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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•
The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW)

[...]

Andrés Salas-Vallina1, Cristina Simone, Rafael Fernández-Guerrero1•
University of Valencia1
01 Feb 2020-Journal of Business Research
TL;DR: In this paper, the mediating effect of follower characteristics in the relationship between inspirational leadership and happiness at work was examined, and a confirmatory factor analysis revealed that inspirational leadership exerts a more positive influence on followers' happiness when follower characteristics are more positive.

60 citations

Journal Article•DOI•
Leadership Styles and Job Satisfaction among Employees in Small and Medium Enterprises

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Oladipo Kolapo Sakiru, Jeffrey Lawrence D’Silva1, Jamilah Othman1, Abu Daud Silong, Adekanye Temitope Busayo2 •
Universiti Putra Malaysia1, University of Ibadan2
19 Jun 2013-The International Journal of Business and Management
TL;DR: In this article, the authors investigated the relationship between leadership styles and job satisfaction among employees in small and medium enterprises in Nigeria and found that transformational leadership styles has the most commonly used leadership styles in the SMEs in Nigeria.
Abstract: Investigation into the relationship between leadership styles and job satisfaction among employees in small andmedium enterprises in Nigeria is the main focus of this research. The research used survey design to gather datafrom one hundred and fifteen employees from the small and medium enterprises.The study utilized simple randomsampling techniquesand data was collected using a questionnaire that required respondent to rate their level of jobsatisfactions as well as their “leaders” leadership styles using a five point scale likert type. The result of correlationanalysis revealed that the entire leadership styles items are statistically significant at .05 level of significance, alsothe result of descriptive statisticsindicates transformational leadership styles has the most commonly usedleadership styles in the small and medium enterprises in Nigeria.Transformational leaders are needed insmall andmedium scale enterprises in Nigeria to be able to achieve the mission, objectives and goals for the development ofthis enterprisein the country.

60 citations

Cites background from "기독교 사역과 Leadership"

  • ...Transformational leaders affect the values and outlooks of follower and encourage the aides in their specific individual benefits equivalent using the enhancement from the organization (Burns, 1978). Transformational leaders simplify new considerations by growing or changing understanding of matters. Resultantly, they promote stimulation and enthusiasm to place further determinations to attain mutual goals. Based on Burns (1978), transformational leadership is also according to four dimensions for example communication, charisma, individualized consideration and intellectual stimulation....

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  • ...Transformational leaders affect the values and outlooks of follower and encourage the aides in their specific individual benefits equivalent using the enhancement from the organization (Burns, 1978). Transformational leaders simplify new considerations by growing or changing understanding of matters. Resultantly, they promote stimulation and enthusiasm to place further determinations to attain mutual goals. Based on Burns (1978), transformational leadership is also according to four dimensions for example communication, charisma, individualized consideration and intellectual stimulation. Certain scientists interchangeably use transformational leadership as charming leadership. But based on McLaurin and Al-Amri (2008), numerous variations between both of these positions exist like charisma being one amongst the characteristics of the transformational leader as opposed to the sole component, the result of situational favorableness or improbability on attitudes, transformational behavior de -accentuating charisma, the charming leader’s possible self-interest and also the probable unwanted effects of charming leadership (McLaurin and AlAmri, 2008)....

    [...]

  • ...Based on Burns (1978), transformational leadership is also according to four dimensions for example communication, charisma, individualized consideration and intellectual stimulation....

    [...]

  • ...Transformational leaders affect the values and outlooks of follower and encourage the aides in their specific individual benefits equivalent using the enhancement from the organization (Burns, 1978)....

    [...]

Journal Article•DOI•
The Relationship Between Transformational Leadership, Integrity and an Ethical Climate in Organisations

[...]

Anja S. van Aswegen1, Amos S. Engelbrecht1•
Stellenbosch University1
27 Oct 2009-Sa Journal of Human Resource Management
TL;DR: In this article, the authors validate a theoretical model to explain the relationships between leadership, integrity and an ethical climate and find that transformational leadership has a positive effect on the dimensions of an ethical environment.
Abstract: By effectively utilising the transformational leadership process, an organisation’s culture can be transformed into one that encourages ethical behaviour. The aim of this study was to validate a theoretical model to explain the relationships between leadership, integrity and an ethical climate. A non-probability sample of employees (n = 203) from medium to large companies was used. Data were analysed by item, factor and multiple regression analyses. The results revealed that transformational leadership has a positive effect on the dimensions of an ethical climate. No convincing support was found for the proposition that integrity moderates the relationship between transformational leadership and the dimensions of an ethical climate.

