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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Posted Content•
TL;DR: In this article, the authors examined the motivational effects of charismatic leadership and found that the behaviors of a charismatic leader and the enhanced followers' needs promote clearer role perceptions, improved task performance, greater job satisfaction, stronger collective identity and group cohesiveness, more organization citizenship behaviors, and stronger self-leadership among the followers.
Abstract: The motivational effects of charismatic leadership are examined in greater detail. Charismatic leadership is assumed to have three core components: envisioning, empathy, and empowerment. A charismatic leader's envisioning behavior influences followers' need for achievement, and the leader's empathic behavior stimulates followers' need for affiliation. Followers' need for power is enhanced by a charismatic leader's empowerment practices. It is further suggested that the behaviors of a charismatic leader and the enhanced followers' needs promote clearer role perceptions, improved task performance, greater job satisfaction, stronger collective identity and group cohesiveness, more organization citizenship behaviors, and stronger self-leadership among the followers. The contextual factors which may influence the motivational effects of charismatic leadership are also discussed.
203 citations
TL;DR: In this article, the authors integrate and extend theories on transformational leadership, self-determination, and work engagement, and test experimentally their hypotheses that the satisfaction of followers' basic psychological needs (i.e., for competence, relatedness, and autonomy) and their work engagement mediate the relationship between transformation and performance.
Abstract: The aim of the present research was to integrate and extend theorizing on transformational leadership, self-determination, and work engagement. Specifically, we tested experimentally our hypotheses that the satisfaction of followers' basic psychological needs (i.e., for competence, relatedness, and autonomy) and work engagement mediate the relationship between transformational leadership and performance. A total of 190 participants worked on a brainstorming task under either a transformational or a non-transformational leadership condition. Followers' performance was operationalized through quantity, quality, and persistence. Results revealed that satisfaction of the needs for competence and relatedness mediated the relationship between transformational leadership and work engagement, which, in turn, was positively related to quality, quantity, and persistence. Taken together, these findings are largely in line with our theoretical model and support Bass' ( Leadership and performance beyond expectations. New York, NY: Free Press, 1985) and Burns' ( Leadership. New York: Harper & Row, 1978) theories on needs satisfaction being a central mechanism behind transformational leadership. Practitioner points The results of this study suggest that organizations can benefit from implementing measures to increase employees' work engagement, because this can enhance employees' performance., Furthermore, the study provides an indication of how to design such measures. It suggests that initiatives focusing on followers' basic psychological needs satisfaction (especially of the needs for competence and relatedness) are particularly effective., Finally, our findings indicate that transformational leadership is one concrete way to foster employees' needs satisfaction and, consequently, work engagement and performance. Hence, integrating the frameworks of transformational leadership and followers' psychological needs can provide valuable insights for leadership development
202 citations
Journal Article•
TL;DR: In this paper, the authors discuss the characteristics common to both successful leaders and entrepreneurs who operate in dynamic, changing environments and demonstrate a new style of evolving leadership, entrepreneurial leadership, which offers a break from the past and movement into the future.
Abstract: As the 1990's gave way to the next millennium, the current social, economic, and political environments were constantly being affected by the actions of entrepreneurs and entrepreneurial ventures. The current literature in entrepreneurship devotes considerable discussion to the role entrepreneurs play within their businesses and as opinion leaders in their markets and the general economy. Often described as innovators, paradigm pioneers, and visionaries, entrepreneurs are confronted with the issue of developing leadership qualities in order to grow their businesses and to transform them to a level of professionalism.Since the 1980's, an increased level of entrepreneurial activity has spawned, not only because of the electronic age but due to a plethora of new materials, products, financial networks, joint venture possibilities, and paradigmatic changes in politics, economics, and societies. It appears a whole new remodeling of the ways in which business, communication, and government are conducted has emerged. Thus, it is imperative for anyone involved in entrepreneurial ventures, especially the entrepreneur, to fully comprehend the impor-tance of sound leadership practices.This article attempts to reveal those characteristics common to both successful leaders and entrepreneurs who operate in dynamic, changing environments. It also attempts to show the characteristics entrepreneurs use to cope with their need to excel and explore new vistas. In essence, it seeks to demonstrate a new style of evolving leadership, entrepreneurial leadership, which offers a break from the past and movement into the future.Literature ReviewEntrepreneur ship is a relatively new, sometimes controversial, and burgeoning field of management research. Leadership has been studied since around 500 BC. New to the field is the subject of entrepreneurial leadership. Both entrepreneurship and leadership will be briefly discussed in turn.EntrepreneurshipSelection of the appropriate basis for defining and understanding entrepreneurs created a challenging problem for entrepreneurial research. More than ten years ago, the field of research -was described as young, i.e., in its formative stage (Paulin, Coffey, & Spaulding, 1982; Perryman, 1982; Peterson & Horvath, 1982; Sexton, 1982). Even now, no generally accepted definition of an entrepreneur exists, and the literature is replete with criteria ranging from creativity and innovation to personal traits such as appearance and style. Models of the entrepreneur are almost as plentiful as the number of researchers studying entrepreneurs (Churchill & Lewis, 1986; Cunningham & Lischeron, 1991).Krackhardt (1995) stated that research on entrepreneurship has defined entrepreneurship in two ways, the entrepreneurial firm and entrepreneurial people. Entrepreneurial firms are small (Aldrich & Austen, 1986), fast-growing (Drucker, 1985), organic, and network-based rather than mechanistic and bureaucratic (Birley, 1986). In studying work flow leadership, a form of firm-level entrepreneurship, Sayles and Stewart (1995) defined entrepreneurship as having three components:(1) it is activity that seizes profit opportunities without regard to resources currently controlled (Stevenson & Jarillo, 1990);(2) it expands existing resources through enhanced learning, synergies, or bootstrapping (Burgelman, 1983; Leibstein, 1968; Stewart, 1989; Venkataraman, McMillan & McGrath, 1992); and(3) it promotes change and innovation leading to new combinations of resources and new ways of doing business (Burgelman, 1983; Schumpeter, 1943).Entrepreneurial people take advantage of opportunities to acquire added value. This definition sees entrepreneurship as a behavioral characteristic of employees and managers in a firm, not as a characteristic of the firm itself.Stevenson, Roberts, and Grousbeck (1989) argued that entrepreneurship is an approach to management. …
202 citations
TL;DR: In this paper, the authors reviewed the literature on leadership that culminated in what has been described as the "New Paradigm" and discussed the research which has led to the development of what might be...
Abstract: After reviewing the literature on leadership that culminated in what has been described as the ‘New Paradigm’, this article discusses the research which has led to the development of what might be ...
197 citations
TL;DR: In this article, the authors explore the territory of leading as an embodied activity through the lens of the aesthetic category of "the beautiful" and identify three key aspects of leading beautifully: mastery, congruence between form and content, and purpose.
Abstract: This paper explores the territory of leading as an embodied activity through the lens of the aesthetic category of ‘the beautiful’. Its starting point is that although much of the literature about effective leadership practice focuses on leadership behaviours, little is written about the way in which those behaviours are actually enacted. The musician, Bobby McFerrin serves as a case study for identifying three key aspects of leading beautifully: mastery, congruence between form and content, and purpose. These are further considered through reference to the concept of beauty as theorised by the philosophers Plato and Plotinus. The paper then considers how ‘leading beautifully’ might differ from other conceptualisations of leadership and discusses the particular insight it brings to understanding the nature of leading as a relational phenomenon.
194 citations