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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.
Citations
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Journal ArticleDOI
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 ArticleDOI
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 ArticleDOI
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 ArticleDOI
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 ArticleDOI
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)....

    [...]

  • ...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....

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References
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Dissertation
10 Oct 2016
TL;DR: A thesis submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in fulfilment of the requirements for the Degree of Doctor of Philosophy.
Abstract: A thesis submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in fulfilment of the requirements for the Degree of Doctor of Philosophy 31 March 2014

27 citations

01 Jan 2015
TL;DR: In this article, the authors draw on the perspectives of dance academics, artists and leadership academics engaged in arts-based learning to identify key themes related to how and why dance is being used within leadership education.
Abstract: Arts-based learning activities are gaining popularity and acceptance within leadership programmes around the globe. While dance as a learning method is still emerging as a practice within leadership education, we argue that dance-making can open up new possibilities and understandings for organizational management. More than simply using dance as a metaphor, the concepts of embodiary and embodied leadership explore how the moving body can be a key site for individual and collective creative realizations and communications. Following a grounded theory approach, within this article we draw on the perspectives of dance academics, artists and leadership academics engaged in arts-based learning. Through reviews of Leadership and Dance Studies literature and qualitative, semi-structured interviews, we identify key themes related to how and why dance is being used within leadership education. These themes prompt critical reflections on the use of dance as an experiential learning method to enhance creativity and communication within organizational contexts.Following a grounded theory approach, within this article we draw on the perspectives of dance academics, artists and leadership academics engaged in arts-based learning. Through reviews of Leadership and Dance Studies literature and qualitative, semi-structured interviews, we identify key themes related to how and why dance is being used within leadership education. These themes prompt critical reflections on the use of dance as an experiential learning method to enhance creativity and communication within organizational contexts.

