Bass and Stogdill's Handbook of Leadership : Theory, Research and Managerial Applications

by Bernard M. Bass

• ISBN13: 9780029015001
• ISBN10: 0029015006
• Edition: 3rd
• Format: Hardcover
• Copyright: 1990-07-23
• Publisher: Free Press

Summary

For seventeen years and through two editions, thisHandbookhas been the indispensable "bible" for every serious student of leadership. This third edition reflects the growth and changes in the study of leadership since the 1981 edition. There have been shifts in both content and method. Senior managers, for example, have become an increasing subject of inquiry. Distinctly separate fields of inquiry, such as political science and psychology, have been joined in this edition to build a broader appreciation of the phenomenon of leadership. Throughout theHandbook,the contributions from cognitive social psychology and the social, political, communications, and administrative sciences have been expanded.As in the second edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the better-known theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next, he looks at leaders' socioemotional talents, interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities. The more general examination of the personal factors associated with leadership has been extensively reorganized and expanded, and increased attention has been paid to knowledge, information, and intellectual ability, as well as to power and political tactics.The many developments in theory and research about charisma since 1974 have now made possible an entire chapter devoted to charismatic and inspirational leadership. Bass argues that a new paradigm of leadership -- transformational leadership -- has arisen that makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies.Studies of women increased dramatically during the 1980s. Accordingly, Chapter 32 on women and leadership has been considerably expanded over the chapter in the second edition. Completely new to this edition are studies by European and Japanese investigators on the accelerating internationalization of management.Finally, a glossary has been included in this edition to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.

Author Biography

Bernard M. Bass is Distinguished Professor of Management at the State University of New York, Binghamton, and author of numerous articles and books, including Leadership and Performance Beyond Expectations (The Free Press).

Table of Contents

Contents

Preface to the Third Edition

PART I Introduction to Concepts and Theories of Leadership

1. Concepts of Leadership
The Beginnings
The Meaning of Leadership
Leadership and Headship
An Evolving, Expanding Conceptualization
Summary and Conclusions

2. Typologies and Taxonomies of Leadership
Examples of Classifications
Commonalities in Taxonomies
Summary and Conclusions

3. An Introduction to Theories and Models of Leadership
Personal and Situational Theories
Interaction and Social Learning Theories
Theories and Models of Interactive Processes
Perceptual and Cognitive Theories
Hybrid Explanations
Methods and Measurements
Summary and Conclusions

PART II Personal Attributes of Leaders

4. Traits of Leadership: 1904-47
Methods
Results
Summary and Conclusions

5. Traits of Leadership: A Followup
Improvements in Methods and Measurements
Comparison of the Reviews of 1948 and 1970
Factor Analysis of the Traits of Leadership
Summary and Conclusions

6. Leadership and Activity Level
Energy and Assertiveness
Talking and Leading
Time and Effort
Summary and Conclusions

7. Task Competence and Leadership
The Meaning and Effects of Competence
Competence and Leadership
Summary and Conclusions

8. Interpersonal Competence and Leadership
Basic Interpersonal Skills
Social Insight, Empathy, and Leadership
Summary and Conclusions

9. Authoritarianism, Power Orientation, Machiavellianism, and Leadership
The Authoritarian Personality
Authoritarianism and Leadership
Power, Interpersonal Competence, and Leadership
Machiavellianism
Summary and Conclusions

10. Values, Needs, and Well-being of Leaders
Values
Achievement Motivation and Task Orientation
Risk Taking
Concepts of the Self
Health, Well-being, and Leadership
Leaders' Organizational Values, and Orientation
Satisfaction with the Leadership Role
Summary and Conclusions

11. Accorded Status, Esteem, and Leadership
Meaning of Status and Esteem
Status
Esteem
Summary and Conclusions

12. Charismatic, Charismalike, and Inspirational Leadership
The Concept of Charismatic Leadership
The Charismatic Relationship
The Charismatic Leader in Complex Organizations: A Conceptual Examination
Empirical Studies of Charismatic Effects
Inspirational Leadership
Transformational Leadership: Charisma, Inspiration, and Intellectual Stimulation
Summary and Conclusions

PART III Power and Legitimacy

13. Power and Leadership
Definitions of Social Power
Sources of Power
Power and Emergence as a Leader
The Bases of Power
Comparisons of the Bases of Power
Summary and Conclusions

14. Leadership and the Distribution of Power
Importance of Differences in Power
Distribution of Power in Communities and Organizations
The Power of the Group
Power, Leadership, and Structure
Industrial Democracy
Power Sharing at the Immediate Work-Group Level
Summary and Conclusions

