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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....

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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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Journal ArticleDOI
TL;DR: In this paper, the authors examined subordinates' responsiveness to supervisor requests in conflict situations as it relates to leadership type and subordinate level of performance and found that police officers (subordinates) reported greater willingness to comply with soft rather than harsh power bases.
Abstract: The study examined subordinates' responsiveness to supervisor requests in conflict situations as it relates to leadership type and subordinate level of performance. Police captains (N = 40) completed the Bass and Avolio (1991) Multifactor Leadership Questionnaire and an evaluation of their subordinates' performance. Independently, subordinates (N = 240) completed the Interpersonal Power Inventory (IPI), derived from Raven's (1992) power interaction model, which measures the extent to which they are willing to comply with their supervisors' requests. Findings indicated that police officers (subordinates) reported greater willingness to comply with soft rather than harsh power bases. Although performance evaluation was not a significant factor here, officers who worked for high transformational captains reported a significantly greater likelihood to comply with both harsh and soft power bases than their cohorts who worked for low transformational captains. The discussion addressed the issue of leadership ty...

70 citations

Journal ArticleDOI
TL;DR: This paper examined the relationship between five personal attributes of leaders (i.e., selfmonitoring, self actualization, motive to attain social power, selfenhancement, and openness to change) and managerial performance outcomes.
Abstract: While much is known about what charismatic leaders do, where they emerge, and what their followers' reactions are, relatively little systematic empirical research has been conducted to assess who charismatic leaders are, and how we differentiate charismatic from noncharismatic leaders. To address this gap in the literature, multi-source field data were collected in five technology-driven organizations to examine the relationship between five personal attributes of leaders (i.e., self-monitoring, self actualization, motive to attain social power, self-enhancement, and openness to change), ratings of charismatic leadership, and follower (i.e., extra effort, self-actualization, collectivistic work motivation, organizational citizenship behavior) and managerial performance outcomes. Two hundred and eighteen managers provided self-reports of their personal attributes and 945 subordinates provided ratings of follower outcomes and their manager's charismatic leadership. Superiors of the managers provided ratings...

70 citations

Journal ArticleDOI
TL;DR: The Servant Leadership Program at Columbus State University (CSU) as mentioned in this paper is an example of such a program, where students commit to leadership development through academic study, extensive community service, and mentoring.
Abstract: Executive Summary This article addresses the need for institutions of higher education to be involved in the development of leaders who believe that power and authority are for helping others grow. A description of the Servant Leadership Program at Columbus State University is offered as one university's effort to address this need. Students commit to leadership development through academic study, extensive community service, and mentoring. The purposes of this paper are to explain the servant leadership philosophy and how it interfaces with major leadership theories and to describe how the philosophy is being applied through the CSU program. ********** "We give every appearance of sleep-walking through a dangerous passage of history," writes John Gardner (1990). "We see the life-threatening problems, but we do not react. We are anxious but immobilized." Gardner lists immensely threatening problems of our times such as terrorism, AIDS, drugs, threat of nuclear conflict, toxic waste, depletion of the ozone layer, and the very real possibility of economic disaster as current problems crying out for leadership (Gardner, 1990). Pulitzer Prize winning author James MacGregor Burns (1978) joins those calling for "compelling and creative leadership." Burns also argues that intellectual attention should be paid to the phenomenon. Burns points out that no central concept of leadership has yet emerged in modern times and that without a modern philosophical tradition we lack the very foundations for understanding a phenomenon that powerfully shapes our lives. The recently accumulated research, however, provides a strong tradition of leadership literature and studies. Bass & Stogdill's Handbook of Leadership: Theory, Research, & Managerial Applications (1990), for example, contains over 7,500 references. Such a research base makes an intellectual breakthrough now possible (Burns, 1978). Although the call for leadership has become "one of the keynotes of our time" (Burns, 1978), institutions of higher education have been slow to respond (Greenleaf, 1969). Robert Greenleaf, writing of the leadership crisis in the 1960's, agreed with Gardner that colleges seemed to administer an "anti-leadership vaccine" (Greenleaf, 1969). We, in fact, have the misfortune to live in the age of the antileader, according to Greenleaf. We've done a good job of educating cynics, critics and experts--the technical specialist who advises the leader or the intellectual who stands off and criticizes the leader, but no one wants to educate the leader himself (Greenleaf, 1969). With an increasing awareness of the need, the demand, and perhaps their mission, more colleges and universities are heeding the voices that call for their involvement. The Kellogg Foundation's Leadership reconsidered: Engaging higher education in social change (Astin & Astin, 2000) declares that higher education has the potential to produce future generations of transformative leaders who can help find solutions to our most vexing social problems. About 700 college programs now specialize in leadership development, a number that has doubled in the last few years (Reisberg, 1998). Columbus State University in Columbus, Georgia, took the initiative three years ago to define the kind of leadership development that might make substantive changes in students' lives. The CSU Servant Leadership Program, a collaborative effort between the university and multiple business and private partners, combines extensive community service, mentoring, and formal academic studies in such a way that the parts complement and reinforce each other. As the program took shape, questions arose concerning the meaning of "servant leadership," its theoretical framework, how the concept could be practically applied, and how future servant leaders might be helped to grow. The program is Columbus State University's answer to the "anti-leadership vaccine. …

70 citations

Journal ArticleDOI
TL;DR: In this paper, a theoretical framework for linking CEO commitment to diversity practices is proposed, which suggests that CEO commitment is expected to mediate the relationships between the leader's demographic characteristics and personal factors and a firm's strategic orientation toward managing diversity.
Abstract: Research suggests that equal employment opportunity (EEO) legislation and affirmative action programs (AAPs) have been only partially successful in promoting women and minorities in the workplace. Firms are voluntarily pursuing diversity management, but only when business objectives coincide with the needs of women and minorities. Thus, the question of what factors are needed to help women and minorities advance in the workplace merits further investigation. Although top executive support is believed to be crucial to managing diversity, few studies have linked CEO commitment to diversity outcomes. This article proposes a theoretical framework for linking CEO commitment to diversity practices. Specifically, CEO commitment is expected to mediate the relationships between the leader's demographic characteristics and personal factors—consisting of values, cognition, and leadership styles—and a firm's strategic orientation toward managing diversity. This article further argues that without CEO commitment, inst...

70 citations