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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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
Cites background from "기독교 사역과 Leadership"
...Perhaps this should not be surprising, since the heart of transformational leadership is the ability to get employees to perform above and beyond expectations (Bass, 1985; Burns, 1978; Kouzes & Posner, 1987), and this extra effort may show up in the form of citizenship behavior....
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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
Cites background from "기독교 사역과 Leadership"
...Burns (1978) first introduced the concepts of transformational and transactional leadership in his treatment of political leadership....
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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
Cites background from "기독교 사역과 Leadership"
...The Wnal element of the deWnition related to “decisionmaking” reXects the fact that ethical leaders consider the ethical consequences of their decisions, and make principled and fair choices that can be observed and emulated by others (Bass & Avolio, 2000; Burns, 1978; Howell & Avolio, 1992)....
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...ethical consequences of their decisions, and make principled and fair choices that can be observed and emulated by others (Bass & Avolio, 2000; Burns, 1978; Howell & Avolio, 1992)....
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...Burns (1978) said that “transforming” leaders inspire followers by aligning their own and their followers’ value systems toward important moral principles....
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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
Cites background from "기독교 사역과 Leadership"
...In developing the construct, Burns (1978) drew from the literature on traits, leadership styles, leader-member exchange research, as well as his own observations, and put forth the idea of a transformational and transactional leadership style....
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...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482. Conger, J.A., & Kanungo, R.N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647. Cowen, S.S. (1990). A study of relationships between perceived leader behaviors of presidents at public fouryear institutions of higher education in the United States and the changes in FTE enrollment, perceptions...
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...This transformational leader was posited as a contrast to the transactional leader who exchanges valent rewards contingent upon a display of desired behaviors (Burns, 1978; Waldman, Bass, & Einstein, 1987)....
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...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13, 471-482. Conger, J.A., & Kanungo, R.N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings....
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...Burns, J.M. (1978). Leadership. New York: Harper & Row. Burns, T., & Stalker, G.M. (1961). The management of innovation. Chicago: Quadrangle Books. Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Integrating theory and practice....
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References
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22 Jun 2011
TL;DR: Men conformed more toward the social stereotypes of being more task oriented, self-assertive and motivated to master their environment while women conform more toward social stereotypes for being more interpersonal, selfless and concerned with others.
Abstract: Underrepresentation Women have increasingly moved toward greater gender equality at home and in the workplace. Changes in gender roles and lifestyles have occurred with men now sharing more in household chores and childrearing. Social rules of etiquette and gender roles are now more flexible and equity within the marital relationship more common. Women are more able to navigate life in and outside the home easily and freely. Many women now work outside the home; in the U.S., they comprise 46% of the work force. So much has changed; so much has not. Women are still underrepresented in leadership roles in corporations, institutions of higher education, and the political sector especially in light of the changing population demographics. In the U.S., women now make up 23% of American CEOs. Few women reach the top in higher education although women increasingly enter the ranks of academia. A total of 453 women, representing 16 percent of all presidents, now head U.S. colleges and universities; their share of college and university presidencies has more than tripled in the last 20 years (Touchton, J. G. & Iomengram, D. 1995). In 2006, 86% were white and 23% were women with the majority of women presidents heading up small, private four year universities or community colleges (June, 2007). Women are still considered an anomaly compared to men when in high positions of leadership. Contradictory portrayals of women leaders pose obstacles to how they lead, and often result in different standards than those applied to men. Women leaders are alternately portrayed as "soft and ineffective" or "domineering and manipulative". This picture is complicated by its interaction with racial and ethnic differences. Is there a difference between men and women in how they lead? The answer to this is complex; yes and no. Theories of leadership are typically neutral or absent in their attention to gender as if "a leader is a leader" while studies on leadership typically ignore gender differences or mostly study white men. Popular wisdom and women's self-reports often identify distinct leadership styles and characteristics associated with gender while empirical studies on gender and leadership (e.g., Eagly & Johnson, 1990) often show that men and women leaders behave more alike than different when occupying the same positions. Why is it then that the strength of these perceptions persists? We often perceive traits associated with leaders that may not have much with to do effective leadership; these characteristics are often embraced by leaders themselves. Terms like "he looks like a leader; he is presidential"; charisma, visionary, are all terms used to define leaders. They often capture what followers want in their leaders--which, in turn, are influenced by social constructions of leadership which are associated with the social construction of gender roles and their resulting impact leadership styles. In a meta-analysis of gender and leadership style (Eagly & Johnson, 1990), gender differences did not emerge in organizational studies between interpersonal vs. task oriented style. However, stereotypic gender differences did emerge in laboratory experiments and assessment studies, i.e., studies when participants were not selected for holding a leadership position. Social perceptions and expectations apparently influence the leadership styles of women leaning toward being more relationship based when in situations of self-assessment or when appointed to leadership roles in laboratory studies. Men conformed more toward the social stereotypes of being more task oriented, self-assertive and motivated to master their environment while women conformed more toward social stereotypes of being more interpersonal, selfless and concerned with others. This is often distinguished as a person orientation over task-orientation with women viewed as having an advantage (Bass & Avolio, 1994; McGregor, 1985). …
54 citations
TL;DR: In this article, the authors report the results of a laboratory study conducted to assess the connection between leadership behaviors and the levels of cognitive and affective conflict generated in decision-making groups.