59 citations

Journal Article•DOI•
Looking through the Glass Ceiling: A Qualitative Study of STEM Women's Career Narratives.

[...]

Mary Jean Amon1•
Indiana University1
20 Feb 2017-Frontiers in Psychology
TL;DR: Photovoice was utilized, a Participatory Action Research method, to identify themes that underlie women’s experiences in traditionally male-dominated fields, including career strategies, barriers to achievement, and buffering strategies or methods for managing barriers.
Abstract: Although efforts have been directed toward the advancement of women in science, technology, engineering, and mathematics (STEM) positions, little research has directly examined women’s perspectives and bottom-up strategies for advancing in male-stereotyped disciplines. The present study utilized Photovoice, a Participatory Action Research method, to identify themes that underlie women’s experiences in traditionally male-dominated fields. Photovoice enables participants to convey unique aspects of their experiences via photographs and their in-depth knowledge of a community through personal narrative. Forty-six STEM women graduate students and postdoctoral fellows completed a Photovoice activity in small groups. They presented photographs that described their experiences pursuing leadership positions in STEM fields. Three types of narratives were discovered and classified: career strategies, barriers to achievement, and buffering strategies or methods for managing barriers. Participants described three common types of career strategies and motivational factors, including professional development, collaboration, and social impact. Moreover, the lack of rewards for these workplace activities was seen as limiting professional effectiveness. In terms of barriers to achievement, women indicated they were not recognized as authority figures and often worked to build legitimacy by fostering positive relationships. Women were vigilant to other people’s perspectives, which was costly in terms of time and energy. To manage role expectations, including those related to gender, participants engaged in numerous role transitions throughout their day to accommodate workplace demands. To buffer barriers to achievement, participants found resiliency in feelings of accomplishment and recognition. Social support, particularly from mentors, helped participants cope with negative experiences and to envision their future within the field. Work-life balance also helped participants find meaning in their work and have a sense of control over their lives. Overall, common workplace challenges included a lack of social capital and limited degrees of freedom. Implications for organizational policy and future research are discussed.

59 citations

Cites background from "기독교 사역과 Leadership"

  • ...Overall, participants described their leadership style as transformational (Burns, 1978), where leaders work to motivate team members toward the achievement of a common goal....

    [...]

Journal Article•DOI•
Entrepreneurial leadership and context in Chinese firms: a tale of two Chinese private enterprises

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Catherine L. Wang1, Ding Ding Tee2, Pervaiz K. Ahmed2•
Royal Holloway, University of London1, Monash University2
24 Sep 2012-Asia Pacific Business Review
TL;DR: In this paper, the authors focus on entrepreneurial leadership styles and context in Chinese firms and find that the interaction of multilevel factors (i.e. philosophical traditions and cultural values, organizational, personal and transitional factors) forms a complex and dynamic context of entrepreneurial leadership in Chinese enterprises.
Abstract: We focus on entrepreneurial leadership styles and context in Chinese firms. Drawing on exploratory case study evidence from two Chinese high-tech private enterprises, we find that the interaction of multilevel factors (i.e. philosophical traditions and cultural values, organizational, personal and transitional factors) forms a complex and dynamic context of entrepreneurial leadership in Chinese firms. Benevolent leadership rooted in Confucianism is an overarching leadership style, whilst transactional and transformational leadership styles (which find parallel with Legalism and Daoism) are contingent upon a range of factors, especially the entrepreneurial leader's personal background and the firm's strategic focus and developmental stage.

59 citations

Cites background from "기독교 사역과 Leadership"

  • ...Such organizational processes and systems often go hand in hand with a hierarchical or mechanistic organizational structure (Burns 1978) and an authoritarian culture accompanied by transaction-based rewards and punishment to achieve the desired task performance (Gupta et al. 2004; Jogulu 2010)....

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  • ...Transactional leadership requires formal organizational processes, systems and rules in place to set task objectives, establish work standards, and monitor and evaluate task performance (Burns 1978)....

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  • ...Transactional leaders are individuals who emphasize work standards and task-oriented aims; they perform their leadership within organizational constraints and adhere to the existing rules and regulations (Burns 1978)....

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  • ...…employees to take initiatives and generate new ideas, Founder A of Firm Y championed a team-based approach to allow flexibility and accountability in their formal organizational structure and control systems to facilitate creativity and innovation (akin to the organic structure by Burns 1978)....

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  • ...Specifically, when a firm strategically focuses on exploiting existing technology (such as Firm X), transactional leadership helps to establish work standards, monitor tasks and achieve efficiency in line with Burns (1978)....

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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