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Leadership: classical, contemporary, and critical approaches

Author: Grint, Keith Series: Oxford management readers Publisher: Oxford University Press (OUP) 1997.Language: EnglishDescription: 385 p. : Graphs ; 24 cm.ISBN: 9780198781813Type 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 .L43 1997
(Browse shelf)
001255195
Available 001255195
Total holds: 0

Includes bibliographical references and index

Digitized

Leadership Classical, Contemporary, and Critical Approaches Contents List of Figures List of Tables Abbreviations List of Contributors Introduction: Reading Tolstoy's Wave xiv xv xvi xvii 1 I. CLASSICAL LEADERSHIP 1. The Republic Plato Originally written 2,000 years ago, this is the original defence of expertise as the basis for leadership and incorporates a stinging critique of democracy--a large and dangerous animal--as a method for selecting leaders. 2. The Art of War Sun Tzu The Eastern parallel to Plato's account of leadership, Sun Tzu's review of Chinese military and political leadership, written between 500 and 300 BC, has, if anything, increased in popularity in the last decade with many contemporary business leaders adopting it as a guide to action. 3. The Prince Niccolo Machiavelli Machiavelli's treatise on power remains as relevant today as it was for its original sixteenth-century Florentine princes. Condemned by many as the work of the devil, The Prince embodies lessons in leadership that are as uncomfortable as they are important. 55 38 27 4. The Treatise on General Sociology Vilfredo Pareto One of the original elite theorists, the Italian Pareto provides a pivotal account of the enduring requirement for leadership and a crucial analysis of the inevitable cycle of birth and decline that haunts all leaders. 70 II. TRADITIONAL LEADERSHIP 5. The Nature of Leadership Chester Barnard 89 Barnard's early post-war summary of leadership is an early challenge to the popular assumption that leaders are the only critical component of leadership. Instead Barnard surveys his own vast business experience to suggest that followers and the conditions of action are equally relevant. 6. Leadership, Membership, and Organization R. M. Stogdill Stogdill was a leading member of the Ohio State Leadership Studies; which attempted to develop a scientific approach to leadership but one embedded in its organizational context. In this piece he introduces the approach and attempts to demonstrate the way leadership can be contextually measured and explained. 7. Situational Control and a Dynamic Theory of Leadership Fred E. Fiedler Fiedler was one of the original exponents of a contingency or situational approach to leadership and this piece reviews his application of the method to group behaviour under quasi-scientific controlled conditions. 126 112 III. MODERN LEADERSHIP 8. A Definition and Illustration of Democratic Leadership John Gastil Gastil's chapter introduces us to some contemporary issues in leadership and it will be apparent that this takes us straight back to Plato. For Gastil the 'large and dangerous animal' has its place, but it is not a universal solution to organizational control problems. 155 9. Top Management Styles in Europe: Implications for Business and Cross-National Teams A. Kakabadse, A. Myers, T McMahon, and G. Spony 179 The development of Europe as an identifiable economic and political unit and the rise of global companies poses questions about the cultural identity and leadership style of corporate leaders. This chapter suggests that, although identifiably different styles of leadership do exist, there is little prospect in the immediate future of a European form breaking out. 10. Shatter the Glass Ceiling: Women May Make Better Managers Bernard M. Bass and Bruce J. Avolio 199 The rise of women leaders--and their general invisibility--reveals another important concern of modern leadership and in this piece Bass and Avolio suggest that women's 'transformational' leadership style, is better suited to the developing organization of the next century than the traditional 'transactional' style adopted by men. 11. Sexual Static Judy B. Rosener Rosener takes this argument a stage further by considering the way the very term 'leadership' is conventionally associated with male 'attributes', and that, for women to rise to the top of the corporate ladder, both genders need to take a closer look at how they communicate with each other through the 'sexual static'. 211 IV. MYTHICAL LEADERSHIP 12. The Gentleman and the Hero: Wellington and Napoleon in the Nineteenth Century Iain Pears 231 Pears opens the section on the myths of leadership by considering the way the characters of national leaders are configured through the prism of national cultures--and vice versa. The result is a remarkable reconstruction of Napoleon and Wellington against the formative background of French and British military and political antagonism-- and yet another problem for those trying to discover the 'real' leaders. 13. The Leadership Mystique Manfred R. F. Kets de Vries Kets de Vries has a different problem to plague us with: this one concerns the nature of leaders as individuals with scores to settle with--or against--the world. If leaders are as narcissistic as de Vries maintains, then we should be ever-more vigilant for signs of alienation. 14. Leadership: An Alienating Social Myth? Gary Gemmill and Judith Oakley Alienation is also the subject of the work by Gemmill and Oakley, but their approach is to suggest that the entire edifice of leadership can be construed as a myth designed to persuade us mere followers that leaders are both necessary and very often disturbingly authoritarian. 250 272 V. ALTERNATIVE LEADERSHIP 15. Organizing, Leadership, and Skilful Process Dian Marie Husking Hosking introduces the last section by asking us to abandon organization as a noun and introduce organizing as a verb. In this approach it is the bringing-off of leadership that is critical, and this is an active and skilful process not the inevitable result of static hierarchies of command and control. 16. Correspondents' Images of Martin Luther King, Jr.: An Interpretive Theory of Movement Leadership Stephen J. Lilley and Gerald M. Platt Martin Luther King poses an example of the approach that Hosking is concerned with for King's actions appear to generate movement rather than merely follow movement. However, Lilley and Platt's argument suggests that the interpretive accounts of King's followers constructed a leader who appears to embody a positively ambiguous image. 293 319 17. Voicing Seduction to Silence Leadership Marta B. Calas and Linda Smircich 338 This final chapter introduces feminist and postmodernist approaches to the leadership problem by demonstrating the way different readings of texts are possible and plausible. The result is not to provide the solution to the question 'what is leadership?' but to suggest that the question is far more complex that we may have thought in the first place. Index 381

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