27 citations

DissertationDOI
01 Jan 2013
TL;DR: Huffman et al. as mentioned in this paper conducted a study to compare the perceptions of NCAA Division II and NCAA Division III college and university presidents regarding the impacts of intercollegiate athletics at their institutions.
Abstract: A Description and Comparison of the Perceptions of NCAA Division II and Division III College Presidents regarding the Impacts of Intercollegiate Athletics at their Institutions Aaron C. Huffman The purpose of this study was to describe and compare the perceptions of NCAA Division II and NCAA Division III college and university presidents regarding the impacts of intercollegiate athletics at their institutions. The data were collected with an anonymous online survey instrument developed by the researcher and sent via email using SurveyMonkey. The survey included Likert-type items that were divided into four subscales constructed from phenomena that were gleaned from the literature: (1) Financial Impact subscale, (2) Enrollment Impact subscale, (3) Marketing Impact subscale, and (4) Student Impact subscale. The survey was emailed to the entire population of all NCAA Division II and NCAA Division III college and university presidents (N=760). When data collection was complete, 323 responses (42.5%) were determined to be usable—147 NCAA Division II responses and 176 NCAA Division III responses. Four separate independent samples t-tests were used to compare the presidents’ perceptions regarding the impacts of athletics on each of the four subscales. The t-tests revealed that statistically significant differences do not exist between the two groups on the Financial Impact subscale and the Student Impact subscale, but a statistically significant difference between the two groups does exist for both the Enrollment Impact subscale (p=.014) and for the Marketing Impact subscale (p<.001). Descriptive statistics revealed that both the NCAA Division II presidents and the NCAA Division III presidents perceive that intercollegiate athletics impacts their institutions positively. The items from each subscale to which the presidents responded most strongly are also reported. Descriptive statistics also revealed that the presidents’ perceptions do not always align with the literature regarding athletics in higher education. Finally, descriptive statistics revealed that the NCAA Division III presidents’ perceptions are more divided regarding these issues than the NCAA Division II presidents. Implications for practice and future research are provided. NCAA DII AND DIII COLLEGE PRESIDENTS’ PERCEPTIONS OF ATHLETICS iii Acknowledgements First, I would like to thank my doctoral committee for all of your time and contributions to this project. Dr. Sebastián Díaz, Dr. Ernest Goeres, Dr. Paul Chapman, Dr. Jack Watson, and Dr. Gonzalo Bravo—you have been an incredible team. Each of you has contributed to this culmination in important and unique ways. I can’t imagine having a better committee. I want to especially express my gratitude to Dr. Díaz for serving as my committee chairperson and all of the guidance and expertise that you have provided throughout this whole process. You have been the “rock” of my doctoral career from start to finish—throughout the coursework, comps, prospectus, and dissertation. You have been my teacher, my mentor, and my advisor—and now my friend and colleague. Thank you for everything. I will always be grateful. Thank you, Dr. Goeres, for always being there for guidance and keeping our cohort on track through all of the transitions. Thank you, Dr. Chapman, for all of the extra help navigating the new IRB system and the general guidance and support along the way. Thank you, Dr. Watson, for your expertise, extra availability, and guidance, especially with survey design and implementation. I am very grateful for all of your extra time you spent with me. Thank you, Dr. Bravo, for your willingness to serve on my committee and the guidance and advice you have provided. I want to thank my doctoral cohort colleagues and friends—Dan Filer, Carrie White, Brad Cox, Jacob Sanwidi, and Jeff Terpstra—for all of the laughs, good times, jokes, and camaraderie. You actually made me look forward to all those trips to Morgantown! I want to thank Dr. Rhonda Noble, Dr. John McCullough, and Jim Watson from West Liberty University—thank you for all of your encouragement and support with this endeavor. I want to say a special thank you to my parents, Rad and Ruth Huffman, for always guiding, loving, and supporting me throughout my whole life. I want to thank my three children, Jacob, Jillian, and Joshua Huffman, for being my three little blessings. You mean the world to me and I love you. Finally, I want to thank my loving wife Courtney Huffman for everything you have done and sacrificed in order for this to be accomplished. Thank you for taking care of our children during this process and showering our home with your love. You are my best friend—my “other half”—my blessing. I love you! NCAA DII AND DIII COLLEGE PRESIDENTS’ PERCEPTIONS OF ATHLETICS iv Table of

27 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the impact of corporate social responsibility and transformational leadership on brand community and found that strong brand communities can be of tremendous value to organizations by generating increased customer loyalty towards their brands.
Abstract: Not much work has been done to study the impact of various organizational variables on brand communities around various brands and consequently we have limited knowledge on how to build brand communities. Strong brand communities can be of tremendous value to organizations by generating increased customer loyalty towards their brands. This study attempts to examine the impact of corporate social responsibility and transformational leadership on brand community. The study employed a scenario based 2 × 2 experimental design, with corporate social responsibility and transformational leadership as the manipulated variables. The sample consisted of 118 graduate students doing the first year of their MBA programme in a leading management institute in India. Due to lack of availability of any standard measure, an instrument was developed to measure brand communities. Results of 2 × 2 factored analysis of variance show that brand community is enhanced by both corporate social responsibility and transformational l...

27 citations

Journal ArticleDOI
TL;DR: In this article, the authors propose a structural equation model to comprehensively explain the relationship between leadership style and the variables linked to it, including job satisfaction, trust in leadership, person-organization values congruence, organizational commitment and job performance.
Abstract: :The existence of a positive and significant influence of transformational leadership style on factors including job satisfaction, trust in leadership, person-organization values congruence, organizational commitment, and job performance has been well documented in several publications; however, the full set of relationships among these variables has not been sufficiently described. The goal of this article is to propose a structural equation model to comprehensively explain the relationship between leadership style and the variables linked to it. This proposal will focus on a specific professional group – engineers – who are a critical success or fail factor for their company results. In our final model, job satisfaction plays a key role as the primary link between transformational leadership and its consequences.

27 citations