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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TL;DR: Sims et al. as mentioned in this paper examined whether women and men who were more skilled in one leadership style (servant, transformational, transactional, or passive avoidant) were better mentors and assessed if gender influenced leadership style or mentoring.
Abstract: Correspondence Cynthia Sims, Department of Educational and Organizational Leadership, College of Education, Clemson University, Clemson, SC 29634, USA. Email: cmsims@clemson.edu Abstract This study examined whether women and men who were more skilled in one leadership style—servant, transformational, transactional, or passive avoidant—were better mentors and assessed if gender influenced leadership style or mentoring. Faculty (n = 56) who were members of one of two cohorts, participated in leadership development programs focused on gender equity at a university in the southeast U.S. The study used a quantitative cross-sectional survey design and the units of analysis were individual program participants. Initial regression analysis revealed servant leadership was positively and statistically associated with mentoring and passive avoidant leadership was negatively and statistically associated with mentoring. Transformational and transactional leadership were not statistically associated with mentor competency. Gender was not found to be associated with leadership style or mentoring. Human Resource Development professionals and those who conduct gender equity and other leadership development programs should consider the benefits of servant leadership due to its gender-neutral style and synergistic ability to develop leaders as skilled mentors. DOI: 10.1002/hrdq.21408
26 citations
TL;DR: In this article, a survey of 25 mayors of municipalities belonging to the Metropolitan City of Milan, Italy presented an investigation into the main problems they faced during Phase 1 (lockdown).
Abstract: Drawing on a survey of 25 mayors of municipalities belonging to the Metropolitan City of Milan, Italy this paper presents an investigation into the main problems they faced during Phase 1 (lockdown...
26 citations
TL;DR: The Nigerian economy is largely oil-based and some people would rather say it is a mono-product economy as mentioned in this paper. The economy has been in dire straits over the years, because of a combination of the neglect of...
Abstract: The Nigerian economy is largely oil-based. Some people would rather say it is a mono-product economy. The economy has been in dire straits over the years, because of a combination of the neglect of...
26 citations
Dissertation•
01 Jan 2012
TL;DR: Huang et al. as discussed by the authors conducted a qualitative study to understand how women of color who are at the senior level of academe continue to advance while navigating and maneuvering through power and politics encountered in the organizational system.
Abstract: Title of Document: NAVIGATING POWER AND POLITICS: WOMEN OF COLOR SENIOR LEADERS IN ACADEME Belinda Jung-Lee Huang Doctor of Philosophy, 2012 Directed By: Professor Sharon Fries-Britt Counseling, Higher Education and Special Education Department The purpose of this study was to understand how women of color who are at the senior level of academe continue to advance while navigating and maneuvering through power and politics encountered in the organizational system. Although we know that there are few women of color at the senior level of administration, this qualitative study provided information about the challenges and obstacles women of color senior level leaders face at microand macro-levels in a doctoral granting or baccalaureate granting university. The major research question guiding this study was: How do women of color navigate power and politics to arrive at the senior level in academe? The research design was nine individual case studies of women of color at nine institutions: three African Americans, two Asian American Pacific Islanders, two Latinas, and two American Indian women at doctoral granting and baccalaureate granting universities. Five women were senior leaders at minority serving institutions; seven were presidents, one was a provost, and one was a vice-provost. Three participants came from historically Black colleges and universities, one woman held a position at a Tribal college, and one worked at a Hispanic serving institution. Drawing upon five theoretical frameworks, four themes emerged that were grounded in the data: 1) Advancing Women Through Opportunity and Experience; 2) Challenges of Race and Gender: Inviting Partnership with Community; 3) Inclusive and Persuasive Leaders: Creating Positive Change; 4) Using Power and Politics to Achieve Goals. Participants saw power as the ability to bring people together and to use a strategy to achieve one’s objectives. They defined power as the privilege one has because of social identity or as something that was borrowed or loaned. Women of color leaders described using politics for the community, to reap benefits, not for oneself but to achieve a broader goal. Participants maneuvered through the system by finding allies, and enlisting people to intervene on their behalf. Women of color senior leaders saw politics as a means to get things done and to emerge with a winwin situation. NAVIGATING POWER AND POLITICS: WOMEN OF COLOR SENIOR LEADERS IN ACADEME Belinda Jung-Lee Huang Dissertation submitted to the Faculty of the Graduate School of the University of Maryland, College Park, in partial fulfillment of the requirements for the degree of Doctor of Philosophy 2012 Advisory Committee: Professor Sharon Fries-Britt, Chair Professor Linda Aldoory Professor Alberto Cabrera Professor Adrianna Kezar Professor Susan Komives © Copyright by Belinda Jung-Lee Huang 2012
26 citations
TL;DR: In this article, a conceptual model using Structural Equation Modeling (SEM) has been proposed to build an effective model which indicates the relationship between Green Lean Six Sigma (GLSS) and Financial Performance (FP) in Malaysian automotive industry.
Abstract: Nowadays, the pressure of competition from multi-national companies had increased and among them is the automotive industry. It is the impact when the level of competition is intensifying as the manufactured vehicles shifts from being national to global. As a part of the competition, the important of understanding the implementation of green concepts is really useful for Malaysia to be a good competitor in Asian. Green concepts could provide assistance in making decisions at the early stage of the vehicle design and development process in order to avoid the costs and time consumed through later redesign. Thus, this study aims to build an effective model which indicates the relationship between Green Lean Six Sigma (GLSS) and Financial Performance (FP) in Malaysian automotive industry. The conceptual model using Structural Equation Modeling (SEM) has been proposed. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. This research concludes with suggest future research work.
26 citations