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The Leadership Experience,9780030335723
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The Leadership Experience

by
Edition:
2nd
ISBN13:

9780030335723

ISBN10:
0030335728
Format:
Paperback
Pub. Date:
7/6/2001
Publisher(s):
South-Western College Pub
List Price: $182.00

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This is the 2nd edition with a publication date of 7/6/2001.
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Summary

Packed with interesting examples and real world leadership, this readable, upper-level textbook helps students develop an understanding of theory while acquiring the necessary skills and insights to become effective leaders. It is written for courses teaching leadership theory and application.

Table of Contents

PART ONE Introduction to Leadership 1(38)
What Does It Mean to Be a Leader?
2(37)
The Nature of Leadership
4(2)
Definition of Leadership
5(1)
Leadership and the Business of Living
6(2)
The New Reality for Today's Organizations
8(6)
From Cherishing Stability to Valuing Change
9(1)
From Control to Empowerment
10(1)
From Competition to Collaboration
11(1)
From Things to Relationships
11(1)
From Uniformity to Diversity
12(2)
Comparing Management and Leadership
14(7)
Providing Direction
17(1)
Alignment
17(1)
Relationships
18(1)
Personal Leadership Qualities
19(2)
Outcomes
21(1)
Where Have All the Leaders Gone?
21(2)
Leadership Is Not Automatic
23(3)
Learning the Art and Science of Leadership
26(2)
Rest of the Book
26(2)
Summary and Interpretation
28(1)
Key Terms
29(1)
Discussion Questions
29(1)
Leadership Development: Personal Feedback Your Leadership Potential
30(1)
Leadership Development: Cases for Analysis Sales Engineering Division
31(1)
Airstar, Inc.
32(2)
References
34(5)
PART TWO Research Perspectives on Leadership 39(76)
Traits, Behaviors, and Relationships
40(36)
The Trait Approach
43(7)
Behavior Approaches
50(11)
Autocratic versus Democratic Leadership
50(2)
Ohio State Studies
52(2)
University of Michigan Studies
54(1)
The Leadership Grid
55(2)
How Grid Styles Emerge
57(2)
Theories of a ``High-High'' Leader
59(2)
Dyadic Approaches
61(5)
Vertical Dyad Linkage Model
61(2)
Leader-Member Exchange
63(1)
Partnership Building
64(1)
Systems and Networks
64(2)
Summary and Interpretation
66(1)
Key Terms
67(1)
Discussion Questions
67(1)
Leadership Development: Personal Feedback Rate Your Self-Confidence
67(2)
Leadership Development: Cases for Analysis Consolidated Products
69(2)
D. L. Woodside, Sunshine Snacks
71(1)
References
72(4)
Contingency Approaches
76(39)
The Contingency Approach
79(1)
Fiedler's Contingency Model
80(6)
Leadership Style
80(1)
Situation
81(1)
Contingency Theory
82(4)
Hersey and Blanchard's Situational Theory
86(4)
Path-Goal Theory
90(5)
Leader Behavior
90(2)
Situational Contingencies
92(1)
Use of Rewards
92(3)
The Vroom-Jago Contingency Model
95(7)
Leader Participation Styles
96(1)
Diagnostic Questions
97(1)
Selecting a Decision Style
98(4)
Substitutes for Leadership
102(3)
Summary and Interpretation
105(1)
Key Terms
105(1)
Discussion Questions
106(1)
Leadership Development: Personal Feedback T-P Leadership Questionnaire: An Assessment of Style
106(3)
Leadership Development: Cases for Analysis Alvis Corporation
109(1)
Finance Department
110(2)
References
112(3)
PART THREE The Personal Side of Leadership 115(156)
The Leader as an Individual
116(48)
Personality and Leadership
119(7)
A Model of Personality
119(4)
Personality Traits and Leader Behavior
123(3)
Values and Attitudes
126(8)
Instrumental and End Values
127(3)
How Attitudes Affect Leadership
130(4)
Cognitive Differences
134(7)
Patterns of Thinking and Brain Dominance
