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Art and Science of Leadership,9780131485419
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Art and Science of Leadership

by
Edition:
5th
ISBN13:

9780131485419

ISBN10:
0131485415
Format:
Paperback
Pub. Date:
1/1/2009
Publisher(s):
Prentice Hall

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Summary

For undergraduate and graduate courses in Leadership. This text offers a broad review and analysis of the field of leadership, complete with its many debates and controversies. Strong theoretical coverage still allows the book to be applications-oriented to business and other organizations on the guiding philosophy and assumption that we can all learn to become better leaders. A cross-cultural perspective, gender-based analyses, focus on leaders' personalities and behavior, and discussion on the role and characteristics of followers complete this treatment.

Table of Contents

Preface xi
PART I: BUILDING BLOCKS
1(130)
Definition and Significance of Leadership
3(33)
Effective Leadership
4(4)
What Is Leadership? Who Is a Leader?
4(1)
What Is Effectiveness? When Is a Leader Effective?
4(4)
Culture and Leadership
8(8)
Levels of Culture
8(2)
Models of National and Ethnic Culture
10(6)
Obstacles to Effective Leadership
16(1)
Leadership and Management
17(2)
Roles and Functions of Leaders
19(4)
Managerial Roles
19(1)
Functions of the Leader: Creation and Maintenance of an Organizational Culture
20(3)
Does Leadership Make a Difference?
23(3)
Arguments Against the Impact of Leadership
24(1)
Arguments for the Impact of Leadership
25(1)
Reconciling the Differences
25(1)
Summary and Conclusions
26(1)
Leadership Challenge
27(1)
Review and Discussion Questions
28(1)
Searching the Web
28(1)
Exercise 1-1: What Is Leadership?
29(1)
Exercise 1-2: Images of Leadership
30(1)
Exercise 1-3: Narian Bridges
31(2)
Exercise 1-4: Understanding the Leadership Context
33(1)
Case: Leadership in Action: JetBlue's David Neeleman Reinvents an Airline
34(2)
Leadership: Past, Present, and Future
36(25)
A History of Modern Leadership Theory
37(5)
The Trait Era: Late 1800s to Mid-1940s
37(1)
Behavior Era: Mid-1940s to Early 1970s
38(2)
The Contingency Era: Early 1960s to Present
40(2)
The Present: Current Trends in Leadership Practice and Research
42(10)
Leader Characteristics and Traits Revisited
42(3)
Changes in Organizations and in Expectations of Leaders
45(7)
Summary and Conclusions
52(2)
Leadership Challenge
54(1)
Review and Discussion Questions
55(1)
Searching the Web
55(1)
Exercise 2-1: Old Wines and New Skins
56(1)
Exercise 2-2: The Toy Factory
57(1)
Exercise 2-3: Leadership and Gender
58(1)
Case: Leadership in Action: The Caring Dictator
59(2)
Individual Differences and Traits
61(41)
Elements of Individual Difference Characteristics
62(3)
Multiple Perspectives and the Impact of the Situation
64(1)
Individual Characteristics Provide a Range
64(1)
Values
65(4)
Value System and Culture
65(3)
Values and Ethics
68(1)
Abilities and Skills
69(5)
Intelligence and Emotional Intelligence
69(3)
Creativity
72(1)
Skills
73(1)
Relevant Personality Traits
74(11)
The Big Five Personality Dimensions
74(2)
Other Individual Personality Traits
76(8)
What about Leader's Who Fail?
84(1)
Using Individual Characteristics
85(1)
Summary and Conclusions
86(2)
Leadership Challenge
88(1)
Review and Discussion Questions
89(1)
Searching the Web
89(1)
