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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01 Jan 2006
TL;DR: In this paper, the authors employ analogous methods to examine servant and self-sacrificial leadership and suggest that although they share many common characteristics, they differ in several behavioral dimensions.
Abstract: Since Greenleaf (1977), research pertaining to servant leadership has carved a unique place in the leadership literature. The last decade has produced focused theory development including instrument development and empirical studies. Similarly, since Burns (1978), this era witnessed increased theoretical and empirical attention on the role of leader self-sacrifice. Recently, Stone, Russell, and Patterson (2004) and Smith, Montagno, and Kuzmenko (2004) examined the similarities and differences of servant and transformational leadership. This paper employs analogous methods to examine servant and selfsacrificial leadership. The authors suggest that although servant and self-sacrificial leadership share many common characteristics, they differ in several behavioral dimensions.
61 citations
Cites background from "기독교 사역과 Leadership"
...Self-Sacrificial Leadership The contemporary origins of the study of self-sacrificial leadership are found in the writings of Burns (1978) and Bass (1985)....
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...Similarly, since Burns (1978), this era witnessed increased theoretical...
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...Similarly, since Burns (1978), this era witnessed increased theoretical and empirical attention on the role of leader self-sacrifice....
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...Research pertaining to leadership has been dominated over the last quarter century by the study of transformational leadership (Bass, 1985; Burns, 1978, 2003)....
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TL;DR: In this article, a study was conducted among 187 employees of cafes in Bangkok, hypothesizing that transformational leadership would negatively predict turnover intention and that trust and job performance would mediate the relationship between transformational leaders and turnover intention.
Abstract: Immediate managers are the number one predictor of employee turnover. Immediate managers’ transformational leadership style might reduce turnover intention through the employees’ trust in their manager and their perceived job performance. To support the contention, a study was conducted among 187 employees of cafes in Bangkok, hypothesizing that transformational leadership would negatively predict turnover intention and that trust and job performance would mediate the relationship between transformational leadership and turnover intention. Results support the hypotheses. Transformational leadership seems to have an impact to reduce turnover intention and organizations may benefit from development programs to instill transformational leadership style among their immediate managers.
61 citations
Cites background from "기독교 사역과 Leadership"
...Transformational leadership and turnover intention Burns (1978) identified two political leadership styles: transactional and transformational....
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TL;DR: Physical scientists have been forced to reevaluate much of what they thought they knew about the universe because of the discovery and emerging development of chaos theory as discussed by the authors, and social scienti...
Abstract: Physical scientists have been forced to reevaluate much of what they thought they knew about the universe because of the discovery and emerging development of chaos theory. Similarly social scienti...
61 citations
Cites background from "기독교 사역과 Leadership"
...Similarly leadership theory has, at least since 1978 (Bums, 1978), described the transforming nature of leadership....
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TL;DR: In this paper, the authors examined how discourses of leadership reflect and produce particular perceptions about leaders and leadership in higher education and discussed how these leadership images align with modalities of power.
Abstract: This article examines how discourses of leadership reflect and produce particular perceptions about leaders and leadership in higher education. An analysis of 103 articles published by The Chronicle of Higher Education between 2002 and 2003 reveal four predominant discourses shaping images of leaders: autonomy, relatedness, masculinity, and professionalism. These discourses construct images of leaders as experts, beneficiaries, heroes, tyrants, negotiators, and facilitators. This article discusses how these leadership images align with modalities of power.
61 citations
Cites background from "기독교 사역과 Leadership"
...…however, the statesman subject position is characterized by advancing the collective purpose through being attuned to the aspirations of his or her followers (Burns, 1978) as depicted in this quotation: “[The president] brought a sense of integrity and stability and good order to the university....
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...In Leadership, a classic study of the political, social, and psychological dimensions of leadership, Burns (1978) differentiates transactional from transformational leadership, noting that transactional leadership is a lower level of leadership in that it concentrates on contractual relationships…...
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...Ultimately however, the statesman subject position is characterized by advancing the collective purpose through being attuned to the aspirations of his or her followers (Burns, 1978) as depicted in this quotation: “[The president] brought a sense of integrity and stability and good order to the university....
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...The statesman, like Burns’s principled leader (1978), has the ability to “lead, inspire, and unite” (Mangan, 2003b, p....
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...Transformational leaders seek to inspire, motivate, engage, and empower the follower by fostering deeply rooted values, convictions, and principles (Avolio, 1999; Bass, 1998; Burns, 1978; Irving & Klenke, 2004)....
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Journal Article•
TL;DR: The authors examines traditional leadership research and assumption concerning hierarchical and leader-focused paradigms against the needs of the Baby Boomers, Generation Xers and Millennials who favor a spontaneous, self-initiated leadership/followership theory identified as Alternating Leadership.
Abstract: The article examines traditional leadership research and assumption concerning hierarchical and leaderfocused paradigms against the needs of the Baby Boomers, Generation Xers and Millennials who favor a spontaneous, self-initiated leadership/followership theory identified as Alternating Leadership - that acknowledges the duality of leader/follower within each individual. A matrix offers interventions that enhance and expand leadership and followership roles and generational expectations. Conclusions suggest a confirmation of the dual Alternating Leadership role existing within all employees or managers and range of worker-centered, real-time interventions needed to increase worker interaction and synergy.
61 citations
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