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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01 Jan 2013
TL;DR: Wagner et al. as mentioned in this paper explored the relationship between leadership styles and engagement in the workplace and explored what type of leadership style is more conducive to increasing the levels of employee engagement.
Abstract: This paper explores the relationship between leadership styles and engagement in the workplace. The competitive global markets are forcing organizations to look past their products and the bottom line and move beyond just employee motivation and towards having an engaged workforce. Due to globalization, companies are changing their structure and competing in a bigger arena. Most of these organizations used to think of capital simply as shares, cash, investments, or some sort of wealth. Over the years, these organizations have changed their views and have added employee development and performance management as a strategic business priority to set them apart from their competition. With this shift, organizations are adding more value to their employees and their employees’ skill sets (Heger, 2007). Talent management has emerged as an area in which organizations, and especially human resource professionals, can spend time and resources to develop a workforce that gives them a competitive and strategic advantage. Organization use talent management in order to achieve some of their goals, such as competitive advantage, retention, and increase productivity. For the purpose of this paper we will focus on one aspect of talent management, motivation, that leads to some of these desired organizational outcomes and take it a step further by approaching it through the engagement lens. Engagement impacts various organizational outcomes, such as retention and productivity. To accomplish their talent management goals, organizations must move beyond employee motivation strategies and towards increasing the levels of employee engagement. Having engaged employees has become crucial in a time where organizations look to their employees to take initiative, bring innovation, and be proactive with solutions to current needs. Organizational leaders are in the position to increase their employees’ engagement levels and do more than just motivate them. The purpose of this paper is to explore what type of leadership style is more conducive to increasing the levels of employee engagement. First, employee engagement and leadership are discussed followed by an exploration of what leadership style is more conducive to increasing employee engagement levels. Lastly, implications and conclusions bring this paper to a close. Engagement The term engagement refers to an “individual’s involvement and satisfaction with as well as enthusiasm for work” (Harter, Schmidt, & Hayes, 2002, p. 269). Built on the work of Kahn (1990), engagement describes the intimate involvement with and framework of the work experience. When employees are engaged, they are emotionally connected to others and cognitively vigilant to the direction of the team (Harter et al., 2002). Engagement occurs when employees know what to expect, have the resources to complete their work, participate in opportunities for growth and feedback, and feel that they contribute significantly to the organization. Although engaged employees have consistently shown to be more productive, profitable, safer, healthier, and less likely to leave their employer (Fleming & Asplund, 2007; Wagner & Harter, 2006), only 30% of the global workforce is estimated to be engaged (Buckingham & Coffman, 1999; Harter et al., 2002; Saks, 2006; Wagner & Harter, 2006); more than 60% of the
48 citations
TL;DR: In this article, the authors present two conceptual frameworks to move procurement in a strategic direction: a pragmatic framework to resolve the dichotomy between ends and means and a conservator model of agency leadership to promote and maintain public procurement's institutional integrity.
Abstract: Procurement is often perceived as a tactical rather than a strategic function. Such perceptions result from the way procurement is usually defined as beginning after a need has been identified. Procurement thus focuses on tactical decisions involving means rather than on strategic decisions involving ends. For procurement to become strategic, procurement professionals must be recognized as having legitimate leadership roles in determining organizational ends. The paper presents two conceptual frameworks to move procurement in this direction. The first-pragmatism-resolves the dichotomy between ends and means. The second-a conservator model of agency leadership-highlights the importance of promoting and maintaining public procurement's institutional integrity. Together, these may equip procurement professionals to adopt leadership roles in strategic organizational decision making.
48 citations
TL;DR: Using data from hospitals conducting specialist surgery, hospital performance improves independently through better surgical resource quality and from more use of a streamlined form of resource management in which overall patient team leadership and operating team leadership are held by the same physician.
Abstract: While the independent impacts of particular firm resources and deployment capabilities on firm performance are unambiguous cornerstones of the strategy field, it is commonly assumed that their joint impacts are synergistic. This article seeks to understand whether this common misconception of resource-based theory can be refuted empirically. Using data from hospitals conducting specialist surgery, I find hospital performance improves independently through better surgical resource quality and from more use of a streamlined form of resource management in which overall patient team leadership and operating team leadership are held by the same physician. Generally the interaction of these two firm activities had no impact on performance. These results contribute to the strategy field's understanding of whether and when internal fit affects performance, clarifying an incorrect inference commonly made about resource-based theory.
48 citations
Dissertation•
01 Jan 2007
TL;DR: In this article, the authors investigate the relationship between organizational creativity and innovation and contextual aspects: organizational climate, team climate, leadership, work resources, workload, the organizational culture, and the individual.
Abstract: Organizational creativity and psychological well-being. Present day organizations in a globalized society are experiencing external challenges and changes more than ever before and in order to adapt and react to these changes creativity and innovation are seen as some of the most important means. The standpoint in this thesis is that all employees have creative potential, and how the creative potential is expressed may depend on variables in the organizational context. Accordingly, this thesis aims to investigate the relationship between organizational creativity and innovation and contextual aspects: organizational climate, team climate, leadership, work resources, workload, the organizational culture, and the individual.
In this time of change, globalization, and technology improvements to mention some few factors, the well-being of the employees may be at risk. In this thesis it is suggested that increasing organizational creativity and innovation, for which the foundation is employee creativity, are means to achieve a psychological well-being.
The results of study I showed that the joint contribution of the contextual variables was related to ratings of organizational creativity and innovation. The more one rated the organizational climate for creativity, team climate for innovation, change/employee-oriented leadership style, work resources, and less workload, the higher was the organization rated as creative and innovative. On the importance of the context, the results of study III also implied that, although creativity mainly was experienced to be an individual phenomenon, the context had an important if not a determining role for how organizational creativity and innovation were experienced. Contextual aspects such as structure dependency, organizational defences, collaboration difficulties, and political cannibalism, among other things, made it difficult for the engineers to be creative at their work.
Regarding well-being, the results of study I suggested that organizational creativity and innovation might be means to increase psychological well-being. In study II, the results implied that the more creative the climate was rated, the less did employees experience stress. Furthermore, in study II, stress was predicted by a relation-oriented leadership, indicating the importance of the leader for the well-being of the employees.
The results of study II suggested that educational level is a more relevant dimension than gender with regard to experiencing the organizational climate and leadership but not with regard to experiencing stress and workload. The results indicated that well educated people experienced the climate for creativity as more beneficial and the leadership as more change/employee-oriented than less educated, and women experienced stress and workload more than men.
Taken together, the results pointed at the importance of the context for how creativity is experienced and to the importance of the relationship between organizational creativity and innovation and well-being. The assumptions made regarding organizational creativity and innovation leading to a better well-being and a creative organizational climate leading to less stress are limited and needs to be further developed, especially concerning the causality of the relationships, within the context of organizations.
48 citations
01 Jan 2017
TL;DR: In this paper, the authors discuss the challenges of managing change in university libraries during recent decades and how to manage change in libraries during ICT advances in information and communication technologies (ICT) has been a disruptive force for libraries.
Abstract: Managing change in university libraries has been a critical issue for libraries during recent decades. Revolutionary advancement in information and communication technologies (ICT) has been a disruptive force for all libraries. Technology has significantl
48 citations