134(5)
Problem Solving Styles: The Myers-Briggs Type Indicator
139(2)
Personality and Leadership Style: The Role of Charisma
141(6)
What Makes a Charismatic Leader?
145(1)
The Black Hat of Charisma
146(1)
Transactional versus Transformational Leadership
147(2)
Transactional Leadership
147(1)
Transformational Leadership
148(1)
Summary and Interpretation
149(1)
Key Terms
150(1)
Discussion Questions
151(1)
Leadership Development: Personal Feedback Personality Assessment: Jung's Typology and the Myers-Briggs Type Indicator
152(5)
Leadership Development: Cases for Analysis International Bank
157(1)
The Deadlocked Committee
158(2)
References
160(4)
Leadership Mind and Heart
164(36)
Leader Capacity versus Competence
167(1)
Mental Models
168(4)
Assumptions
168(1)
Perception: How Leaders Interpret Experience
169(3)
Developing a Leader's Mind
172(6)
Independent Thinking
172(1)
Open-Mindedness
173(2)
Systems Thinking
175(2)
Personal Mastery
177(1)
Emotional Intelligence---Leading with Heart and Mind
178(6)
What Are Emotions?
178(3)
The Components of Emotional Intelligence
181(2)
Implications for Leadership
183(1)
Leading with Love versus Leading with Fear
184(5)
Fear in Organizations
185(1)
Bringing Love to Work
186(2)
Why Followers Respond to Love
188(1)
Summary and Interpretation
189(1)
Key Terms
190(1)
Discussion Questions
190(1)
Leadership Development: Personal Feedback Emotional Intelligence
191(1)
Leadership Development: Cases for Analysis The New Boss
192(2)
The USS Florida
194(2)
References
196(4)
Courage and Moral Leadership
200(38)
Moral Leadership Today
203(3)
The Ethical Climate in U.S. Business
203(2)
The Leadership Dilemma
205(1)
Becoming a Moral Leader
206(4)
Leadership Control versus Service
210(6)
Authoritarian Management
211(1)
Participative Management
212(1)
Stewardship
212(1)
Servant Leadership
213(3)
Building an Ethical Culture
216(3)
Leadership Courage
219(9)
What Is Courage?
219(5)
Moral Courage
224(2)
Sources of Personal Courage
226(2)
Summary and Interpretation
228(1)
Key Terms
229(1)
Discussion Questions
229(1)
Leadership Development: Personal Feedback Moral Leadership
229(2)
Leadership Development: Cases for Analysis Young Leaders Council
231(1)
The Boy, the Girl, the Ferryboat Captain, and the Hermits
232(1)
References
233(5)
Followership
238(33)
The Role of Followers
240(6)
Styles of Followrship
241(4)
The Leader's Role in Developing Effective Followers
245(1)
The Courageous Follower
246(5)
Courage to Assume Responsibility
248(1)
Courage to Serve
248(1)
Courage to Challenge
248(1)
Courage to Participate in Transformation
249(1)
Courage to Leave
249(2)
Sources of Follower Courage
251(1)
Developing Personal Potential
251(3)
From Dependence to Independence
253(1)
Effective Interdependence
253(1)
Sources of Power
254(1)
Personal Sources
254(1)
Position Sources
255(1)
Strategies for Effective Followership
255(4)
Be a Resource for the Leader
256(1)
Help the Leader Be a Good Leader
257(1)
Build a Relationship with the Leader
257(2)
View the Leader Realistically
259(1)
What Followers Want
259(1)
Building a Community of Followers
260(2)
Summary and Interpretation
262(1)
Key Terms
262(1)
Discussion Questions
262(1)
Leadership Development: Personal Feedback The Power of Followership
263(2)
Leadership Development: Cases for Analysis General Products Britain
265(1)
Trams Discount Store
266(2)
References
268(3)
PART FOUR The Leader as Relationship Builder 271(196)
Motivation and Empowerment
272(42)
Leadership and Motivation
275(5)
Intrinsic and Extrinsic Rewards
276(1)
Higher versus Lower Needs
277(3)
Needs-Based Theories of Motivation
280(5)
Hierarchy of Needs Theory
280(2)
Two-Factor Theory
282(2)
