ࡱ> |^`$%D  !"#$%&'()*+,-./0123456789:;<=>?@ABCEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{}~Root Entryb.@pLj `@PerfectOffice_MAIN&'3PerfectOffice_OBJECTS, ` `SummaryInformation( Oh+'Oh+'0d x  liwysongngsRC:\Program Files\Corel\WordPerfect Office 2000\Programs\Masters\Color\Default.mstr libecker34CC:\PROGRAM FILES\COREL\WORDPERFECT OFFICE 2000\PROGRAMS\PRWIN9.EXE? ///333???OOO___fffooof1?O/_??ߟ߿c3f3&f3?LU`l w#'*-/257:=T bjs({3=GQ[s3&?1L; UFaQl[xfp{#',04̳9׿Q.V5b;lAvGLT ` h o rux|(-8DOZfq|3fH uUb#p/WPC'3 ~ Y{d|~CώՎێS.m4mEmKm|"XXXX'3XXXX3' >4h,  c T6^   j E"$'q*,82.,01B2345a8:='8@A;DGJ2MNPRT:WZ#]`h_czd4 gil1ps4v|w\ {MWPC (^_(2  I  .3  WomeninLeadershipforChange:TheTransformationalLink....2  1  .3  ASPAMarch,2008PresentedbyLindaWysongBecker,Ph.D.VicePresidentforStudentServicesUnionCollegeLibecker@ucollege.edu(dec(2  I  .3  MajorIdeasforConsideration....2  1  .3  Wewillbelookingacurrentresearchtodiscoveranswerstothefollowingquestions:..2  A  .3  Whataretransformationandtransactionalleadershipbehaviors?..2  A  .3  Whichofthesebehaviorscoorelatepositivelywithorganizationaleffectiveness?..2  A  .3  Whyarewomenmoretransformationalintheirleadershipstyle?..2  A  .3  Whatischange?..2  A  .3  Whymightwomenbemoreeffectiveinleadingchange?-#-2  I  .3  Purposeofthisstudy:....2  1  .3  Torelatespecificleadershipbehaviorstotypesoforganizationaleffectivenessinhighereducation.Asfoundin:LeadershipBehaviorsandEffectivenessAtSelectedInstitutionsofHigherEducationByWysong..2  A  .3  Whatbehaviorsareseenineffectiveleaders?..2  A  .3  Whataretheindicatorsofaneffectiveorganization?..2  A  .3  Howdothesebehaviorsrelatetotheorganizationseffectiveness?-#-2  I  .3  LeadershipBehaviors:....2  1  .3  TransformationalBehaviorsAsUsedbyBassandAvolioinTheMultifactorLeadershipQuestionnaire..2  A  .3  IdealizedInfluence(AttributeandBehavior)..2  A  .3  InspirationalMotivation..2  A  .3  IntellectualStimulation..2  A  .3  IndividualizedConsideration-#-2  I  .3  LeadershipBehaviors:(Continued)....2  1  .3  TransactionalBehaviors..2  A  .3  ContingentReward..2  A  .3  ManagementbyException(ActiveandPassive)..2  A  .3  (021(2  I  .3  LeadershipBehaviors:(Continued)....2  1  .3  Non-leadershipBehavior..2  A  .3  Laissez-faire(453(2  I  .3  LeadershipBehaviors:(Continued)....2  1  .3  OrganizationalOutcomes..2  A  .3  ExtraEffort..2  A  .3  Effectiveness..2  A  .3  Satisfaction1' 12  I  .3  OrganizationalEffectivenessMeasurements....2  1  .3  BaldrigeCategories..2  A  .3  Leadership..2  A  .3  InformationandAnalysis..2  A  .3  StrategicandOperationalPlanning..2  A  .3  HumanResourceDevelopmentandManagement..2  A  .3  EducationalandBusinessProcessManagement..2  A  .3  SchoolPerformanceResults..2  A  .3  StudentFocusandStudentandStakeholderSatisfaction#  #2  I  .3  ParticipantsinStudy:..2  A  .3  AndrewsUniversityResearchUniversityI..2  A  .3  BelmontUniversityComprehensiveI..2  A  .3  IUPUIResearchUniversityII..2  A  .3  IowaStateUniversityResearchUniversityI..2  A  .3  LipscombUniversityBaccalaureateCollegeI..2  A  .3  LoyolaUniversityComprehensiveUniversityI..2  A  .3  MiamiUniversityResearchUniversityII..2  A  .3  