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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 paper, the effect of organizational culture on the relationship between transformational leadership and job satisfaction in petroleum sector with a focus on the National Oil Corporation of Libya (NOC) was investigated by measuring the data gathered from the five point Likert scale.
Abstract: The purpose of this study is to investigate the effect of organizational culture on the relationship between transformational leadership and job satisfaction in petroleum sector with a focus on the National Oil Corporation of Libya (NOC). This research was carried out by measuring the data gathered from the five point Likert scale. The Multifactor Leadership Questionnaire (MLQ), Organizational Culture Assessment Instrument (OCAI) and Job Satisfaction Survey (JSS) were used. Quantitative survey method was applied and a sample of 50 employees from the National Oil Corporation of Libya was selected as a sample random sampling to answer the instrument of the study. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, T-test, and Pearson Correlation Coeffiecient). The findings indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization and the dominant culture in NOC of Libya is Hierarchy culture while the relationship between transformational leadership style, job satisfaction and organizational culture is positive significant relationship.

65 citations


Cites background from "기독교 사역과 Leadership"

  • ...The term of transformational leadership was created by the politologist, Burns, 1978; but was subsequently developed by Bass, Avolio, Jung and Berson, (2003), until it reached its current importance (Avolio & Yammarino, 2002; Bass, 1985)....

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  • ...Studies suggests that transformational leadership, has a stronger positive effect on employees’ attitudes towards job and job environment, which affects work performance, than transactional leadership (Bass, 1985; Burns, 1978)....

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Journal ArticleDOI
TL;DR: This paper examined perceived levels of threat rigidity, efficacy, and leadership in 549 California principals whose schools were in need of improvement (INI) or not, and found that principals in INI schools identified more threat-rigid response and perceived less self-efficacy than in non-INI setting.
Abstract: No Child Left Behind (NCLB) was passed to ensure that 100 percent of students would be proficient by 2014. Progress toward that goal is measured annually and results suggest that while some schools improve, increasing numbers are identified as in need of improvement (INI) and are subject to sanctions. We examined perceived levels of threat rigidity, efficacy, and leadership in 549 California principals whose schools were INI or not. Results suggest that principals in INI schools identified more threat-rigid response and perceived less self-efficacy than in non-INI setting. Results did not indicate differences between principals in perceived transformational and transactional leadership.

65 citations


Cites background from "기독교 사역과 Leadership"

  • ...While Burns (1978) presents transactional and transformational as polar opposites on a leadership continuum, Bass (1997) claims that transactional and transformational leadership can complement one another....

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01 Jun 2013
TL;DR: From the research reported in this paper a new framework for leadership in the healthcare is built and is being used to guide the construction of a new Leadership Model.
Abstract: This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS. It was prepared in collaboration with the Hay Group. The backdrop and one of the triggers was the launch of a new suite of professional development programmes sponsored and organised by the NHS Leadership Academy. From the research reported in this paper a new framework for leadership in the healthcare is built. This is being used to guide the construction of a new Leadership Model. To quote the NLA this 'will be a well-researched, evidence-based model that reflects the values of the NHS, what we know about effective leadership, what we have learned from the Leadership Framework and what our patients and communities are now asking from us as leaders'.

64 citations


Cites background from "기독교 사역과 Leadership"

  • ...…as a series of trades) Graen and Uhl-Bien (1995); House (1996) 'New Leadership'; charismatic and visionary leadership; transformational leadership Burns (1978); Bryman (1992) Conger and Kanuungo (1988); Bass (1985); Tichy and Devanna (1986); Kouzes and Posner (1997) Leadership as performance…...

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  • ...It was John McGregor Burns who emphasised the meaning and significance of transformational leadership by contrasting it with transactional leadership (Burns 1978)....

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01 Jan 2013
TL;DR: In this paper, the authors investigated the relationship between transformational leadership style proxied by charismatic or inspirational motivation, intellectual stimulation, and individualized consideration with job satisfaction, and found that only two out of the three dimensions of leadership were having significant relationships with job-satisfaction.
Abstract: The objective of the study was to empirically investigate the relationships between transformational leadership style proxied by charismatic or inspirational motivation, intellectual stimulation, and individualized consideration with job satisfaction. 100 respondents from an academic institution in Malaysia had voluntarily participated in the study. The data was analyzed by means of confirmatory factor analysis (CFA) using SPSS Amos software. The revised structural equation modeling (SEM) for relationship between transformational leadership style and job satisfaction passed goodness-of-fit (GOF) tests with near perfect results for absolute and incremental fit measures(chi square to degree of freedom 1.004; p-value 0.469; RMSEA0.006; and comparative fit index (CFI) 1.000). However, only two out of the three dimensions of leadership were having significant relationships with job satisfaction. Positive relationship existed between intellectual stimulation and job satisfaction, while individual consideration was negatively related. The result also revealed that leadership was an insignificant mediator in the relationships between charismatic, intellectual stimulation and individualized consideration with job satisfaction.

64 citations


Cites background or methods from "기독교 사역과 Leadership"

  • ...Basically, leadership style can be categorized into three major styles – transactional, laissez faire and transformational leaderships (Burns, 1978) (Bass & Riggio, 2006)....

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  • ...346 www.hrmars.com/journals Keywords: Transformational leadership, job satisfaction, structural equation modeling (SEM), AMOS, Malaysia....

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  • ...The underpinning transformational leadership style model is conceptualized from a model proposed by (Burns, 1978) and (Bass, 1985)....

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Journal ArticleDOI
TL;DR: Study of executive leadership development programs in U.S. health systems found that ELD programs were reportedly valued by the health systems, as reflected by respondents' perceptions of program payoffs and sustained budgetary commitment.
Abstract: The healthcare industry is known for constant and rapid change, highlighting the need for strong executive leadership. Within this industry, multihospital healthcare systems present particular executive leadership challenges due to their size and complexity, yet our understanding of how these executive-level health system leaders are developed has been extremely limited. The objective of this research was to study the establishment, organization, content, process, evaluation, and evolution of executive leadership development (ELD) programs in U.S. healthcare systems. Results of a national survey of health system CEOs, supplemented by interviews with multiple health system key informants, showed that ELD programs existed in around half of responding U.S. health systems and were especially prevalent among smaller systems. On average the programs were fairly new, with most having been established since 2003. ELD programs were reportedly valued by the health systems, as reflected by respondents' perceptions of program payoffs and sustained budgetary commitment. Specifically, ELD programs are believed to help further healthcare systems' strategic goals, initiate succession planning, and provide local development opportunities. In addition, the majority of program elements were reportedly worth the investment in improving executives' leadership skills and capabilities. Given the imperative to improve leadership capabilities in healthcare, ELD programs provide important opportunities to enable health systems to meet the challenges of a changing health services industry.

64 citations

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