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 Jan 2003
TL;DR: A large number of the questioned people believe that midwives’ voices should be heard in the decision-making process in order to improve the quality of midwifery services in Australia.
Abstract: -------------------------------------------------------------------------------------------------iii ACKNOWLEDGEMENTS -------------------------------------------------------------------------------v 1.0 PROLOGUE................................................................................................ 1 2.0 BACKGROUND TO THE STUDY ............................................................ 10 2.1 AUSTRALIAN MATERNITY CARE ----------------------------------------------------------10 2.2 INTERNATIONAL HEALTH POLICY STRATEGIC DIRECTIONS -------------12 2.3 SOCIAL INFLUENCES ON MATERNITY CARE AND MIDWIFERY ----------14 2.4 MIDWIFERY AS PRIMARY HEALTH CARE --------------------------------------------17 2.5 NATIONAL AND STATE GOVERNMENT HEALTH POLICY --------------------18 2.6 THE ROLE OF THE MIDWIFE IN AUSTRALIA ----------------------------------------24 2.7 THE AUSTRALIAN MIDWIFERY ACTION PROJECT ------------------------------26 2.8 LITERATURE REVIEW --------------------------------------------------------------------------29 2.8.1 The Benefits of Midwifery -------------------------------------------------------------30 2.8.2 Continuity of Midwifery Care---------------------------------------------------------33 2.9 RATIONALE FOR INCREASING THE STATUS OF MIDWIFERY -------------36 2.10 SUMMARY --------------------------------------------------------------------------------------------37 3.0 SECTION ONE CONFIRMING THE PROBLEM................................... 40 3.1 STUDY ONE – THE MIDWIVES’ VOICES -----------------------------------------------40 3.1.1 Context ---------------------------------------------------------------------------------------40 3.1.2 Literature Review-------------------------------------------------------------------------40 3.1.3 The Midwives’ Voices Study ---------------------------------------------------------42 3.1.4 The Midwives’ Voices Publication -------------------------------------------------46 3.2 STUDY TWO – LACK OF VISIBILITY IN REGULATION---------------------------55 3.2.
26 citations
01 Jan 2006
TL;DR: Gutherie et al. as mentioned in this paper identified five Orders of constructive developmental theory concerned with both how one constructs reality and the development of that construction which becomes more complex across the life span.
Abstract: ions, Mutuality, Subjectivity Ideology, Multiple roles, Self-authorship Oppositeness, Interpenetration of self and others Fantasy, impulse, Perception Self-concepts, Needs, Preferences Abstractions, Mutuality, Subjectivityions, Mutuality, Subjectivity Ideology, Multiple roles, Self-authorship From “Understanding and Applying Cognitive Development Theory,” by P.G. Love and P. L. Gutherie, 1999, New Directions for Student Services, 88, p. 68. 41 Five Orders Kegan identified five Orders of constructive-developmental theory concerned with both how one constructs reality and the development of that construction which becomes more complex across the life span. The Orders range from the infant to the person well into the second half of life. Each Order is a qualitative transition in meaningmaking and complexity from the Order before it. As a person transforms, the actual form of how they understand the world expands with the growth across the life span. While there are five Orders, for the purposes of this study, the Second through Fifth Orders will be utilized for the range of the adult population studied. The First Order resides in young children from birth to seven or eight years of age. During this time span in life, children do not have the capacity for abstract thought. Durable objects are not understood except in the moment the child interacts with them. The world is not concert (working together) and at this Order, children are unable to hold ideas in their head very long. Impulse control is not possible because children are Subject to their impulses. At this Order, there is the need for constant supervision and reminders of the rules (Kegan, 1982). (For the purpose of this study, only adults 17 years of age and older were involved.) In the Second Order, the instrumental mind generally applies to adolescents, 7 to 10 years of age, though research has determined some adults in society occupy this Order. In this Order, while the individual knows his/her feelings and beliefs exist over time, he/she is now aware that others have beliefs and feelings that remain constant over time as well. In relationship to authority, individuals in this Order believe that what is a rule today is a rule tomorrow and there is a pre-occupation with trying to figure out how 42 to get past the rule, if it impedes his/her way. Empathy is not possible in this Order, though individuals know others have feelings and desires. At this