Exercise 3-1: Your Ideal Organization
90(1)
Self-Assessment 3-1: Value Systems
91(1)
Self-Assessment 3-2: Emotional Intelligence
92(2)
Self-Assessment 3-3: Locus of Control
94(1)
Self-Assessment 3-4: Type A Behavior Pattern
95(1)
Self-Assessment 3-5: Self-Monitoring
96(1)
Self-Assessment 3-6: MBTI
97(2)
Self-Assessment 3-7: Machiavellianism
99(1)
Case: Leadership in Action: Pernille Spiers-Lopez Assembles a Winning Team at IKEA
100(2)
Power and Leadership
102(29)
Power in Organizations: Definition and Consequences
103(3)
Consequences of Using Power
103(1)
Distribution of Power
104(2)
Sources of Power
106(8)
Sources of Power Related to Individuals
106(3)
Sources of Power Related to Organizational Structure
109(3)
Special Power Sources of Top Executives
112(2)
The Dark Side of Power: Corruption
114(5)
Causes and Processes
114(3)
Consequences of Corruption
117(1)
Solutions
118(1)
Empowerment: The Changing Face of Power
119(4)
Steps to Empowerment
120(2)
Impact of Empowerment
122(1)
Summary and Conclusions
123(2)
Leadership Challenge
125(1)
Review and Discussion Questions
126(1)
Searching the Web
126(1)
Exercise 4-1: Recognizing Blocks to Empowerment
127(1)
Self-Assessment 4-1: Views of Power
128(1)
Case: Leadership in Action: The Powers of Dick Grasso of the New York Stock Exchange
129(2)
PART II: CONTINGENCY MODELS
131(66)
Contingency Models: Using Resources Effectively
133(34)
Fiedler's Contingency Model
134(8)
Leader's Style
134(2)
Situational Control
136(1)
Predictions of the Contingency Model
137(2)
Evaluation and Applications
139(1)
Using the Contingency Model
140(2)
The Normative Decision Model
142(6)
Leader's Decision Styles
142(3)
Contingency Variables: Defining the Problem
145(1)
The Normative Decision Model's Predictions
145(2)
Evaluation and Application
147(1)
Cognitive Resources Theory
148(1)
Leader Characteristics and Contingency Factors
148(1)
CRT's Predictions
148(1)
Evaluation and Application
149(1)
Contingency Models and Culture
149(1)
Summary and Conclusions
150(1)
Leadership Challenge
151(1)
Review and Discussion Questions
152(1)
Searching the Web
152(1)
Exercise 5-1: Changing the Leader's Sit Con
153(2)
Exercise 5-2: Using the Normative Decision Model
155(4)
Exercise 5-3: Creating an Atmosphere That Encourages Participation
159(1)
Self-Assessment 5-1: Determining Your LPC
160(1)
Self-Assessment 5-2: Assessing a Leadership Situation
161(4)
Case: Leadership in Action: The Cosmetic Queen and the Software King
165(2)
Exchange and Relationship Development and Management
167(30)
Path-Goal Theory
169(1)
The Framework
169(1)
Limitations and Applications
170(1)
Attributional Models
170(2)
Limitations and Applications
172(1)
Leader-Member Exchange (LMX)
172(7)
Limitations and Applications
176(3)
Substitutes for Leadership
179(2)
Limitations and Applications
180(1)
Situational Leadership
181(2)
Limitations and Applications
183(1)
Summary and Conclusions
183(2)
Leadership Challenge
185(1)
Review and Discussion Questions
186(1)
Searching the Web
186(1)
Exercise 6-1: Removing Obstacles
187(2)
Exercise 6-2: In-Group/Out-Group
189(2)
Self-Assessment 6-1: Identifying Your In-Group and Out-Group
191(2)
Self-Assessment 6-2: Leadership Substitutes
193(2)
Case: Leadership in Action: The Caring Navy Commander
195(2)
PART III: CURRENT DEVELOPMENTS AND APPLICATIONS
197(96)
Participative Management and Leading Teams
199(30)
When Should Participation Be Used?
200(4)