NorthwestMissouriComprehensiveIÌStateUniversity#  #2  I  .3  Participants-Continued..2  A  .3  UniversityofCentral..2  A  .3  ԀFloridaBaccalaureateCollegeI..2  A  .3  UniversityofDaytonComprehensiveI..2  A  .3  UniversityofLaVerneComprehensiveI..2  A  .3  UniversityofMinnesota..2  A  .3  ԀDuluthComprehensiveI..2  A  .3  WaukeshaCounty..2  A  .3  CollegeAssociateofArts((2  I  .3  Whowasthemosteffectiveleaderyouhaveworkedfor?..2  A  .3  Whatweretheleadershipbehaviorsyoumostadmiredinthisleader?(10Min.)( (2  I  .3  DescriptionofLeadershipBehaviors....2  1  .3  IdealizedInfluence-AttributeandBehaviorIdealizedInfluencehappenswhenleadersbehaveinwaysthatresultintheirbeingrolemodelsforfollowers.Theleaderisadmired,respected,andtrusted.Thisoftenhappenswhenleadersshareriskswithfollowersandareconsistentratherthanarbitrary.Followersbelievetheseleaderscanbecountedontodotherightthingandthattheyhaveahighstandardofethicalconduct.##2  I  .3  InspirationalMotivation....2  1  .3  InspirationalMotivationhappenswhenleadersmotivateandinspirethosearoundthembyprovidingmeaningandchallengetotheirfollowerswork.Teamspiritisarousedandenthusiasmandoptimismaredisplayed.̀Theleadergetsthefollowersinvolvedinvisioningthefuture.# #2  I  .3  IntellectualStimulation....2  1  .3  IntellectualStimulationoccurswhenleadersstimulatetheirfollowerseffortstobeinnovativeandcreativebyquestioningassumptions,reframingproblems,andapproachingoldsituationsinnewways.Creativityisencouragedinproblemsolving.Thereisnopubliccriticismofanindividualsmistakes.Followersfeelsafetoexploreandtrynewmethods.Followersbelievetheirleaderhasquestionsandnewideastochallengetheirthinkingandparadigms.#!"#2  I  .3  IndividualConsideration....2  1  .3  Thissetofbehaviorsincludespayingspecialattentiontoeachindividualsneedsforachievementandgrowthbyactingascoachormentor.Thishappenswhennewlearningopportunitiesarecreatedalongwithasupportiveclimate,andwhenindividualdifferencesintermsofneedsanddesiresarerecognized.Italsooccurswhentheleadersbehaviordemonstratesacceptanceofindividualdifferences,andwhenatwo-wayexchangeofcommunicationisencouragedandinteractionwithfollowersispersonalized.##$#2  I  .3  ContingentReward....2  1  .3  ContingentRewardbehaviorsoccurwhenaleaderrewardsordisciplinesthefollowerdependingontheadequacyofthefollowersperformance.Thisisoftencalledtransactionalleadership.Withthismethodtheleaderassignsorgetsagreementonwhatneedstobedoneandpromisesrewardsoractuallyrewardsothersinexchangeforsatisfactorilycarryingouttheassignment.ThistypeoftransactionalbehaviorisconsideredmorepositiveandactivethanManagmentbyExceptionbehaviorswhicharealsotransactionalbehaviors.#%&#2  I  .3  ManagementbyException....2  1  .3  ActiveandPassiveManagementbyExceptionbehaviorsincludeanexceptionaltreatmentofemployeesdependingontheirperformance.IntheActiveformtheleaderactivelymonitorsdeviancesfromstandards,mistakes,anderrorsinthefollowersassignmentstotakecorrectiveactionasnecessary.InthePassiveformofManagementbyExceptiontheleaderwaitspassivelyfordeviations,mistakes,anderrorstooccurandthentakescorrectiveaction.#'(#2  I  .3  Laissez-faire....2  1  .3  Laissez-faireistheavoidanceorabsenceofleadership.Laissez-fairerepresentsanontransactionalandnon-leadershipbehavior.