Acquired Needs Theory
284(1)
Other Motivational Theories
285(5)
Reinforcement Perspective on Motivation
285(2)
Expectancy Theory
287(2)
Equity Theory
289(1)
The Carrot and Stick Controversy
290(4)
Empowerment
294(6)
Reasons for Empowerment
296(1)
Elements of Empowerment
297(1)
Empowerment Applications
298(2)
Implementing Empowerment
300(1)
Organization-Wide Motivational Programs
300(2)
Summary and Interpretation
302(1)
Key Terms
303(1)
Discussion Questions
304(1)
Leadership Development: Personal Feedback Your Approach to Motivating Others
304(2)
Leadership Development: Cases for Analysis The Parlor
306(2)
Cub Scout Pack 81
308(1)
References
309(5)
Leadership Communication
314(36)
How Leaders Communicate
317(3)
Management Communication
317(1)
Leader Communication
318(2)
Creating and Open Communication Climate
320(2)
Listening and Discernment
322(8)
Dialogue
325(2)
Discernment
327(3)
Rich Communication Channels
330(3)
Stories and Metaphors
333(2)
Symbols and Informal Communication
335(1)
Feedback and Learning
336(4)
Communicating to Develop Followers
338(1)
Organizational Learning
339(1)
Summary and Interpretation
340(1)
Key Terms
340(1)
Discussion Questions
341(1)
Leadership Development: Personal Feedback Listening Self-Inventory
341(2)
Leadership Development: Cases for Analysis The Superintendent's Directive
343(1)
Imperial Mental Products
344(2)
References
346(4)
Leading Teams
350(44)
Teams in Organizations
353(2)
What Is a Team?
353(2)
Types of Teams
355(8)
Functional Teams
356(1)
Cross-Functional Teams
357(1)
Evolution to Self-Directed Teams
358(1)
Virtual Teams
359(2)
Global Teams
361(2)
Team Leadership
363(4)
The Team Leader's Personal Role
363(3)
Guiding Team Effectiveness
366(1)
Understanding Team Characteristics
367(3)
Size
367(1)
Diversity
367(1)
Interdependence
368(2)
Leading Team Dynamics
370(8)
Meeting Task and Socio-emotional Needs
370(2)
Team Development
372(3)
Team Norms
375(1)
Team Cohesiveness
376(2)
Handling Team Conflict
378(4)
Causes of Conflict
379(1)
Styles to Handle Conflict
379(2)
Other Approaches
381(1)
Summary and Interpretation
382(1)
Key Terms
382(1)
Discussion Questions
383(1)
Leadership Development: Personal Feedback Assess Your Team Leadership Skills
383(2)
Leadership Development: Cases for Analysis Valena Scientific Corporation
385(2)
Burgess Industries
387(2)
References
389(5)
Developing Leadership Diversity
394(40)
Diversity Today
399(5)
Definition of Diversity
399(1)
The Reality of Diversity
400(1)
The Need for Organizational Diversity
401(3)
Ways Women Lead
404(2)
Global Diversity
406(5)
The Socio-cultural Environment
407(4)
Leadership Implications
411(1)
Challenges Minorities Face
411(4)
Leadership Initiatives toward Organizational Diversity
415(3)
Organizational Stages of Diversity Awareness
415(3)
Barriers to Evolution
418(2)
Leadership Solutions
420(1)
Leading Diverse Organizations
420(4)
Summary and Interpretation
424(1)
Key Terms
425(1)
Discussion Questions
425(1)
Leadership Development: Personal Feedback A Passive Bias Quiz
426(1)
Leadership Development: Cases for Analysis Northern Industries
427(2)
The Trouble with Bangles
429(1)
References
430(4)
Leadership Power and Influence
434(33)
Leadership Frames of Reference
436(4)
The Structural Frame
437(1)
The Human Resource Frame
438(1)
The Political Frame
438(1)
The Symbolic Frame
438(2)
Power, Influence, and Leadership
440(8)
Five Types of Leader Power
441(3)
Responses to the Use of Power
444(1)
The Role of Dependency
445(3)
Sources of Leader Power in Organizations
448(3)
Increasing Power through Political Activity
451(1)
Political Tactics for Asserting Influence
452(4)
Ethical Considerations in Using Power and Politics
456(2)