15. Conflict and Legitimacy in the Leadership Role
Sources of Conflict
Incongruities in Status, Esteem, and Ability
Within-Role Conflict
Resolving Conflict
Managing Conflict
Legitimation and Conflict
Summary and Conclusions

16. Authority, Responsibility, and Leadership
Authority
Responsibility
Studies of Organizational Authority, Responsibility, and Delegation
Summary and Conclusions

PART IV The Transactional Exchange

17. Leadership as Contingent Reinforcement
Leadership as a Social Exchange
Reinforcement Leadership and Followership
Reinforcement and the Emergence of Leaders
The Dynamics of the Exchange Relationship
Summary and Conclusions

18. Leader-Follower Interactive Effects
Contributions of Leadership to the Transactional Relationship
Followers' Impact on Leaders
Mutual Influence of Leaders and Followers
Summary and Conclusions

19. Moderators of the Use and Effects of Contingent-Reinforcement Leadership
Limits to Contingent Reinforcement
Constraints on the Use and Impact of Feedback
Constraints on the Performance-Appraisal Interview
Implicit Theories of Leadership as Moderators
Summary and Conclusions

PART V Leadership and Management

20. The Work of Leaders and Managers
What Leaders and Managers Do
Methods of Studying What Managers Do
Time Spent and Work Done by Managers
Mintzberg's Managerial Roles
Characteristics of the Managerial Processes
Moderators of the Manager's Work, Function, and Roles
Effective Managerial Activities and Role Taking
Summary and Conclusions

21. Autocratic and Authoritarian versus Democratic and Egalitarian Leadership
The Two Opposing Approaches
Authoritarian and Democratic Leadership
Effects of Authoritarian and Democratic Leadership
Antecedent Conditions That Moderate the Effects
Large-scale, Long-term Comparisons of Autocratic and Democratic Systems
Interpretive Problems and Issues
Summary and Conclusions

22. Directive versus Participative Leadership
The Continuum
Antecedents of Direction and Participation
General Effects of Directive and Participative Leaders
Contingent Effects of Directive and Participative Leadership
A Deduced Model for Achieving Decision Quality or Subordinate Acceptance
Summary and Conclusions

23. Task- versus Relations-Oriented Leadership
Meanings
Antecedents Contributing to Task Orientation and Relations Orientation
General Consequences of Relations-Oriented and Task-Oriented Leadership
Blake and Mouton's Grid Theory
Situational Contingencies Affecting Outcomes
The Hersey-Blanchard Situational Leadership Model
Fiedler's Contingency Model of Leadership
Summary and Conclusions

24. Consideration, Initiating Structure, and Related Factors for Describing the Behavior of Leaders
A Behavioral Approach
Psychometric Properties
Alternative and Additional Scales
Behavioral Descriptions of the Ideal Leaders' Antecedents 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

25. Laissez-faire Leadership versus Motivation to Manage
Relations among Leadership Styles
Laissez-faire Leadership
Motivation to Lead and to Manage
Summary and Conclusions

PART VI Situational Moderators

26. Leadership, Environment, and Organization
Leadership Situations
Leadership and the External Environment
Organizations and Leadership
Leadership and Organizational Constraints
Leadership and Organizational Culture
Summary and Conclusions

27. Leaders and Their Immediate Groups
Importance of the Group
The Group's Development
Effects of Groups on Their Leaders
Impact of the Leader on the Group's Drive and Cohesiveness
Impact of the Leader on the Assembly Bonus Effect
Summary and Conclusions

28. Leadership, Task, and Technology
The Leader's Competence and the Requirements of Tasks
Important Dimensions of Tasks
Path-Goal Theory: The Explanation of Task Effects on Leadership
Summary and Conclusions

29. Stress and Leadership
The Nature of Stress
A Model of Group Responses to Stress
Leadership Under Stress
Successful but Not Necessarily Effective Leadership
Stress and Effectiveness as a Leader
Transformational Leadership and Dealing with Stress
Summary and Conclusions

30. Space, Networks, Leadership, and Its Substitutes
Importance of Spatial and Social Arrangements
Leadership and Physical Space
Leadership and Psychological Space
Leadership and Psychosocial Distance
Networks
Leadership in Experimental Communication Networks
Substitutes for Leadership
Summary and Conclusions

31. Persistence, Transfer, and Succession of Leadership
Persistence
Transfer of Leadership
Succession
Summary and Conclusions

PART VII Diverse Groups

32. Women and Leadership
The Rise in Women Leaders and Managers
Constraints on Opportunities for Leadership
Male-Female Differences in Leadership Potential
Male-Female Differences in Leadership Style
Success and Effectiveness of Women Leaders
Moderating Effects of Subordinates, Task, and Situation
Career Advancement of Women Leaders and Managers
Summary and Conclusions