(*+)(2  I  .3  ExtraEffort....2  1  .3  Whenleadersencouragefollowerstoputinextraeffortonatasktheyexhibitthisbehavior.Followersareinspiredtoincreasetheiroutputefforts,andtheyendupdoingmorethantheyexpectedtheywoulddo...2  A  .3  ԀOutcomeBehavior#,-#2  I  .3  Effectiveness....2  1  .3  OutcomeBehaviorEffectivebehaviorsincluderepresentingfollowerseffectivelytosuperiors,conductingeffectivemeetings,planningandconductingworkeffectivelyandmeetingthejobneedsoffollowers.#./#2  I  .3  Satisfaction....2  1  .3  OutcomeBehaviorLeaderswhomeetthecommunicationandleadershipneedsofthosewhofollowfindsatisfactionasaresultoftheirefforts.'@ '2  I  .3  FindingsofStudy....2  1  .3  OrganizationalEffectiveness,"@ ,2  I  .3  FindingsofStudy....2  1  .3  LeadershipBehaviors'@ '2  I  .3  FindingsofStudy....2  1  .3  CorrelationsforLeadersandRaters( (2  I  .3  EffectiveLeadershipBehaviors....2  1  .3  Inorderofimportance:..2  A  .3  InspirationalMotivation.000..2  A  .3  ContingentReward.006..2  A  .3  IntellectualStimulation.007..2  A  .3  IdealizedInfluence.032..2  A  .3  IndividualConsideration.054(ab`(2  I  .3  TransformationalBehaviorsOfWomen....2  1  .3  Inthisstudywomenshowedgreatertransformationalandtransactionalbehaviors:..2  A  .3  Intellectualstimulation..2  A  .3  IndividualizedConsideration..2  A  .3  AllTransformationalBehaviors..2  A  .3  TransactionalBehaviors(! 67(2  I  .3  Describeadramaticchangeyouhaveexperiencedinyourlife...2  A  .3  Howdiditfeel?..2  A  .3  Wheredidyoufindcomfort?..2  A  .3  Whendidyoufeelcomfortableagain?..2  A  .3  Whatdidyoulearnfromtheexperience?( 89(2  I  .3  MajorConcepts:..2  A  .3  Whatischange?Whatistransition?..2  A  .3  Whatisdoeschangelooklikeinanorganization?Foranindividual?..2  A  .3  Whatiskindofchangeisoccuringinourworldtoday?..2  A  .3  Whatfactorscausechangetohappen?..2  A  .3  Whatarethestagesofchange?..2  A  .3  Whatarethetransformationalbehaviorsofleadersthatfacilitatechange?(! :;(2  I  .3  Change....2  1  .3  Changeisexternal.Itisttheactoftransforminganorganizationoranindividualsothatdifferentsystemsareinplace,differentvaluesareacceptedandadifferentenvironmentexists.Changecanbescheduledonthecalendar.(! <=(2  I  .3  Conceptsoffirstorderandsecordorderchange:..2  A  .3  Firstorderchangeisthevisiblechangethathappenswhenonebankmergeswithanotherandthenamechangesoutsidethebank...2  A  .3  Secordorderchangeisthedeeperchangethatisreflectedinvaluesandprocedures:whathappenswhenbothadministrativegroupsdecidetobeteamplayersinamajoreffort.-#!>?@-2  I  .3  Whatdoeschangelooklikeinanorganization?....2  1  .3  Changehashappenedwhen:..2  A  .3  Newtechnologieshavebeenadopted..2  A  .3  Majorshiftshaveoccurred..2  A  .3  Processeshavebeenreengineered..2  A  .3  Mergersandacquistionshavetakenplace..2  A  .3  Resturcturingintodifferentbusinessunitshasbeenaccomplished..2  A  .3  Therehavebeensignificantinnovationsorimprovements..2  A  .3  Therehasbeenculturalchange-#!ABC-2  I  .3  Whatdoeschangelooklikeinanindividual?....2  1  .3  Therearesurfaceorphysicalchangesandthereareinternalorheartfeltchanges...2  A  .3  Personalchangecannotbeneglectedinanychangeortransitioneffort...2  A  .3  Personalchangewillhappenatdifferentratesfordifferentpeople...2  A  .3  Thesearenotdatesyousetonthecalendar.