Art and Science of Leadership

by Nahavandi, Afsaneh

• ISBN13: 9780131485419
• ISBN10: 0131485415
• Edition: 4th
• Format: Paperback
• Copyright: 2009-01-01
• Publisher: Prentice Hall

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