Order, individuals are self-centered and see others as helpers or barriers to having their needs met. A member of an organization will follow the rules and at minimal risk will break them if he/she does not fit his/her need. Task assignments best for an individual in Second Order are those in his/her own best interest with clear boundaries, limited capacity, and good supervision (Kegan, 1982). Second Order – Instrumental Adolescents (7-10 years of age) Some adults • Discovers feelings and beliefs exist over time and aware that others have beliefs and feelings. • A rule today is a rule tomorrow and pre-occupation with trying to figure out how to get past the rule if it impedes their way. • Empathy not possible, though they know others have feelings and desires. • Self-centered and see others as helpers or barriers to have own needs met. Example: A member of an organization will follow the rules and at minimal risk will break them if he/she does not fit his/her need. Task assignments best for this group member are those in his/her own best interest with clear boundaries, limited capacity and good supervision. 43 The Third Order termed the Socialized or Traditional Mind found in older adolescents and a majority of adults. In this Order lies the ability to subordinate individual desires to the desires of others. The impulses and desires that were Subject in the Second Order (simply part of the self, have you), have become Object. Kegan describes Subject as “...those elements of our knowing and organizing that we are identified with, tied to, fused with or embedded in” (p. 32) while in Third Order these elements become Object (you have things, “element of our knowing or organizing we reflect on, handle, look at, be responsible for, relate to each other, take control of, internalize, assimilate, or otherwise operate on” (Kegan, 1994, p. 32). Adults internalize the feelings and emotions of others, and are devoted to something that is greater than their own needs. This Order’s limitation is the conflict between important others and one’s own devotion. There is no defined sense of what the individual wants outside of others’ expectations or societal roles. In this Order, the adult is model citizen and follows the guidelines and laws out of loyalty to others in the organization. They try hard not to break the rules because they would not want to feel they had let others down. In organizations, Third Order individuals will likely hold leadership positions that do not require independent leadership. According to Kegan’s study, adults spend the majority of their lives in the Third and Fourth Order transition. 44 Third Order – Socialized Older adolescents and majority of adults Developed the ability to subordinate their needs to include the needs of others. Their needs – Subject to them in Second Order, now Object. • Ability to internalize feelings and emotions of others. • Guided by institutions that are important to them (school, religion, political party). • Able to think abstractly, self-reflective on own and others actions, and devoted to something greater than own needs. • When there is conflict between important others – feel ‘torn in two’ and cannot make a decision. • Self-esteem not possible at this Order, as there is no ‘self’ outside of those around them, who define and make up who they are at this Order. Example: A member of an organization at this Order follows rules out of loyalty to others in the organization and tries not to break them for fear of feeling as though they have let others down. Can take on many leadership roles in the organization as long as there is someone they respect to help them make difficult
26 citations
TL;DR: This paper showed that the circumstances in which voice and explanation improve performance depend on whether or not the budget allocation is perceived as unfair, unfavourable or unattainable, and that it may be better to set a budget and explain its rationale.
Abstract: Under what circumstances does giving a voice and explanation to a manager in a budget allocation setting improve their performance? The research into whether or not managers should participate or have a voice in setting their budget allocation show conflicting results on performance. This seems largely as a result of the variables being measured in importantly different ways. Whether or not the voice influences the final budget allocation and whether the budget is perceived as unfair, unfavourable or unattainable needs to be clearly articulated in the research design. This study demonstrates that the circumstances in which voice and explanation improve performance depend on whether or not the budget allocation is perceived as unfair. To date, it has been accepted practice that managers should participate in the budget setting process. However, it may be better to set a budget and explain its rationale. Over multiple budget periods care should be taken with the type of explanation given, because simply repeating last year's reason will discourage higher performance.