-#!DEF-2  I  .3  Whatfactorscausechangetohappen?....2  1  .3  Changehappenswhen:..2  A  .3  Thereisashiftintheeconomy...2  A  .3  Thereisashiftinpowerorauthority...2  A  .3  Thereisashiftinthinkingorunderstanding...2  A  .3  Thereisashiftinbelief.#G#2  I  .3  ....2  1  .3  Historianscanslicethepastintocountlessslivers.Butintermsoftransformationalchangetherehavebeenonlyafewtrueturningpointsinhistory,eachassociatedwiththeemergenceofadifferentsystemforwealthcreation.AlvinandHeidiTofflerInTheThirdWave(HI(2  I  .3  Historicalmeansofwealthacquision:..2  A  .3  Agriculture..2  A  .3  Industry..2  A  .3  Technology..2  A  .3  KnowledgeandIdeas(!JK(2  I  .3  Whatleveragestherapidrateofchangeseentoday?..2  A  .3  Technology..2  A  .3  Explodingbodyofknowledge..2  A  .3  Transportationandaccess..2  A  .3  Resources(!LM(2  I  .3  Termsusedtodescribechange:..2  A  .3  TotalQualityManagement..2  A  .3  Reengineering..2  A  .3  Restructuring..2  A  .3  MergersandAcquisitions..2  A  .3  Turnarounds-#NOP-2  I  .3  Wherearewegoing?....2  1  .3  RowanGibsonInRethinkingTheFuture..2  A  .3  Today,aswelooktothefuture,thereisnocertaintyatallaboutwherewearegoingorhowtogetthere.Wenolongerseealong,straightfreewaystretchingintothehorizon.Insteadwefindourselvesstaringattheendoftheroad!Forthecloseofthetwentiethcenturymightbesaidtorepresenttheendofawholeorderofthings.Theendoftheindustrialparadigm.Theendofthepost-warworld.Theendofmanagement.Theendofthewelfarestate.TheendofCommunismandofpost-warcapitalism.(!QR(2  I  .3  Organizationsofthefuture:..2  A  .3  Willnotberigidbutwillallowforrapidadaptation-noluxurysedan,anallterrainvehicle..2  A  .3  Cannotbecreatedthroughcontinuousimprovement-willrequireradicalchange..2  A  .3  Willneedalearninginfrastructure..2  A  .3  Willbemorelikeabiologicalorganism,notamachine-willhavenetworksinsideandoutsidetheorganization(!ST(2  I  .3  Organizationsofthefuture:Cont...2  A  .3  Willhavebondsofmissioninsteadofstructurethatbindpeopletogether..2  A  .3  Willhaveahightrustculture..2  A  .3  Willstayaheadofthechangecurve,constantlyredifiningtheirindustries,creatingnewmarkets,blazingnewtrails,reinventingthecompetitiverules,challengingthestatusquo.Theywill inventtheworld.-#UVW-2  I  .3  Howwillorganizationsgettothenewfuture?....2  1  .3  ThroughLeadership!..2  A  .3  Throughleadershipthatisnontraditional...2  A  .3  Theseleaderswillnotbecontenttositbackandletthecruisecontroldothedriving...2  A  .3  Theywillbeexploreres,adventurers,trailblazers...2  A  .3  Theywillleadbytheirownintuition...2  A  .3  Theywilldecentralizepoweranddemocratizestrategybyinvolvingarichmixtureofdifferentpeoplefrominsideandoutsidetheorganizationintheprocessofinventingthefuture.(!XY(2  I  .3  Newleaders:cont..2  A  .3  Theywillunderstandhowtouseandcreateopportunites...2  A  .3  Theywilllovechangeandencourageapro-changeculture...2  A  .3  Theywillgatherpeoplearoundthemwhohavethe futureintheirbones..2  A  .3  Theywilladeptatfosteringcreativecollaboration.