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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TL;DR: This study aims at investigating metric-compatibility within altmetrics by analyzing 5000 journal articles from six disciplines regarding their metrics with the help of the aggregators PlumX and Altmetric.com.
Abstract: Metrics like the number of tweets or Mendeley readers are currently discussed as an alternative to evaluate research. These alternative metrics (altmetrics) still need to be evaluated in order to fully understand their meaning, their benefits and limitations. While several preceding studies concentrate on correlations of altmetrics with classical measures like citations, this study aims at investigating metric-compatibility within altmetrics. For this purpose, 5000 journal articles from six disciplines have been analyzed regarding their metrics with the help of the aggregators PlumX and Altmetric.com. For this set, the highest numbers of events have been recognized regarding Mendeley readers, followed by Twitter and Facebook mentions. Thereby variations considering the aggregators could be observed. Intra-correlations between the metrics across one aggregator have been calculated, as well as inter-correlations for the corresponding metrics across the aggregators. For both aggregators, low to medium intra-correlations could be calculated which shows the diversity of the different metrics. Regarding inter-correlations, PlumX and Altmetric.com are highly consistent concerning Mendeley readers (
$$r=0.97$$
) and Wikipedia mentions (
$$r=0.82$$
), whereas the consistency concerning Twitter (
$$r=0.49$$
), blogs (
$$r=0.46$$
) and Reddit (
$$r=0.41$$
) is on a moderate level. The sources Facebook (
$$r=0.29$$
), Google+ (
$$r=0.28$$
) and News (
$$r=0.11$$
) show only low correlations.
49 citations
Dissertation•
01 Jan 2019
TL;DR: In this paper, the authors present a problem statement with a preliminary literature study and a central theoretical argument, which they use to define the objectives and aims of the problem statement and the problem.
Abstract: ...................................................................................................................... II CHAPTER 1: INTRODUCTION ................................................................................................. 1 1.1. Background and problem statement ............................................................................... 1 1.1.2. Background .................................................................................................................... 1 1.1.2. Problem statement ........................................................................................................... 4 1.1.3. Preliminary literature study ............................................................................................... 4 1.2. Aim and objectives ........................................................................................................... 6 1.2.1. Aim ....................................................................................................................... 6 1.2.2. Objectives ....................................................................................................................... 6 1.3. Central theoretical argument ........................................................................................... 6 1.4. Research design/Methodology ........................................................................................ 7 1.5. Concept clarifications ...................................................................................................... 7 1.6. Ethical considerations ...................................................................................................... 8 CHAPTER 2: HISTORICAL BACKGROUND ........................................................................... 9 2.
49 citations
TL;DR: In this paper, the authors examine how individuals' personal beliefs about the antecedents of leadership ability influence their leadership behavior and ultimate effectiveness, and suggest ways to incorporate the study of and emphasis on a growth mindset.
Abstract: The purpose of this article is to examine how individuals' personal beliefs about the antecedents of leadership ability influence their leadership behavior and ultimate effectiveness. The relevant literature is reviewed to highlight current thinking in relation to the debate over whether leadership is innate or learned. A leadership mindset that differentiates between a fixed or a growth mindset (Dweck, 2006) is presented. A person with a fixed mindset would view leadership as an innate quality, or believe that people are born leaders. A person with a growth mindset would believe that leadership abilities can be learned and acquired through effort and experience. The leadership mindset is a critical component related to effectiveness and success as a leader. Coaching education and leadership training programs should consider focusing on helping coaches and leaders develop a growth mindset about their leadership abilities, and suggestions are offered for ways to incorporate the study of and emphasis on a g...
49 citations
TL;DR: In this paper, the authors argue that response style behaviour in the form of acquiescence and extreme response style can distort the measurement of these dimensions of leadership, and they elaborate on a relatively new approach in diagnosing response styles.
Abstract: Transformational, transactional, and laissez-faire leadership are considered to be three distinct leadership styles. In this research we argue that response style behaviour in the form of acquiescence and extreme response style can distort the measurement of these dimensions of leadership. Using a sample of 864 employees selected from 135 work teams, this research demonstrates that (1) response styles affect measurement; (2) divergent validity of the three dimensions increases when response styles are taken into account; (3) gender is spuriously related to leadership upon response styles; and (4) team ratings substantially change when controlling for response styles bias. As a secondary topic of this research, we elaborate on a relatively new approach in diagnosing response styles, i.e., a confirmatory latent-class factor analysis. We explain the advantages of this approach and illustrate the steps a researcher has to take in conducting this type of analysis.
49 citations
TL;DR: As one of the central institutions of society, schooling is subject to significant public interest and scrutiny Fads and fashion successfully developed elsewhere are often rebadged and relaunched as mentioned in this paper.
Abstract: As one of the central institutions of society, schooling is subject to significant public interest and scrutiny Fads and fashion successfully developed elsewhere are often rebadged and relaunched
49 citations