33. Leadership, Blacks, Hispanics, and Other Minorities
Blacks and Leadership
Performance of Blacks and Whites as Leaders
Other Minorities and Leadership
Summary and Conclusions

34. Leadership in Different Countries and Cultures
The Importance and Pace of Internationalization
Issues of Consequence
Origins of Leaders
Culture, Country, and Attributes of Leadership
Differences in Leadership Across Cultures
Styles of Leadership
Leadership in the Multinational Firm
Summary and Conclusions

PART VIII Improving Leadership and Leadership Research

35. Development, Education, and Training for Leadership and Management
Development Issues
Educational Issues
Career Issues
Value of Training
Methods of Leadership Training
On-the-Job Leadership Training and Development
Purposes and Content of Leadership Training
Programmatic Applications
Factors That Affect Training Outcomes
Summary and Conclusions

36. Assessment and Forecasting of Leaders' and Managers' Performance
Judgmental Approaches
Mechanical Methods
Judgments Integrated with Mechanical Methods
Assessment Centers
Summary and Conclusions

37 Leadership Issues for the Twenty-first Century
Considerations in Looking Ahead
Methodological Issues
Substantive Issues
Summary and Conclusions

Glossary
References
Author Index
Subject Index

Excerpts

Chapter 1 Concepts of LeadershipLeadership is one of the world's oldest preoccupations. The understanding of leadership has figured strongly in the quest for knowledge. Purposeful stories have been told through the generations about leaders' competencies, ambitions, and shortcomings; leaders' rights and privileges; and the leaders' duties and obligations.The BeginningsLeaders as prophets, priests, chiefs, and kings served as symbols, representatives, and models for their people in the Old and New Testaments, in the Upanishads, in the Greek and Latin classics, and in the Icelandic sagas. In theIliad,higher, transcendental goals are emphasized: "He serves me most, who serves his country best" (Book X, line 201). TheOdysseyadvises leaders to maintain their social distance: "The leader, mingling with the vulgar host, is in the common mass of matter lost" (Book III, line 297). The subject of leadership was not limited to the classics of Western literature, It was of as much interest to Asoka and Confucius as to Plato and Aristotle.Myths and legends about great leaders were important in the development of civilized societies. Stories about the exploits of individual heroes (and occasionally heroines) are central to the BabylonianGilgamesh, Beowolf,theChanson de Roland,the Icelandic sagas, and the Ramayana (now they would be called cases). All societies have created myths to provide plausible and acceptable explanations for the dominance of their leaders and the submission of their subordinates (Paige, 1977). The greater the socioeconomic injustice in the society, the more distorted the realities of leadership -- its powers, morality and effectiveness -- in the mythology.The study of leadership rivals in age the emergence of civilization, which shaped its leaders as much as it was shaped by them. From its infancy, the study of history has been the study of leaders -- what they did and why they did it. Over the centuries, the effort to formulate principles of leadership spread from the study of history and the philosophy associated with it to all the developing social sciences. In modern psychohistory, there is still a search for generalizations about leadership, built on the in-depth analysis of the development, motivation, and competencies of world leaders, living and dead.Written philosophical principles emerged early. As can be seen in Figure 1.1, the Egyptian hieroglyphics for leadership(seshemet),leader(seshemu)and the follower(shemsu)were being written 5,000 years ago.In 2300 B.C. in the Instruction of Ptahhotep, three qualities were attributed to the Pharoah. "Authoritative utterness is in thy mouth, perception is in thy heart, and thy tongue is the shrine of justice" (Lichtheim, 1973). The Chinese classics, written as early as the sixth century B.C., are filled with hortatory advice to the country's leaders about their responsibilities to the people. Confucius urged leaders to set a moral example and to manipulate rewards and punishments for teaching what was right and good. Taoism emphasized the need for the leader to work himself out of his job by making the people believe that successes were due to their efforts.Greek concepts of leadership were exemplified by the hereos in Homer'sIliad.Ajax symbolized inspirational leadership and law and order. Other qualities that the Greeks admired and thought were needed (and sometimes wanting) in heroic leaders were (1)justice and judgment (Agamemnon), (2) wisdom and counsel (Nestor), (3) shrewdness and cunning (Odysseus), and (4) valor and activism (Achilles) (see Sarachek, 1968). (Shrewdness and cunning are not regarded as highly in contemporary society as they once were.) Later, Greek philosophers, such as Plato in theRepublic,looked at the requirements for the ideal leader of the ideal state (the philosopher king). The leader was to be the most impor