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 2017
TL;DR: A qualitative phenomenological study was conducted by Patricia A.Jenks-Greene et al. as discussed by the authors to explore the lived experiences and perceptions of clergy manager-leaders' management training in non-denominational organizations.
Abstract: Clergy Academic Management Training in Non-Denominational Faith-Based Organizations by Patricia A. Jenks-Greene MBA, Walden University, 2010 BBA, Savannah State University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University November 2017 Abstract There is little research about how clerics manage and lead small to midsized nondenominational nonprofit organizations. The rate of clergy failures in nondenominational organizations has left many questions about what is needed to create organizational success. The purpose of this qualitative phenomenological study was to explore the lived experiences and perceptions of clergy manager-leaders’ management training in non-denominational organizations. Fourteen full-time clerics from Bloomingdale, Georgia, Rincon, Georgia, and Savannah, Georgia participated in face-toface semi-structured interviews. The data analysis process involved the use of Edward and Welch’s extension of Colaizzi’s data analysis procedures, which resulted in the emergence of 4 themes. The themes included: (1) management education and training, (2) experiencing the call of God, and (3) servant leadership. There was common experiences and perceptions among clerics that there was a need for management training to improve workforce productivity, soft skills, and improve the performance of the organization to match the changes in their communities. The findings provide indications from clerics responses that organizational success is dependent upon clergy manager-leaders’ effectiveness in their role as full-time clerics as perceived by the expectations of their members, followers, and community stakeholders. This study is significant in that its findings could promote awareness for the need of management training in nondenominational organizations. The potential implications for social change is an innovative work environment, organizational success, community and social responsibility.There is little research about how clerics manage and lead small to midsized nondenominational nonprofit organizations. The rate of clergy failures in nondenominational organizations has left many questions about what is needed to create organizational success. The purpose of this qualitative phenomenological study was to explore the lived experiences and perceptions of clergy manager-leaders’ management training in non-denominational organizations. Fourteen full-time clerics from Bloomingdale, Georgia, Rincon, Georgia, and Savannah, Georgia participated in face-toface semi-structured interviews. The data analysis process involved the use of Edward and Welch’s extension of Colaizzi’s data analysis procedures, which resulted in the emergence of 4 themes. The themes included: (1) management education and training, (2) experiencing the call of God, and (3) servant leadership. There was common experiences and perceptions among clerics that there was a need for management training to improve workforce productivity, soft skills, and improve the performance of the organization to match the changes in their communities. The findings provide indications from clerics responses that organizational success is dependent upon clergy manager-leaders’ effectiveness in their role as full-time clerics as perceived by the expectations of their members, followers, and community stakeholders. This study is significant in that its findings could promote awareness for the need of management training in nondenominational organizations. The potential implications for social change is an innovative work environment, organizational success, community and social responsibility. Clergy Academic Management Training in Non-Denominational Faith-Based Organizations by Patricia A. Jenks-Greene MBA, Walden University, 2010 BBA, Savannah State University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University November 2017 Dedication This dissertation is dedicated in loving memory of my parents, Clifford and Ernestine Jenks resting in the arms of Jesus Christ, our Lord, and Savior. I dedicate this dissertation to my children, Antwuan Jenks, R. Sheldon Greene, and Shannon Greene. I thank you for your love, support, motivation, and pushing me toward completing my degree. I love and thank my biggest champion and supporter, my sister Sheila. I could not have completed this without your constant pricks to keep it moving. Thank you for filling our mother’s shoes, reminding me that mama wanted me to finish this dissertation. To my three brothers, Clifford, Michael, and Kenneth thank you for providing money when I needed it. Thank you for being men of honor in my life in the absence of our dad. A special thank you to my uncle, Edward Jinks, Sr., thank you for your love, evening dinner outings and being my second dad. To my family members, my best friends forever, and my loving church family, thank you for never asking more than I could give. Thank you Bishop Matthew Odum, Sr., for praying me through and standing in support of my dreams. I want to thank Pastor Rickey Temple for making me aware that I have a vision for my life. This dissertation is my vision. Thank you, Dr. Norma Wallace, for inspiring me with nuggets of inspiration to attain an advanced degree. Special thanks to the men and women of God who gave me an opportunity to collect data through in-depth interviews. Thank you for the follow-up phone calls checking on my progress and praying for my success. To my husband, Ronald, thank you for enduring the late nights and early mornings hours of reading, writing, and typing. You are a very patient man. I thank you for the Sunday morning hot cups of coffee that energized and kept me going. Acknowledgments I thank my Lord and Savior, Jesus Christ, without whom this would have never been possible. I acknowledge my committee members, professionals of unique perspectives, honesty, and transparency. I am thankful to my Chair, Dr. David Bouvin for providing endless encouragements, guidance, patience, and time through every phase of this dissertation. I am appreciative and grateful for my second Committee Member, Dr. Marcia Steinhauer. Thank you Dr. Steinhauer for years of attention to every detail of my progress and your guidance towards the attainment of my Ph.D. Dr. Steinhauer began this journey with me at my first academic residency in Arlington, Virginia, March 2013. Thank you for the Atta Girl that made the difference between success and giving up. I want to thank Dr. Diane Stottlemyer, my URR, for coming on board and embracing my study. Thank you for providing the feedback I needed to complete my dissertation. I am thankful for my colleagues, my circle of PhDs, for your encouragement and support of this dream. I thank my first Chair, Dr. David Pritchard for starting me out on this journey.
