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The Bass handbook of leadership: theory, research, and managerial applications

Author: Bass, Bernard M. ; Bass, RuthPublisher: Free Press, 2008.Edition: 4th ed.Language: EnglishDescription: 1516 p. ; 24 cm.ISBN: 9780743215527Type of document: BookBibliography/Index: Includes bibliographical references and index Previous title: Bass and Stogdill's handbook of leadership: theory, research and managerial applications - Bass, Bernard M. - 1990 - Book
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6951 .B377 2008
(Browse shelf)
900215598
Available 900215598
Book Europe Campus
Main Collection
Print HM141 .S86 2008
(Browse shelf)
001243925
Available 001243925
Total holds: 0

Includes bibliographical references and index

Digitized

The Bass Handbook of Leardership Theory, Research, and Managerial Applications Contents Foreword In Memory of Bernard M. Bass Acknowledgments Preface PART I Introduction 1. Concepts of Leadership Myths, Legends, and Religious Texts · The Modern Study of Leadership · Universality of Leadership · Defining Leadership · Leadership, Headship, and Management · An Evolving, Expanding Conceptualization of Leadership · Summary and Conclusions 5. Traits of Leadership (1970-2006) vii xi xvii Situationalism · Heritability, Genes, and Biological Bases of Leadership in Behavior · Personality Traits Correlated with Emergent and Effective Leadership · Task Competence · Socioeconomic and Interpersonal Competence · Summary and Conclusions 103 6. Activity Level 3 136 Antecedents of Active Leadership · Effects of Active Leadership on Followers · The Motivation to Manage · Inactive or Laissez-Faire Leadership · Summary and Conclusions 7. Authoritarianism, Power Orientation, Machiavellianism, and Leadership 27 151 2. Types and Taxonomies Types of Leadership in Small Groups · Types of Leadership-in Organizations and Institutions · Taxonomies of Leaders According to Their Functions, Roles, Perceptions, and Behaviors · Taxonomies of Leaders According to Their Styles and Patterns of Behavior · Commonalities in Types and Taxonomies · Summary and Conclusions The Authoritarian Personality · Authoritarianism and Leadership · Power Motivation · Machiavellianism · Political Psychology and Leadership in Organizations · Summary and Conclusions 8. Values, Self-Esteem, Well-Being, and Leadership 167 Values · Motives · Concepts of the Self · Satisfaction with the Leadership Role · Health, Well-Being, and Leadership · Summary and Conclusions 9. Ethics and Leadership 46 199 3. Models and Theories of Leadership Good and Bad Theories · Sources of Current Models and Theories · Methods and Measurements · Summary and Conclusions Philosophies of Ethical Leadership · Ethical Leader Behavior · Ethics and Effectiveness · Spiritual Leadership · Moral Reasoning · Character · Vices of Leadership · Dealing with Ethical and Unethical Practices · Impact of the Internet · Summary and Conclusions PART II Personal Attributes of Leaders 4. Traits of Leadership (1904-1970) 81 1904-1908 · Conclusions as of 1948 · Traits of Leadership (1948-1970) · Factor Analyses of the Traits of Leadership · Conclusions by 1970 PART III Personal Attributes of Leadership 10. Leadership and Accorded Status, Esteem, and Trust Status · Esteem · Trust · Summary and Conclusions 16. Followers and Mutual Influence on Leadership 241 The Leader's Influence · Followers' Impact on Leaders · Leader-Member Exchange (LMX) · The Reciprocal Relationship · Summary and Conclusions 400 11. Power and Leadership Definitions of Social Power · Personal versus Positional Power · Varied Uses of Power · Power and Emergence as a Leader · The Bases of Power · Antecedents and Consequences of the Bases of Power · Summary and Conclusions 263 PART IV Styles of Leadership 17. Autocratic versus Democratic Leadership The Two Opposing Approaches · Authoritarian and Democratic Leadership · Effects of 439 12. Leadership and the Distribution of Power Importances of Differences in Power · Distribution of Power in Communities and Organizations · The Power of the Group · Power, Leadership, and Structure · Empowerment · Industrial Democracy · Power Sharing in Planning Change · Summary and Conclusions 291 Autocratic and Democratic Leadership · Antecedent Conditions That Moderate the Effects of Autocratic and Democratic Leadership · Large-Scale, Long-Term Comparisons of Autocratic and Democratic Systems · Summary and Conclusions 18. Directive versus Participative Leadership 319 Making Decisions · The Continuum · Aspects of Direction and Participation · Antecedents of Direction and Participation · General Effects on Benefits and Costs of Directive and Participative Leadership · Additional Contingent Effects of Directive and Participative Leadership · Deduced Models for Achieving Decision Quality or Subordinate Acceptance · Summary and Conclusions 458 13. Resolution of Conflict Sources of Conflict · Conditions That Resolve or Reduce Conflicts · Managing Conflict · Legitimatization and Conflict · Constructive Conflict · Summary and Conclusions 14. Authority, Responsibility, Accountability, and Leadership 353 Authority · Responsibility · Accountability · Delegation · Summary and Conclusions 15. Reinforcement and Instrumental Leadership Leadership as a Social Exchange · Reinforcement (Instrumental) Leadership and Followership · Applying Contingent Reinforcement · Reinforcement and the Emergence of Leaders · The Dynamics of the Exchange Relationship · Limits to Contingent Reinforcement · Constraints on the Use and Impact of Feedback · Constraints on the Performance-Appraisal Interview · Implicit Theories of Leadership as Moderators of LMX · Summary and Conclusions 19. Task versus Relations Orientation 366 Task, Relations, and Change Orientation · Antecedents of Task-, Relations-, and ChangeOriented Leadership · General Consequences of Relations-Oriented, Task-Oriented, and Change-Oriented Leadership · Blake and Mouton's Grid Theory · Situational Contingencies Affecting Outcomes · The Hersey-Blanchard Situational Leadership Theory (SLT) · Fiedler's Contingency Model of Leadership · Summary and Conclusions 497 20. Initiation versus Consideration Descriptive Factors · Psychometric Properties · Alternative and Additional Scales · Behavioral Descriptions of the Ideal Leader · Antecedents 539 and Correlates of Consideration and Initiation of Structure · General Effects on Productivity, Satisfaction, and Other Criteria · Contingencies in the Effects of Consideration and Initiation · Causal Effects · Summary and Conclusions Moderators of the Manager's Work, Functions, and Roles · Summary and Conclusions 24. Strategic and Executive Leadership 682 PART V The "New" Leadership: Charismatic and Transformational Leadership 21. Charismatic Leadership 575 Upper-Level Management Theory · Agency Theory · Interplay between Strategy and Executive Leadership · Executive Leadership · Setting Policies and Strategies · Political Leadership · American Presidents as Leaders · Prime Ministers and Chancellors as Leaders · Summary and Conclusions Concepts of Charismatic Leadership · The Charismatic Relationship Theories · Characteristics of Charismatic Leaders · Characteristics of Followers · The Emergence of Charisma · The Charismatic Leader in Complex Organizations: A Conceptual Examination · Empirical Studies of Charismatic Leadership · A Dynamic Model of the Charismatic Process of the Leader, the Followers, and Their Social Interaction · Inspirational Leadership · Summary and Conclusions 25. Environment and Organizational Effects Trait Approach versus Situation · Theories, Models, and Prescriptions · Leadership, Organization, and the External Environment · Organizations and Leadership · Leadership and the Organization's Internal Environment · Leadership and Organizational Culture · Summary and Conclusions 716 26. Leadership in Groups and Teams Roles of the Leader · Functions of the Leader · Teams versus Groups · Effects of Groups and Teams on Their Leaders · The Effects of Leaders on the Group or Team · Summary and Conclusions 756 22. Transformational Leadership 618 Components of Transformational Leadership · Components of Transactional Leadership · The Model of the Full Range of Leadership · Other Concepts and Methods Relevant to Transformational and Transactional