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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•
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

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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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

Cites background from "기독교 사역과 Leadership"

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

    [...]

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

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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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

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....

    [...]

  • ...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)....

    [...]

  • ...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....

    [...]

  • ...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....

    [...]

References
More filters
Journal Article•DOI•
An Urban School Leader’s Approach to School Improvement Toward Contextually Responsive Leadership

[...]

Latish C. Reed1, Raji Swaminathan1•
University of Wisconsin–Milwaukee1
01 Nov 2016-Urban Education
TL;DR: In this article, a case study examines the leadership practices and actions of an urban high school principal who faced many challenges, but worked diligently to improve student achievement and school climate over a 3-year period.
Abstract: This case study examines the leadership practices and actions of an urban high school principal who faced many challenges, but worked diligently to improve student achievement and school climate over a 3-year period. Significant improvements were made by using elements of Distributed Leadership, Professional Learning Communities, and Social Justice Leadership. The authors suggest that contextually responsive leadership practices rather than one best practice present better solutions to the complexity in urban school leadership.

47 citations

Journal Article•DOI•
Managing without Leadership: Towards a Theory of Organizational Functioning

[...]

Jeffrey S. Brooks
02 Feb 2010-Journal of Educational Administration

47 citations

Journal Article•DOI•
Upbeat leadership : A recipe for – or against – “successful” leadership theory

[...]

Mats Alvesson1•
University of Queensland1
01 Dec 2020-Leadership Quarterly
TL;DR: In the last 40 years, leadership studies have moved from a condition of near despair, where complaints of slow progress were commonplace, to a situation of self-confidence and self-praise as mentioned in this paper.
Abstract: In the last 40 years, leadership studies (LS) have moved from a condition of near despair, where complaints of slow progress were commonplace, to a situation of self-confidence and self-praise. However, during recent years we have seen an upsurge in criticism alongside a contradiction between positive leadership ideas and a working life bearing little imprint of the upbeat messages said to characterize successful leaders. LS primarily produces results where “positive” leadership is correlated with various “positive” outcomes. This is made possible through peculiar conventions characterizing LS, which produce a recipe for flawed, but publishable, research and career progress. This paper points at 20 elements of this recipe and argues for a radical rethinking of LS norms and practices to develop more complex and sophisticated knowledge that is intellectually and methodologically sounder, facilitating less ideological and more relevant and insightful studies and research results.

47 citations

A review of leadership in sport: implications for football management

[...]

Lee Crust, Ian Lawrence
01 Dec 2006
TL;DR: In this article, a review of research on leadership in sport and the implications of this work in relation to the complex task of effective football management is presented, where Trait, behavioral and interactional models of leadership are discussed and applied to football management.
Abstract: This paper reviews research on leadership in sport and considers the implications of this work in relation to the complex task of effective football management. Trait, behavioral and interactional models of leadership are discussed and applied to football management. The importance of sport specific models and research is also highlighted. The need for improved training and support services for football managers is discussed, and a theoretical, composite view of an effective football manager is proposed. Since the psychological aspects of football management have received scant attention from researchers, future research that focuses on the psychological requirements and demands of football management is encouraged. Directions for future research are given.

47 citations

Journal Article•DOI•
Potential Issues and Pitfalls in Outcomes Assessment in Leadership Education

[...]

David M. Rosch, Leslie M. Schwartz
01 Jul 2009-The Journal of Leadership Education
TL;DR: This article reviewed some of the most common errors in assessing leadership programs, including failing to consider what the authors describe as the Honeymoon, Horizon, Hollywood, Halo, and Hallmark effects (otherwise known as recency, response shift, socially desirable, and respondent biases).
Abstract: As more institutions of higher education engage in the practice of leadership education, the effective assessment of these efforts lags behind due to a variety of factors. Without an intentional assessment plan, leadership educators are liable to make one or more of several common errors in assessing their programs and activities. This article reviews some of the most common errors in assessing leadership programs, including failing to consider what the authors describe as the Honeymoon, Horizon, Hollywood, Halo, and Hallmark effects (otherwise known as recency, response-shift, socially desirable, and respondent biases). Suggestions for minimizing these potential issues in assessment are also included along with suggestions for practitioners and areas for future related research.

47 citations