40 citations
TL;DR: In this article, an integrative, process-oriented Emotionally Intelligent Leadership (EIL) theory is proposed to provide a framework for conceptualizing and integrating future research and practice, and the authors conclude with practical implications for leadership development in the context of higher education.
Abstract: Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional focus on context, self and others, emotionally intelligent leaders facilitate the attainment of desired outcomes. The 21 capacities described by the theory equip individuals with the knowledge, skills, abilities, and other characteristics to achieve desired results. The purpose of this article is to propose an integrative, process-oriented EIL theory to provide a framework for conceptualizing and integrating future research and practice. The authors review and organize research and theory in emotional intelligence and leadership within the context of higher education, introduce the EIL model, and provide suggestions for future research. The article concludes with practical implications for leadership development in the context of higher education.
40 citations
TL;DR: In this article, a survey of 968 employees combined with qualitative interviews concerning specific public values was conducted for Danish University Colleges using a mixed-methods design, and they found that the less value conflict, the stronger the positive relationship between the direct managers' level of transformational leadership and the employees' PSM.
Abstract: Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, bu...
40 citations
01 Jan 2009
TL;DR: In this paper, a keyhole look at the inner workings of business model innovation is presented, and it is shown that business model innovations are not conducive to being classified into any one framework or theory.
Abstract: __Concluding Remark__ – I set out to take a look through the keyhole at the inner workings of business model innovation in this dissertation. In my research I discovered that business model innovation is a phenomenon not conducive to being classified into any one framework or theory. We must use other scientific theories and domains to contextualise business model innovation and so make sense of this interesting, albeit practical, process. At the start of this journey, I wanted to answer the question: What drives business model innovation to success? I believe I have, at least partly, answered this question in my discovery that business model innovation is a fluid concept driven mainly by people and behaviours, which in turn also augments said behaviour, driving other processes (one of which could potentially be more business model innovation). I have highlighted the importance of leadership in driving this process as well as its outcomes, e.g. learning, identity change. I hope I have piqued the interest of others to follow up on the findings of this dissertation and shine a light on the many remaining mysteries inherent in business model innovation.
40 citations
TL;DR: In this paper, the influence of transformational leadership behaviours on employee turnover intention with the moderating effect of alternative job opportunity was examined, with a multi-stage sampling approach used in selecting three hundred and five (305) employees from banks in Ghana.
Abstract: Corporations all over the world strive for competitiveness in the quest to improving the performance of their businesses. The issue of holding on to firms’ talented employees has thus become critical in contemporary business operations. People must therefore be managed in ways which seek to elicit favorable behavioural responses targeted at creating customer satisfaction and consequent business efficacy. It is however not uncommon to find talented employees leave their current jobs for others. This paper therefore examined the influence of transformational leadership behaviours on employee turnover intention with the moderating effect of alternative job opportunity. A cross-sectional, descriptive, correlational survey design was adopted for the paper, with a multi-stage sampling approach used in selecting three hundred and five (305) employees from banks in Ghana. Correlational and hierarchical regressional analytical procedures were used to test the hypotheses. Transformational leadership behaviours were found to be negatively related to employees’ voluntary organisational turnover intention but the availability of alternative job opportunities did not moderate the transformational leadership-turnover intention nexus. Within the Ghanaian banking industry, leadership behaviours that focus more on the needs of subordinates as a critical part of task accomplishment is laud by employees and thus mitigate their intention to quit the organisation for other lucrative offers. It is thus incumbent on management to employ more of transformational leadership behaviours as an efficient tool to addressing the severe consequences of turnover in the Ghanaian banking industry.
40 citations