] • Hard to engage the private sector [39,61] • Competition between stakeholders [57] • Different backgrounds/power/languages/knowledge among relevant stakeholders [4,17,22,33,48,57] • It is hard to integrate diverse perspectives and at the same time respect differences [53,65] Difficulties to include context-specific factors in OH initiatives [17,27,33,39,41,44,58,59] • Hard to promote community engagement [17,41,44] • Hard to find tailored solutions and promote changes [27,33,39,58,59] • Hard to consider contextual factors in all its complexity in OH projects [33]...

    [...]

  • ...Lack of competence from OH practitioners [4,11,21,25,28,43,47,48] • Lack of OH practitioners trained to facilitate and coordinate collaborations within OH projects [4,11,28,43,47,48] Insufficient and inefficient OH training programs...

    [...]

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

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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