عنوان

The Swedish Vicar and Change

شماره

LA115644

زبان متن نوشتاري يا گفتاري و مانند آن

انگلیسی

عنوان اصلي

The Swedish Vicar and Change

نام عام مواد

[Article]

نام نخستين پديدآور

Per Hansson, Jon Aarum Andersen, Per Hansson, et al.

محل نشرو پخش و غیره

Leiden

نام ناشر، پخش کننده و غيره

Brill

متن يادداشت

The Church of Sweden (Lutheran) was disestablished on January 1, 2000. The new situation in the Church clearly calls for organizational change. Using well-known test instruments, 240 Swedish vicars were asked about their leadership style, decision-making style, motivation profile and perceived operational demands. The questionnaires were related to a model of leadership strength for initiating and implementing organizational change. The results indicate that most vicars have a relationship-oriented leadership style. Most are feeling types in their decision-making style. Almost 60% were affiliation motivated. Almost 80% perceived relational operational demands to be most important. It is assumed that managers who have a change-centered leadership style, who are intuitive in decision-making style, power motivated and see urgent demands for change and development, will have an optimal capacity for implementing major changes in their organizations. This means that only 1% of the vicars seem to have a propensity for change at a time when many think that change is crucial for the Church. The Church of Sweden (Lutheran) was disestablished on January 1, 2000. The new situation in the Church clearly calls for organizational change. Using well-known test instruments, 240 Swedish vicars were asked about their leadership style, decision-making style, motivation profile and perceived operational demands. The questionnaires were related to a model of leadership strength for initiating and implementing organizational change. The results indicate that most vicars have a relationship-oriented leadership style. Most are feeling types in their decision-making style. Almost 60% were affiliation motivated. Almost 80% perceived relational operational demands to be most important. It is assumed that managers who have a change-centered leadership style, who are intuitive in decision-making style, power motivated and see urgent demands for change and development, will have an optimal capacity for implementing major changes in their organizations. This means that only 1% of the vicars seem to have a propensity for change at a time when many think that change is crucial for the Church.

تاريخ نشر

2001

توصيف ظاهري

47-60

عنوان

Journal of Empirical Theology

شماره جلد

14/1

شماره استاندارد بين المللي پياييندها

1570-9256

مستند نام اشخاص تاييد نشده

Jon Aarum Andersen

مستند نام اشخاص تاييد نشده

Per Hansson

شماره بازیابی

10.1163/157092501X00037

نام الکترونيکي

فرمت انتشار

p

نوع ماده

[Article]

کد کاربرگه

275578

سطح دسترسي

a

تكميل شده

Y