Leadership · Antecedents of Transformational and Transactional Leadership · Effects of Transformational and Transactional Leadership · Other Related Concepts and Propositions · Criticisms and Problems · Summary and Conclusions 27. Effects of Task and Technology 786 Leadership in a Technology-Enabled Working Environment · The Leader's Competence and the Requirements of Tasks · Important Dimensions of Tasks · Sociotechnical Systems · Leadership and Phases in Group Problem Solving · Effects of Type of Task · Path-Goal Theory: The Explanation of Task Effects on Leadership · Summary and Conclusions 28. Stress Effects PART VI Management and Organizations 23. Managerial Work 651 The Nature of Stress · A Model of Group Responses to Stress · Leadership under Stress · Successful but Not Necessarily Effective Leadership · Stress and Effective Leaders · Summary and Conclusions 812 Functions of Management and Leadership in Formal Organizations · What Leaders and Managers Do · Methods and Dimensions for Studying What Managers Do · Time Spent and Work Done by Managers · Mintzberg's Managerial Roles · Managerial Activities · 29. Effects of Space, Virtuality, and Substitutes for Leadership 840 Interaction Potential · Leadership and Physical Space · Leadership and Psychosocial Space · Networks · Electronic Communication Networking · E-Leadership · Leadership in Experimental Communication Networks · Statistical Proxies · Self-Management · Summary and Conclusions 30. Transfer and Succession 874 Persistence · Transfer of Leadership · Succession · Summary and Conclusions PART VII Diversity and Cultural Effects 31. Women as Leaders and Followers 899 Two Examples · Interest in Women Leaders · Then and Now · Increase in Management and Administration · Increase in MBAs · Society in Transition · Constraints on Opportunities for Leadership · Conflicting Stereotypes of Women and Managers · Differences in the Leadership Potential of Women and Men · Differences in Leadership Style between Women and Men · Moderating Effects · Career Advancement of Women Leaders and Managers · Summary and Conclusions · Career Issues · Value of Training and Development in Leadership · Assessing Organizational and Individual Needs · Off-the-Job Leadership Training and Development · On-the-Job Leadership Training and Development · Giving and Receiving Feedback · Expected Effects of Leadership Training and Education · Training and Education in Leadership Styles · Motivation to Learn Leadership · Programmatic Applications · Evaluation of Leadership Training and Education · Factors That Affect Training Outcomes · Summary and Conclusions 35. Assessment, Appraisal, and Selection Purposes of Assessment · Varieties of Available Assessment Information · Importance of Effective Assessment and Appraisal · Importance of Acceptability of Appraisals and Feedback for Development · CEO Performance Evaluation · Judgmental Approaches · Multiple Ratings Sources · Moderators of Judgments and Their Predictive Validity · Assessment Centers · Summary and Conclusions 1123 32. Minorities as Leaders and Followers The Challenge of Diversity · African Americans and Leadership · Performance of Blacks and Whites as Leaders · Hispanics · Other Ethnic Minorities · Other Minorities · Summary and Conclusions 943 PART IX The Future 36. Looking Ahead 980 Expected Developments in Leadership Research · Considerations in Looking Ahead · Methodological Issues · A Future of Variety · Substantive Issues · Summary and Conclusions 1159 33. Globalization and Cross-National Effects Issues of Consequence · Culture, Country, and Attributes of Leadership · Universality · Origins of Leaders · Cultural and Institutional Changes · Personal Values, Motives, and Goals · Differences in Leadership Across Cultures · Styles of Leadership · Leadership in the Multinational Firm · Summary and Conclusions Glossary References Subject Index Author Index 1209 1219 1437 1465 PART VIII Development and Identification of Leaders and Leadership 34. Training and Development Development of Leadership · Developmental Issues in Leadership · Educational Institutions 1051

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