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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Dissertation•
01 Nov 2014
TL;DR: In this article, a qualitative study was conducted with teachers, principals, and district leaders to understand what creates health and how it is created in complex living systems individuals, organizations, communities and our planet.
Abstract: This thesis was inspired by a new, evolving vision of a health promoting, continuous learning, education system with an ecological consciousness and focus on sustainability. In health promotion we are coming to a greater understanding of what creates health and how it is created in complex living systems individuals, organizations, communities and our planet. The setting is a large school district in Ontario involved in transformational systems change through creating collaborative learning environments, distributed leadership, and networking – locally and internationally. The research questions were: 1) Why and how do the top three most influential system environments (leadership, a culture of continuous learning, and interrelatedness of work and life) promote the optimal health, well-being, and sustainability of individuals (teachers, principals and supervisory officers) and the school district as a whole?; 2) What are the principles, patterns, relationships, and synergies that are integral to creating a health promoting, continuous learning, sustainable system? and; 3) Is there one or possibly two system environment(s) that might be a major enabler(s) for creating a health promoting, continuous learning, sustainable system? This study was a purposive qualitative study involving sixty semi-structured interviews with teachers, principals, and district leaders. The data were analyzed using thematic analysis and an ecological, holistic systems approach, involving dialogue with experts in systems thinking and change.
28 citations
01 Dec 2014
TL;DR: A review of literature documenting the relationship between social justice and leadership preparation programs, highlighting specific pedagogies, and building towards a curriculum is presented in this article, where the authors take a chronological perspective moving from early theoretical conceptions of social justice to early studies on preparation programs and then focus on second generation empirical research centered on social justice pedagogia and curriculum development.
Abstract: espanolLa relacion entre el liderazgo educativo y la practica de la justicia social ha comentando una segunda decada con respecto a los estudios de investigacion empirica. Ha habido tres agendas de investigacion diferenciadas: la primera se refiere a los intentos por definir cual es el significado de liderazgo educativo para la justicia social; la segunda es la busqueda de descripciones claras de los comportamientos de los lideres que se ocupan de las injusticias sociales y las desigualdades dentro de las escuelas; y, la tercera se centra en el desarrollo de programas de preparacion para el Liderazgo escolar que incluyen la justicia social como eje del curriculo. Este trabajo realiza una revision de la literatura que documenta la relacion entre la justicia social y los programas de preparacion para el liderazgo en las escuelas. Desde una perspectiva cronologica, pasamos a revisar cuales son las primeras concepciones teoricas de la justicia social y, a continuacion, nos centrmos en abordar la investigacion empirica desarrollada en esta segunda generacion de estudios sobre las pedagogias de la justicia social y el desarrollo del curriculo. EnglishThe relationship between educational leadership and practices of social justice is now entering its second decade with respect to empirical research studies. There have been three distinct research agendas: the first involves attempts to define the meaning(s) of educational leadership for social justice; the second is the descriptive documentation of school leadership behaviors which address social injustices and inequities within schools; and, the third focuses on the development of leadership preparation programs that include social justice as a curricular foundation. This paper is delimited to a review of literature documenting the relationship between social justice and leadership preparation programs, highlighting specific pedagogies, and building towards a curriculum. We take a chronological perspective moving from early theoretical conceptions of social justice to early studies on preparation programs and then focus on second generation empirical research centered on social justice pedagogies and curriculum development. portuguesA relacao entre a lideranca ea pratica da justica social educacional tem sido comentando a segunda decada em relacao a estudos empiricos. Houve tres agendas de pesquisa distintas: a primeira refere-se a tentativas de definir qual e o significado de lideranca educacional para a justica social; o segundo e a busca de descricoes claras dos comportamentos dos lideres que abordam as injusticas e desigualdades sociais dentro das escolas; ea terceira centra-se no desenvolvimento de programas de preparacao para a lideranca escolar, incluindo a justica social no centro do curriculo. Este trabalho e uma revisao da literatura que documenta a relacao entre os programas de justica e de preparacao sociais para a lideranca escolar. Do ponto de vista cronologico, revisamos o que as primeiras concepcoes teoricas de justica social, entao nos centrmos na abordagem de pesquisa empirica desenvolvida nesta segunda geracao de estudos sobre as pedagogias de justica social e de desenvolvimento curricular.
28 citations
TL;DR: In this paper, the authors examined the ministerial leadership interplaying uniquely between the president (politics) and career civil servants (administration) at the Korean ministerial level, extending the typology of transformational and transactional leadership and investigated their association with ministers' performances.
Abstract: The significance and the role of leadership in organizations and institutions have been widely discussed but not well understood. Much of the previous literature is limited to leadership practices and education as well as to the American context. Focusing on the Korean ministerial level, this study examines the ministerial leadership interplaying uniquely between the president (politics) and career civil servants (administration). Extending the typology of transformational and transactional leadership, this study presents five different leadership orientations and investigates their association with ministers' performances. Based on the 2002 Korean Minister Survey, this study shows that the strategic-transformational and external-transformational forms of leadership are the primary determinants of Korean ministers' performance. This study suggests that political appointees like Korean ministers should strike a balance between their political responsiveness as political appointees and their administrative ...
28 citations
01 Jan 2004
TL;DR: The authors show that managers with strong beliefs about the right course of action will attract, through sorting in the labor market, employees with similar beliefs, and that it may be optimal to hire managers with such strong beliefs.
Abstract: Can managers have an impact on their flrm that goes beyond their direct actions and decisions? This paper shows that a manager with strong beliefs about the right course of action will attract, through sorting in the labor market, employees with similar beliefs. This alignment of beliefs gives direction to the flrm and has important implications for incentives and coordination. The paper then deflnes vision, in accordance with the management literature, as a strong belief about the right course of action, and shows that it may be optimal to hire managers with such strong beliefs. Vision will be most important when uncertainty is high and actions are di‐cult to contract on.
28 citations
TL;DR: This paper evaluated the invariance properties of the Leadership Scale for sport in a sample of 219 female netball players over four time points within a 10-week playing season, and found that the motivational aspects of training and instruction and positive feedback behavior were perceived to increase, while democratic behavior simultaneously decreased in the second half of the season.
Abstract: This study evaluated the invariance properties of the Leadership Scale for Sport in a sample of 219 female netball players over four time points within a 10-week playing season. Support was found for Chelladurai and Saleh's (1980) >hypothesized 5-factor structure of the Leadership Scale for Sport. Furthermore, differential stability and partial invariance was found for the Leadership Scale for Sport when all four time periods were included. Players perceived slight changes in their coach's autocratic behavior and social support over the season; however, the three other leadership dimensions showed larger changes. The motivational aspects of training and instruction and positive feedback behavior were perceived to increase, while democratic behavior simultaneously decreased in the second half of the season. Furthermore, perceptions of leadership within teams showed a high level of homogeneity with the exception of positive feedback behavior.
28 citations