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Leadership: theory and practice

Author: Northouse, Peter Guy Publisher: Sage, 2007.Edition: 4th ed.Language: EnglishDescription: 391 p. : Ill. ; 23 cm.ISBN: 9781412941617Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .N67 2007
(Browse shelf)
001265163
Available 001265163
Total holds: 0

Includes bibliographical references and index

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Leadership Theory and Practice Contents Preface Special Features Audience Acknowledgments 1. Introduction Leadership Defined Ways of Conceptualizing Leadership Definition and Components Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Management Plan of the Book Summary References 2. Trait Approach Description Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Emotional Intelligence xvii xviii xix xix 1 2 2 3 4 4 5 7 8 9 12 12 13 15 15 19 19 20 20 20 21 22 How Does the Trait Approach Work? Strengths Criticisms Application Case Studies Case 2.1: Choosing a New Director of Research Case 2.2: A Remarkable Turnaround Case 2.3: Recruiting for the Bank Leadership Instrument Leadership Trait Questionnaire (LTQ) Scoring Interpretation Summary References 3. Skills Approach Description Three-Skill Approach Technical Skill Human Skill Conceptual Skill Summary of the Three-Skill Approach Skills Model Competencies Problem-Solving Skills Social Judgment Skills Knowledge Individual Attributes General Cognitive Ability Crystallized Cognitive Ability Motivation Personality Leadership Outcomes Effective Problem Solving Performance Career Experiences Environmental Influences Summary of the Skills Model How Does the Skills Approach Work? Strengths 23 24 25 26 27 27 29 30 32 33 33 34 36 39 39 40 40 41 42 42 43 44 44 45 47 48 48 49 49 50 50 50 50 51 52 53 53 54 Criticisms Application Case Studies Case 3.1: A Strained Research Team Case 3.2: A Shift for Lieutenant Colonel Adams Case 3.3: Andy's Recipe Leadership Instrument Skills Inventory Scoring Scoring Interpretation Summary References 4. Style Approach Description The Ohio State Studies The University of Michigan Studies Blake and Mouton's Managerial (Leadership) Grid Authority-Compliance (9,1) Country Club Management (1,9) Impoverished Management (1,1) Middle-of-the-Road Management (5,5) Team Management (9,9) Paternalism/Maternalism Opportunism How Does the Style Approach Work? Strengths Criticisms Application Case Studies Case 4.1: A Drill Sergeant at First Case 4.2: Eating Lunch Standing Up Case 4.3: Enhancing the Department's Culture Leadership Instrument Style Questionnaire Scoring Scoring Interpretation Summary References 55 56 56 57 59 61 63 65 66 66 66 68 69 69 70 71 72 73 73 74 75 75 75 75 76 78 79 80 80 81 82 83 85 86 87 87 87 88 5. Situational Approach Description Leadership Styles Development Levels How Does the Situational Approach Work? Strengths Criticisms Application Case Studies Case 5.1: What Style Do I Use? Case 5.2: Why Aren't They Listening? Case 5.3: Getting the Message Across Leadership Instrument Situational Leadership: A Brief Questionnaire Scoring Interpretation Summary References 6. Contingency Theory Description Leadership Styles Situational Variables How Does Contingency Theory Work? Strengths Criticisms Application Case Studies Case 6.1: No Control Over the Student Council Case 6.2: Giving Him a Hard Time Case 6.3: What's the Best Leader Match? Leadership Instrument Least Preferred Coworker (LPC) Measure Scoring Interpretation Summary References 7. Path--Goal Theory Description Leader Behaviors Directive Leadership Supportive Leadership 91 91 93 94 95 96 97 100 101 101 103 104 105 107 109 110 111 113 113 114 114 116 117 118 120 120 121 121 122 123 124 125 125 126 127 127 129 129 130 Participative Leadership Achievement-Oriented Leadership Subordinate Characteristics Task Characteristics How Does Path­Goal Theory Work? Strengths Criticisms Application Case Studies Case 7.1: Three Shifts, Three Supervisors Case 7.2: Direction for Some, Support for Others Case 7.3: Marathon Runners at Different Levels Leadership Instrument Path­Goal