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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•
Transformational Leadership, Goal Setting, and Work Motivation: The Case of a Dutch Municipality

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Babette Bronkhorst1, Bram Steijn1, Brenda Vermeeren1•
Erasmus University Rotterdam1
01 Jun 2015-Review of Public Personnel Administration
TL;DR: In this article, the authors investigated the relationship between transformational leadership and work motivation in public sector organizations and found that goal setting mediates this relationship, with transformational leaders able to set more challenging and more specific goals.
Abstract: Many studies have recently been devoted to transformational leadership in public sector organizations. However, these seldom address the relationship between transformational leadership and work motivation. By combining separate findings in the public administration literature about transformational leadership style and goal setting and about the work motivation of public employees, we construct hypotheses on how transformational leadership style and work motivation are related in a public sector context. Building on this, our analysis, based on a survey in a Dutch municipality, shows several linkages between this leadership style and work motivation. In addition to a direct effect, we anticipated and indeed found two indirect ones. First, goal setting mediates this relationship, with transformational leaders able to set more challenging and more specific goals. Second, transformational leaders seem able to reduce perceptions of procedural constraints among their employees. This is especially important as...

58 citations

Cites background from "기독교 사역과 Leadership"

  • ...” Although there are many theories concerning leadership (Van Wart, 2012), transformational leadership has become an important focus of interest (Burns, 1978; Dvir et al., 2002; Van Wart, 2012)....

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  • ...” Although there are many theories concerning leadership (Van Wart, 2012), transformational leadership has become an important focus of interest (Burns, 1978; Dvir et al., 2002; Van Wart, 2012). The basic idea behind this leadership concept is that “effective leaders transform or change the basic values, beliefs, and attitudes of followers so that they are willing to perform beyond the minimum levels specified by the organization” (Podsakoff, MacKenzie, Moorman, & Fetter, 1990, p. 108). This emphasizes a leadership style that is inspirational (Van Wart, 2012) and is “centered on the assumption that leaders can change followers’ beliefs, assumptions, and behavior by appealing to the importance of collective or organizational outcomes” (Moynihan, Pandey, & Wright, 2012, p. 147). Many studies on transformational leadership have stressed its positive effects, for instance, on performance (Wang, Oh, Courtright, & Colbert, 2011) and employee outcomes (Whittington, Goodwin, & Murray, 2004). Although we are also looking here at the positive effects, it should be noted that several studies have stressed negative effects. For instance, Harrison (1987) warned of a burn-out risk and Stephens, D’Intino, and Victor (1995) noted that the theory is biased toward certain stakeholders (top...

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  • ...Although there are many theories concerning leadership (Van Wart, 2012), transformational leadership has become an important focus of interest (Burns, 1978; Dvir et al., 2002; Van Wart, 2012)....

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A background paper to inform the development of a national professional development framework for teachers and school leaders

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Helen Timperley
01 Jan 2011
TL;DR: A background paper was provided by AITSL in April 2011 to inform the development of a national professional development framework for Australian teachers and school leaders as discussed by the authors, which was used to train Australian teachers.
Abstract: This background paper was commissioned by AITSL in April 2011 to inform the development of a national professional development framework for Australian teachers and school leaders. The views, findings, conclusions and recommendations herein are those of the authors ad do not necessarily represent the official positions or policies of AITSL or the educational institutions of the authors. 1 A background paper to inform the development of a national professional development framework for teachers and school leaders

58 citations

Cites background from "기독교 사역과 Leadership"

  • ...While they will play out differently in different contexts, some areas where differences might be expected but where these expectations were not supported by the evidence included: • The content or approach for primary and secondary schools, although the more complex structure of secondary schools…...

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  • ...The central question of early work in transformational leadership in non-educational organisations was why some leaders were able to engage with employees in ways that led them to demonstrate higher levels of motivation and morality (Burns, 1978)....