26 citations
Dissertation•
01 Jan 2019
TL;DR: In this article, a model of leader resilience was developed to align with leadership in an organisational context, and three dimensions of resilience were identified: self-concept well-being, locus of control and constructive thinking.
Abstract: During the last ten years, research linking the constructs of resilience and leadership style has begun to emerge, with a small number of research papers investigating a combination of these factors (Garbowski, 2010; Offutt, 2011; Sylvester, 2009; Wasden, 2014). This thesis extends the current research in the field by proposing and validating a model of leader resilience that has been developed to align with leadership in an organisational context. The thesis also explores and defines the relationship between resilience and transformational leadership, providing essential insights into the impact of resilience training on leadership capability.
A multidisciplinary review of the extant research on the constructs of leadership style and resilience was conducted. The relationship between these research areas was explored and hypothesised links in previous research from a range of disciplines were investigated. Based on this multidisciplinary review, a model of leader resilience was developed, and three dimensions of resilience were proposed. The dimensions identified aligned with an organisational and leadership context and included self-concept well-being, locus of control and constructive thinking. Each of these dimensions has been independently shown to enhance a leader’s ability to bounce back and remain optimistic, as well as ensuring that the individual can consistently deliver a transformational leadership style.
This organisational model of leader resilience informed the design of two field-based studies devised to add to the research linking these constructs. Study 1 was designed to investigate the relationships between resilience and the transformational leadership style and to validate the proposed model of leader resilience. These relationships were examined using a field-based non-experimental design with a sample of 110 leaders. The participants were leaders from a range of private and public-sector organisations across Western Australia. The results of Study 1 showed statistical support for the three-factor model of leader resilience proposed in previous studies. The structural equation modelling (SEM) of the relationships confirmed the proposed model of leader resilience with its dimensions—self-concept well-being, internal locus of control and constructive thinking. SEM also validated the proposed relationships between leader resilience and leadership style, confirming that leader resilience significantly predicted a transformational style and did not significantly predict a transactional style of leadership.
Study 2 examined two key aspects: First, whether leader resilience could be enhanced using a developmental intervention designed to build the three dimensions of resilience; and second, whether improving leader resilience could have a positive impact on an individual’s leadership style. The studies reported in Study 2 utilised a before-and-after quasi-experimental design with quantitative data analysis, based on a sample of 27 leaders from two organisations based in Perth. The results showed a significant and positive shift in the self-assessed scores across the three dimensions and the measure of resilience. Statistical analysis also confirmed a significant and positive shift in participants’ levels of transformational leadership as measured by self-assessed and boss-assessed scores. The results of both Study 1 and 2 confirmed the hypothesised relationships.
26 citations
19 Jan 2016
TL;DR: In this paper, the mediating effect of citizenship behaviors on organizational performance is explored and it is hypothesized that when employees perceived that a public organization is practicing a transformational leadership style (TLS), they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB.
Abstract: While much has been written about the importance of recruiting and retaining employees displaying voluntary and spontaneous actions, few have explored the mediating effect of citizenship behaviors on organizational performance. This study examines the direct and indirect effects of transformational leadership style, public service motivation, and organizational citizenship behavior (OCB) on public organization performance. It is hypothesized that when employees perceived that a public organization is practicing a transformational leadership style (TLS), they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB. At the same time, if employees have a strong desire to serve and improve the welfare of others, they are likely to perform beyond their job requirements and thus, likely to express a positive view on the organizational performance. A structural equation modeling was used to examine the perceptions of 1,016 public employees in the Guadalajara Metropolitan Area, Mexico. The results suggest that Mexican public employees display OCB (extra role behaviors) that will be associated with a better public organizational performance because of the higher levels of PSM (public service motivation). TLS are also associated to a better organizational performance as well as to perform OCBs. But we did not find the mediator role of OCB between TLS and the organizational performance.
26 citations