(!Z[(2  I  .3  Newleaders:Cont...2  A  .3  Theywillhaveavision,apassion,anexcitingaspiration...2  A  .3  Theywillconnectimaginationwithstrategytounleashtremendoushumanenergy.(mn(2  I  .3  Relationshipsareattheheartofchange...2  A  .3  Inordertohelptransformationhappen,relationshipsmustbestrongandcompelling...2  A  .3  Trustofleadershipmustbehigh...2  A  .3  Thevisionforthefuturemustcapturetheheartsofpeopleandmustmatchtheindividualmissionsofthoseinvolved.#gf#2  I  .3  WhyarewomenespeciallyskilledInleadingtransitionsorchangeIntodaysenvironment?..2  A  .3  Theytendthinkmorecollaborativelynotascompetitively...2  A  .3  Theytendtomultitaskwithlesseffort...2  A  .3  Theyareabletoseemoreoptionsandstrategiesandareespeciallyadeptatbrainstorming...2  A  .3  Theytendtobemoreinclusive,sharingideasanddecisions.#ih#2  I  .3  Womensskillsinleadingchange:cont...2  A  .3  Inaneconomyofknowledgeandideasthereisalevelplayingfieldbetweengenders...2  A  .3  Themajority(65%)arefeelingdecisionmakers-whichhelpsrelationships...2  A  .3  Theyadapttodramaticallyalteredcircumstancesfairlyreadily...2  A  .3  Movingfromheirarchicaltomorefluidorganizationsrequiresaremoreinclusivestyleofleadership.(klj(2  I  .3  Successfulwomenshareseveraltraits:....2  1  .3  FromworkbyShoyaZichy..2  A  .3  Theyhaveahighdegreeofintellectualenergy...2  A  .3  Theyhaveasenseofmissionandcommittmentthatboardersonobsession...2  A  .3  They,withoutexception,putapositivespinonsetbacks...2  A  .3  Theyknowhowtoputthingsintoperspective-theyvalueconfidencewithoutforgettingtheneedforhumility...2  A  .3  Theyunderstandtheformulaself-knowledgeleadstoself-management,whichleadstoself-confidence,whichleadstoaccomplishment,whichproducesself-esteem,andultimatelytheabilitytoleadandinfluenceothers.#po#2  I  .3  Howcanweaswomeneffectchangewithinourorganizationsandthechurch?..2  A  .3  Weneedtobewillingtoshareourgiftsandtalents...2  A  .3  Weneedtooffersuggestionsandcreativealternativestotimewornproblems...2  A  .3  Weneedtosupporteachotherandanyonewholeadspositivechange-pioneersvs.Settlers...2  A  .3  Weneedtoprayforwisdomtoaddbalancetotheleadershipstructure.q2  I  .3  ....2  1  .3  WomenareenteringtheworkplaceinsubstantialnumbersAndassumingrolesofsubstantialauthorityforthefirsttime.Whatlong-rangeeffectsmightthishaveonoursocietyasawhole-bothintheowrkplaceandinfamilylife?Willourcultureremainessentiallythesameinmanyparticulars,orcoulditbesubstantiallytransformed?Isitpossiblethattheentranceontothepublicstageofonehalfofthehumanracecouldnotbeaprofoundlytransformativeevent?SallyHelgesenInTheFemaleAdvantage( rs(2  I  .3  Whatisonelearningyouwilltakeawayfromthisdiscussionoftransformationalleadership,womenandchange?....2  1  .3  Sharethislearningwithyourgroup.Chooseonelearningfromthegrouptosharewiththeclass.(\](2  I  .3  RecommendedReadings..2  A  .3  RethinkingtheFuture-RowanGibson..2  A  .3  ManagingTransitions-WilliamBridges..2  A  .3  LeadingHeartChange-JohnKotter..2  A  .3  PrimalLeadership-DanielGoleman,RichardBoyatzis,AnnieMcKee..2  A  .3  WomenandtheLeadershipQ-ShoyaZichy..2  A  .3  GoingtotheTop-CarolGallagher..2  A  .3  TheFemaleAdvantage-SallyHelgesen!2  I  .3   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