Leadership Questionnaire Scoring Scoring Interpretation Summary References 8. Leader­Member Exchange Theory Description Early Studies Later Studies Leadership Making How Does LMX Theory Work? Strengths Criticisms Application Case Studies Case 8.1: His Team Gets the Best Assignments Case 8.2: Working Hard at Being Fair Case 8.3: Taking On Additional Responsibilities Leadership Instrument LMX 7 Questionnaire Scoring Interpretation Summary References 9. Transformational Leadership Description Transformational Leadership Defined Transformational Leadership and Charisma 130 130 131 132 133 135 136 137 138 138 140 142 144 146 147 147 148 149 151 151 152 154 155 157 158 159 161 162 163 164 166 168 169 170 171 172 175 175 176 177 Functions and Preferences Types and Leadership Sixteen Types and Leadership Dealing With Followers How Does the Psychodynamic Approach Work? Strengths Criticisms Case Studies Case 11.1: Not the Type Who Sees the Big Picture Case 11.2: Staff Meeting Problems Case 11.3: Unexpected Reactions Leadership Instrument Psychodynamic Approach Survey Scoring Scoring Interpretation Summary References 12. Women and Leadership Crystal L. Hoyt Description Gender and Leadership Styles Gender and Leadership Effectiveness The Glass Ceiling Evidence of the Glass Ceiling Motives for Removing the Barriers Explaining the Glass Ceiling Human Capital Differences Gender Differences Prejudice Breaking the Glass Ceiling Strengths Criticisms Application Case Studies Case 12.1: The Glass Ceiling Case 12.2: Lack of Inclusion and Credibility Case 12.3: Pregnancy as a Barrier to Job Status Leadership Instrument 248 249 251 252 254 255 256 257 257 258 259 260 261 262 262 263 264 265 265 266 267 268 268 270 270 270 273 275 278 281 282 283 284 284 285 286 287 The Gender­Leader Implicit Association Test Scoring Summary References 13. Culture and Leadership Description Culture Defined Related Concepts Ethnocentrism Prejudice Dimensions of Culture Uncertainty Avoidance Power Distance Institutional Collectivism In-Group Collectivism Gender Egalitarianism Assertiveness Future Orientation Performance Orientation Humane Orientation Clusters of World Cultures Characteristics of Clusters Anglo Confucian Asia Eastern Europe Germanic Europe Latin America Latin Europe Middle East Nordic Europe Southern Asia Sub-Saharan Africa Leadership Behavior and Culture Clusters Eastern Europe Leadership Profile Latin America Leadership Profile Latin Europe Leadership Profile Confucian Asia Leadership Profile Nordic Europe Leadership Profile 288 291 291 293 301 301 302 303 303 304 305 306 306 306 307 307 307 307 307 308 308 309 310 310 310 310 312 312 312 312 313 313 313 314 315 315 316 317 Anglo Leadership Profile Sub-Saharan Africa Leadership Profile Southern Asia Leadership Profile Germanic Europe Leadership Profile Middle East Leadership Profile Universally Desirable and Undesirable Leadership Attributes Strengths Criticisms Application Case Studies Case 13.1: A Challenging Workplace Case 13.2: A Special Kind of Financing Case 13.3: Whose Hispanic Center Is It? Leadership Instrument Dimensions of Culture Questionnaire Scoring Scoring Interpretation Summary References 14. Leadership Ethics Description Ethics Defined Ethical Theories Centrality of Ethics to Leadership Heifetz's Perspective on Ethical Leadership Burns's Perspective on Ethical Leadership Greenleaf's Perspective on Ethical Leadership Principles of Ethical Leadership Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community Strengths Criticisms Application Case Studies 317 318 319 319 321 321 322 324 326 326 327 328 330 333 334 336 336 337 339 341 341 342 343 346 347 348 348 350 351 351 352 354 355 356 357 358 358 Case 14.1: A Struggling Company With Not Enough Cash Case 14.2: How Safe Is Safe? Case 14.3: Reexamining a Proposai Leadership Instrument Perceived Leader Integrity Scale (PLIS) Scoring Scoring Interpretation Summary References Name Index Subject Index About the Author About the Contributors 359 360 362 363 365 366 366 367 368 371 379 393 395

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