Abstract: This article is intended to contribute to the creation of a theoretical framework for more fully assessing the nature of the relationship between leadership styles and group conflict. The authors report the results of a laboratory study conducted to assess the connection between leadership behaviors and the levels of cognitive and affective conflict generated in decision-making groups. The findings support the assertion that differences in leadership behaviors can trigger different levels of cognitive and affective conflict among group members. Behaviors reflective of the transformational style of leadership demonstrated the greatest capacity to motivate group members to constructively debate ideas. However, in contrast to transactional and external leader behaviors, transformational leadership behaviors also showed a greater capacity for igniting affective conflict among group members.
54 citations
TL;DR: This paper explored the origins of leadership potential and motivation for leadership, primarily with regard to two types of leaders: personalized and socialized charismatic leaders, and analyzed the motivation to be a leader with the help of psychodynamic concepts and models.
Abstract: This paper explores the origins of leadership potential and motivation for leadership, primarily with regard to two types of leaders: personalized and socialized charismatic leaders Bowlby's attachment theory (1969, 1973) provides a theoretical basis for determining an individual's potential to be in leadership positions The "internal working model, "formed (according to Bowlby) in the course of attachment processes in infancy, has a considerable impact on self-perception, which may later affect the development of "ego resources" required for leadership The motivation to be a leader is analyzed with the help of various psychodynamic concepts and models
54 citations
TL;DR: The B-Scan 360 and all of its four factors were positively correlated with passive leadership (Laissez-Faire leadership) and negatively correlated with positive leadership (both Transactional and Transformational leadership).
Abstract: The B-Scan 360 is a relatively new, purpose-built measure of corporate psychopathy that addresses many of the issues inherent in studying psychopathy in organizations. The primary goal of the present study was to measure the relationship between employees' perception of psychopathic features in their supervisor and their rating of their supervisor on the Full-Range Model of Leadership. The second goal of the study was to test the B-Scan 360's factor structure and test its interrater reliability in an organizational sample. A total of 491 civic employees and 116 employees from a branch of a large financial company completed the B-Scan 360 as well as the Multifactor Leadership Questionnaire on their direct supervisor. The B-Scan 360 and all of its four factors were positively correlated with passive leadership (Laissez-Faire leadership) and negatively correlated with positive leadership (both Transactional and Transformational leadership). Furthermore, results revealed the same four-factor structure and good interrater reliability for the B-Scan 360 in this business sample as previously reported for a general population. Overall, the results provide additional support for the B-Scan 360 as a measure of psychopathic traits in corporate settings.
54 citations
TL;DR: In this article, the impacts of emotional intelligence and leadership style on self-efficacy and organizational commitment of employees in the banking industry in Taiwan were analyzed by means of a quantitative research method.
Abstract: The purpose of this study is to analyze by means of a quantitative research method the impacts among the emotional intelligence and leadership style, self-efficacy and organizational commitment of employees in the banking industry in Taiwan. The research framework is primarily constructed based on Bandara’s Social Cognitive Theory. As a research design, the structural equation model is adopted to explore the relationship between research constructs. To test the model, the researchers employed purposive sampling and collected a total of 251 copies of questionnaire as research samples from employees in the banking industry in Taiwan. This study has found that a supervisor’s emotional intelligence has a significant positive influence on his/her personal leadership style, that a supervisor with high emotional intelligence is able to perform excellent leading skills to elevate the employee self-efficacy, and that employees self-efficacy results in a significant positive influence on organizational commitment. The present research empirically suggests that the emotional intelligence of a supervisor plays a mediating role in the relationship between the leadership style of a supervisor and the self-efficacy of employees. Meanwhile, there have been few studies in the discipline of human resources concerning the influence of self-efficacy on organizational commitment. It is thus expected that the findings of this study serves to propel increasingly insightful research on the two constructs in the discipline of human resources.
Key words: Emotional intelligence, leadership style, self-efficacy, organizationalcommitment.
54 citations