Criteria for Participation
202(1)
The Role of Culture
203(1)
The Issue of Delegation
204(4)
Benefits of Delegation
205(1)
Guidelines for Good Delegation
205(2)
Why Do Leaders Fail to Delegate?
207(1)
Evolution of Participative Management: Teams and Superleadership
208(6)
Characteristics of Teams
209(1)
Self-Managed Teams
210(2)
Helping Teams Become Effective
212(1)
Super- and Self-Leadership
213(1)
Role of Leaders in a Team Environment
214(3)
Summary and Conclusions
217(1)
Leadership Challenge
218(1)
Review and Discussion Questions
219(1)
Searching the Web
219(1)
Exercise 7-1: To Delegate or Not to Delegate?
220(2)
Exercise 7-2: Strategies for Becoming a Superleader
222(3)
Self-Assessment 7-1: Delegation scale
225(1)
Self-Assessment 7-2: Are You a Team Leader?
226(1)
Case: Leadership in Action: Whole Foods
227(2)
Change-Oriented Leadership
229(29)
A Brief History of Charismatic and Transformational Leadership
230(1)
Charismatic Leadership: A Relationship Between Leaders and Followers
230(10)
Characteristics of Charismatic Leaders
231(2)
Characteristics of Followers
233(1)
The Charismatic Situation
234(3)
The Dark Side of Charisma
237(1)
Evaluation and Application
238(2)
Transactional and Transformational Leadership
240(4)
Transactional Leadership
240(1)
Transformational Leadership
241(2)
Evaluation and Application
243(1)
Change-Oriented and Visionary Leadership
244(4)
Evaluation and Application
248(1)
Summary and Conclusions
248(2)
Leadership Challenge
250(1)
Review and Discussion Questions
251(1)
Searching the Web
251(1)
Exercise 8-1: Do You Know a Charismatic Leader?
252(2)
Exercise 8-2: Charismatic Speech
254(1)
Self-Assessment 8-1: Building Credibility
255(1)
Case: Leadership in Action: Andrea Jung Orchestrates Avon's Makeover
256(2)
The Upper-Echelon View: Strategic Leadership
258(35)
Differences Between Micro and Upper-Echelon Strategic Leadership
259(1)
The Domain and Impact of Strategic Leadership
260(7)
Role of Strategic Leaders
262(1)
Executive Discretion: Factors That Moderate the Power of Leaders
262(5)
Characteristics of Upper-Echelon Leaders
267(9)
Demographic and Personality Traits
268(2)
Strategic Leadership Types
270(4)
Strategic Leadership: Culture and Gender
274(2)
How Do Executives Affect Their Organization?
276(2)
Direct Decisions
276(1)
Allocation of Resources and Control over the Reward System
277(1)
Setting the Norms and Modeling
278(1)
Strategic Leaders' Accountability
278(3)
Summary and Conclusions
281(1)
Leadership Challenge
282(1)
Review and Discussion Questions
283(1)
Searching the Web
283(1)
Exercise 9-1: Understanding Strategic Forces
284(2)
Exercise 9-2: Your Organization
286(1)
Exercise 9-3: Influence Processes
287(2)
Self-Assessment 9-1: What Is Your Strategic Leadership Type?
289(2)
Case: Leadership in Action: A. G. Lafley Reinvents Procter & Gamble
291(2)
PART IV: LOOKING TOWARD THE FUTURE
293(14)
Looking Toward the Future: What Will We Be When We Grow Up?
295(12)
What We Know and What We Don't Know
296(2)
What Do We Know?
296(1)
What Don't We Know?
297(1)
Changes in the Leadership Context and Their Consequences
298(5)
Changing Context
299(1)
Changing Leadership
300(3)
Looking to the Future
303(3)
What's on the Research Horizon?
303(1)
What's a Leader to Do?
304(2)
Self-Assessment 10-1: My Personal Mission Statement
306(1)
References 307(26)
Author Index 333(5)
Subject Index 338


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