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
More filters
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....
[...]
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....
[...]
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)....
[...]
...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)....
[...]
...Burns (1978) said that “transforming” leaders inspire followers by aligning their own and their followers’ value systems toward important moral principles....
[...]
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....
[...]
...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...
[...]
...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....
[...]
References
More filters
TL;DR: In this paper, the effect of transformational leadership characteristics and empowerment on service quality was measured using 110 usable questionnaires gathered from employees working in a city based local authority (CBLAUTHORITY) in Sarawak, Malaysia.
Abstract: Transformational leadership has two salient characteristics: intellectual stimulation and individualized consideration. Recent studies in this area reveal that the effect of such leadership characteristics on job performance is indirectly affected by empowerment. The nature of this relationship is interesting, but little is known about the mediating effect of empowerment in leadership management models. Therefore, this study was conducted to measure the effect of transformational leadership characteristics and empowerment on service quality by using 110 usable questionnaires gathered from employees working in a city based local authority (CBLAUTHORITY) in Sarawak, Malaysia. Outcomes of a stepwise regression analysis showed that the relationship between empowerment and selected transformational leadership characteristics (i.e. intellectual stimulation and individualized consideration) is positively and significantly correlated with service quality. The result confirms that empowerment does act as a full mediating variable in the leadership model of the organization under study. This paper also discusses implications and limitations, as well as directions for future research.
69 citations
Journal Article•
TL;DR: Brown et al. as discussed by the authors examined the potential of ethical leadership to foster higher levels of these outcomes using the Ethical Leadership Scale developed by Brown, Trevino, and Harrison (2005).
Abstract: The impact of ethics on recent leadership practices has assumed a prominent role in both practical and theoretical discussions of organizational leadership successes and failures. Early twenty-first century scandals involving large corporations such as Arthur Andersen, Enron, HealthSouth, Tyco, WorldCom, and Toyota demonstrate that the concept of ethical leadership is a timely and relevant topic for study. Leaders strive to achieve organizational goals by encouraging employees to perform at high levels (Drucker, 2001). A leader's ability to affect followers' attitudes and behaviors is important in this pursuit because it can result in greater job performance (Tanner, Brugger, Van Schie, & Lebherz, 2010). Ethical leadership may provide an effective approach for fostering positive employee outlooks and actions. The ethical leader, as a moral person and a moral manager, is an attractive and trustworthy role model. Employees respond positively to the ethical leader's principled leadership, altruism, empowerment, and reward systems, suggesting that improved employee attitudes and work related behaviors may follow (Brown & Trevino, 2006a). Three established measures of attitudes and behaviors are employee job satisfaction, organizational commitment, and organizational citizenship behavior. The following research study examined the potential of ethical leadership to foster higher levels of these outcomes using the Ethical Leadership Scale developed by Brown, Trevino, and Harrison (2005). The Minnesota Satisfaction Questionnaire (Weiss, Dawis, England, & Lofquist, 1967) tested employee job satisfaction. Mowday, Steers, and Porter’s (1979) Organizational Commitment Ethical Leadership iv Scale and Smith, Organ, and Near’s (1983) Organizational Citizenship Behavior Scale was used to measure the corresponding variables. Study participants evaluated the top executive of their organizations using the Ethical Leadership Scale and these scores were divided into two groups: less ethical, and highly ethical. The groups were compared to the dependent outcome variables using a t-test. The study found that employees led by highly ethical leaders reported greater job satisfaction and organizational commitment than did employees led by less ethical leaders. No significant difference was reported among employees regarding the impact of ethical leadership on their level of organizational citizenship behavior. These findings suggest both theoretical and practitioner level insights. Ethical Leadership v
69 citations
TL;DR: This article reflects on the impetus, strategy, key features, and scientific contribution of “Enhancing the Effectiveness of Work Groups and Teams,” by Kozlowski and Ilgen, a review monograph published in Psychological Science in the Public Interest in 2006.
Abstract: Teamwork has been at the core of human accomplishment across the millennia, and it was a focus of social psychological inquiry on small group behavior for nearly half a century. However, as organizations world-wide reorganized work around teams over the past two decades, the nature of teamwork and factors influencing it became a central focus of research in organizational psychology and management. In this article, I reflect on the impetus, strategy, key features, and scientific contribution of "Enhancing the Effectiveness of Work Groups and Teams," by Kozlowski and Ilgen, a review monograph published in Psychological Science in the Public Interest in 2006.
68 citations
TL;DR: In this paper, the authors present a measure of school leadership as an organizational quality through the interaction of principal and teacher instructional influence through the design and test of a measure for school leadership.
Abstract: Purpose: This article presents the design and test of a measure of school leadership as an organizational quality through the interaction of principal and teacher instructional influence. The Organ...
68 citations
TL;DR: This paper examined whether principals' instructional support predicts differences among schools in group norms for the use of differentiated instruction and found that a combination of leadership approaches is important for supporting teachers to use differentiated instruction schoolwide to meet their students' diverse needs.
Abstract: At a time when educators and policy makers are focused on improving outcomes for all children, we believe it is essential to understand better the ways in which principals may influence instructional norms in their schools. Our literature review led us to believe that a combination of leadership approaches is important for supporting teachers' use of differentiated instruction schoolwide to meet their students' diverse needs. Therefore, we examined whether principals' instructional support predicts differences among schools in group norms for the use of differentiated instruction. Data were drawn from a stratified random sample of a Midwestern state's noncharter public elementary schools. Hierarchical linear modeling results of surveys from 616 teachers in 77 schools revealed a positive and statistically significant relationship between these two constructs. In addition to presenting these findings, we discuss their importance and the need for further research in this area.
68 citations