Motivating faculty through transactional and transformational leadership strategies
Motivating faculty through transactional and transformational leadership strategies
复制标题
通过交易型和变革型领导策略激励教师
DOI：
--
复制
发表时间：
2007
期刊：
影响因子：
--
通讯作者：
T. Woods
中科院分区：
文献类型：
--
作者：
T. Woods
交易型和变革型领导策略的使用会对组织敏捷性的动态和随后的竞争优势产生巨大的影响。对于教育机构来说，组织敏捷性是指管理人员和教师识别、承认和适应影响学术质量、教学质量和整体学习体验的重要因素的能力。在激励教师绩效方面，交易型和变革型领导风格都很重要。从交易的角度来看，教师们欣赏那些清楚地传达大学和部门目标的管理者。为了获得真正的激励，管理者必须设法在内在层面上影响教师，通过成功实现目标来提高个人效能。提出了一个大学指导委员会的模型和一个具体的教师培训计划，以提高教学的重点。
The use of both transactional and transformational leadership strategies can have a tremendous impact on the dynamics of organizational agility and subsequent competitive advantage. For educational institutions, organizational agility refers to the ability of administration and faculty to identify, acknowledge, and adapt to factors important to academic quality, quality of instruction, and overall learning experiences. When it comes to motivating faculty performance, both transactional and transformational leadership styles are important. From a transactional perspective, faculty appreciate administrators who clearly communicate both university and departmental goals. For true motivation, administrators must seek to affect faculty on an intrinsic level where personal efficacy is raised through the successful accomplishment of objectives. A model for college steering committees and a specific faculty training program for sharper instructional focus are presented.