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Journal Article•DOI•
Leadership Styles and its Impact on Organizational Commitment

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A. Senthamil Raja1, P. Palanichamy1•
Pondicherry University1
01 Jul 2011-Asia Pacific Business Review
TL;DR: In this paper, the authors investigate the most preferred leadership behaviors among the transformational and transactional leadership styles and its impact on employees' organizational commitmeasure, and find that the preferred leadership behavior is correlated with organizational commitment.
Abstract: The present study attempts to investigate the most preferred leadership behaviors among the transformational and transactional leadership styles and its impact on Employees' organizational commitme...

58 citations

Cites background from "기독교 사역과 Leadership"

  • ...Transformational versus transactional Leadership styles Burns (1978) first introduced the concepts of transformational and transactional leadership in his treatment of political leadership....

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Journal Article•DOI•
Interpersonal and Structural Features of Greek Coach–Athlete Dyads Performing in Individual Sports

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Sophia Jowett1•
Loughborough University1
01 Mar 2006-Journal of Applied Sport Psychology
TL;DR: In this paper, a new interpersonal construct, namely, Co-orientation, was proposed to be included in the recently developed Closeness, Commitment, and Complementarity (3 Cs) conceptual model of the coach-athlete relationship.
Abstract: The purpose of the present study was two-fold. Firstly, a new interpersonal construct, namely, Co-orientation was proposed to be included in the recently developed Closeness, Commitment, and Complementarity (3 Cs) conceptual model of the coach–athlete relationship (Jowett & Cockerill, 2002). Secondly, the factorial construct validity of the Greek Coach–Athlete Relationship Questionnaire (GrCART-Q; Jowett & Ntoumanis, 2003), an instrument developed to measure coaches and athletes' direct perspective of the 3 Cs, and its modified version was assessed. The modified GrCART-Q was developed to measure the 3 Cs from a meta-perspective (e.g., athletes' perceptions of their coaches' closeness). The GrCART-Q and its modified version were administered to 280 participants (140 coaches and 140 athletes) from individual sports. Separate confirmatory factor analyses were conducted for the GrCART-Q and its modified version, as well as for coaches and athletes. Results revealed that both versions possess satisfactory fact...

58 citations

Cites methods from "기독교 사역과 Leadership"

  • ...Both the multidimensional model (Chelladurai, 1993) and the mediational model of leadership (Smith & Smoll, 1996) have provided the means by which “relationships” between coaches and athletes have been studied over the years (Chelladurai, 1984; Smith, Zane, Smoll, & Coppel, 1983)....

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Journal Article•DOI•
Leadership in Multiplayer Online Gaming Environments

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Timothy C. Lisk1, Ugur T. Kaplancali2, Ronald E. Riggio3•
Claremont Graduate University1, Yeditepe University2, Claremont McKenna College3
01 Feb 2012-Simulation & Gaming
TL;DR: To cope with globalization, technological change, and highly competitive environments, leaders of DTs must have a better understanding of the contextual variables in online environments, and massively multiplayer online video games provide robust platforms to test their skills.
Abstract: With their increased popularity, games open up possibilities for simultaneous learning on multiple levels; players may learn from contextual information embedded in the narrative of the game and through the risks, benefits, costs, outcomes, and rewards of the alternative strategies that result from fast-paced decision making. Such dynamics also contribute to building relationships and sharing/delegating authority with others, in other words, acquiring leadership skills. Games and simulations have long histories as tools to facilitate learning and training, especially in formats such as board games, role-playing games, and real-life simulations. However, multiplayer online games are rarely used outside military training for leadership development. With its emphasis on transformational leadership skills in distributed teams (DTs), this study presents several findings on leadership in multiplayer online environments, such as INFINITEAMS and EVE ONLINE. To cope with globalization, technological change, and highly competitive environments, leaders of DTs must have a better understanding of the contextual variables in online environments, and massively multiplayer online video games provide robust platforms to test their skills.

58 citations

Additional excerpts

  • ...A useful framework for examining leadership behavior in context is that of transformational and transactional leadership (Bass, 1985; Bass & Avolio, 1997; 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

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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.

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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

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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