Summary and Interpretation
458(1)
Key Terms
459(1)
Discussion Questions
459(1)
Leadership Development: Personal Feedback Personal Power Profile
459(2)
Leadership Development: Cases for Analysis The Unhealthy Hospital
461(1)
Waite Pharmaceuticals
462(2)
References
464(3)
PART FIVE The Leader as Social Architect 467(150)
Creating Vision and Strategic Direction
468(40)
Strategic Leadership
471(1)
Leadership Vision
472(12)
What Vision Does
476(3)
Common Themes of Vision
479(2)
A Vision Works at Multiple Levels
481(3)
Mission
484(3)
Strategy Formulation
487(3)
Core Competence
489(1)
Synergy
489(1)
Value Creation
490(1)
Strategy in Action
490(3)
The Leader's Contribution
493(4)
Stimulating Vision and Action
493(2)
How Leaders Decide
495(2)
The Leader's Impact
497(1)
Summary and Interpretation
498(1)
Key Terms
499(1)
Discussion Questions
499(1)
Leadership Development: Personal Feedback Visionary Leadership
500(1)
Leadership Development: Cases for Analysis Metropolis Police Department
501(1)
The Visionary Leader
502(2)
References
504(4)
Shaping Culture and Values
508(34)
Organizational Culture
511(4)
What Is Culture?
511(2)
Importance of Culture
513(2)
Culture Strength and Adaptation
515(3)
Culture Gap
516(2)
Shaping Culture
518(6)
Ceremonies
520(1)
Stories
520(1)
Symbols
521(1)
Specialized Language
521(1)
Selection and Socialization
522(1)
Daily Actions
522(2)
Shaping Values
524(5)
The Competing Values Approach
524(5)
Ethical Values in Organizations
529(1)
Values-Based Leadership
530(1)
Personal Ethics
530(1)
Organzational Structure and Systems
531(1)
Summary and Interpretation
532(1)
Key Terms
533(1)
Discussion Questions
533(1)
Leadership Development: Personal Feedback Culture Preference Inventory
534(2)
Leadership Development: Cases for Analysis Lisa Benavides, Forest International
536(1)
Acme and Omega
537(2)
References
539(3)
Designing and Leading a Learning Organization
542(34)
The Evolution of Leadership
544(5)
Context of Organizational Leadership
545(1)
Framework
545(3)
Implications
548(1)
From Efficient Performance to the Learning Organization
549(1)
Organization Structure
550(4)
Vertical Structure
551(1)
Horizontal Structure
552(2)
Task versus Roles
554(2)
Mechanistic and Organic Processes
554(1)
From Routine Tasks to Empowered Roles
555(1)
Systems versus Networks
556(3)
Competitive versus Linked Strategy
559(1)
Rigid versus Adaptive Culture
560(2)
The Leader's Challenge
562(1)
E-commerce and the Learning Organization
563(4)
Summary and Interpretation
567(1)
Key Terms
568(1)
Discussion Questions
568(1)
Leadership Development: Personal Feedback How Resilient Are You?
569(1)
Leadership Development: Cases for Analysis The Fairfax County Social Welfare Agency
570(2)
Acworth Systems
572(1)
References
573(3)
Leading Change
576(41)
Change or Perish
579(3)
Leading Major Change
582(3)
The Focus of Change
585(2)
Overcoming Resistance to Change
587(4)
Why Do People Resist Change?
588(2)
Overcoming Resistance
590(1)
The Negative Impact of Change
591(4)
The Two Faces of Change
591(1)
Leadership and Downsizing
591(4)
Moving the Organization Forward---The Role of Creativity
595(7)
Leading Creativity in Organizations and People
595(4)
Stages in the Personal Creative Process
599(3)
Leading Culture Change
602(4)
Total Quality Management
603(1)
Organizational Development
603(1)
Large-Group Interventions
604(2)
Summary and Interpretation
606(1)
Key Terms
607(1)
Discussion Questions
607(1)
Leadership Development: Personal Feedback Are You a Change Leader?
608(1)
Leadership Development: Cases for Analysis Southern Discomfort
609(2)
Resistance to Change
611(1)
References
612(5)
Index 617(18)
Credits 635


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