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Leadership With Infotrac: Theory, Application, Skill Development

by ;
Edition:
3rd
ISBN13:

9780324316971

ISBN10:
0324316976
Format:
Paperback
Pub. Date:
2/1/2006
Publisher(s):
Cengage Learning
List Price: $316.95

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Summary

Learn tomorrow's leadership strategies today. LEADERSHIP combines traditional theories with cutting-edge developments to bring you the leadership textbook you have to own if you want to succeed in tomorrow's workforce. Plus, this edition comes with hands-on skill building exercises so you can learn by doing. And with countless study aids built right into the textbook, you'll have all you need to ace the test as well.

Table of Contents

PART 1 Individuals as Leaders
Who Is A Leader?
2(26)
Leadership Is Everyone's Business
4(6)
Why Leadership Is Important
4(1)
Defining Leadership
5(1)
Self-Assessment 1: Leadership Potential
6(3)
Are Leaders Born or Made?
9(1)
Leadership Managerial Roles
10(4)
Interpersonal Roles
10(1)
Informational Roles
11(1)
Decisional Roles
12(2)
Levels of Analysis of Leadership Theory
14(3)
Individual Level of Analysis
15(1)
Group Level of Analysis
15(1)
Organizational Level of Analysis
15(1)
Interrelationships among the Levels of Analysis
16(1)
Leadership Theory Paradigms
17(2)
The Trait Theory Paradigm
17(1)
The Behavioral Leadership Theory Paradigm
18(1)
The Contingency Leadership Theory Paradigm
18(1)
The Integrative Leadership Theory Paradigm
19(1)
From the Management to the Leadership Theory Paradigm
19(1)
Objectives of the Book
19(3)
Leadership Theory
20(1)
Application of Leadership Theory
21(1)
Leadership Skill Development
21(1)
Flexibility
22(1)
Organization of the Book
22(6)
Chapter Summary
23(1)
Key Terms
23(1)
Review and Discussion Questions
24(1)
Case: Scott Livengood---Krispy Kreme
24(1)
Video Case: CVS Corporation
25(1)
Skill-Development Exercise 1: Getting to Know You by Name
25(2)
Self-Assessment 2: Names
27(1)
Skill-Development Exercise 2: Identifying Leadership Traits and Behaviors
27(1)
Leadership Traits And Ethics
28(44)
Personality Traits and Leadership
30(6)
Self-Assessment 1: Personality Profile
30(1)
Personality and Traits
31(1)
The Big Five Model of Personality
32(2)
Personality Profiles
34(1)
Derailed Leadership Traits
35(1)
Traits of Effective Leaders
36(6)
Dominance
36(1)
High Energy
36(1)
Self-Confidence
37(1)
Locus of Control
37(1)
Stability
37(1)
Integrity
38(1)
Intelligence
39(1)
Flexibility
40(1)
Sensitivity to Others
40(2)
The Personality Profile of Effective Leaders
42(5)
Achievement Motivation Theory
42(1)
Leader Motive Profile Theory
43(1)
Self-Assessment 2: Motive Profile
44(1)
Self-Assessment 3: Motive Profile with Socialized Power
45(2)
Leadership Attitudes
47(6)
Self-Assessment 4: Leadership Interest
47(2)
Theory X and Theory Y
49(1)
Self-Assessment 5: Theory X and Theory Y Attitudes
49(1)
The Pygmalion Effect
50(1)
Self-Concept
51(2)
How Attitudes Develop Leadership Styles
53(1)
Ethical Leadership
53(19)
Self-Assessment 6: How Ethical Is Your Behavior
54(2)
Does Ethical Behavior Pay?
56(1)
How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior
56(3)
How People Justify Unethical Behavior
59(1)
Simple Guides to Ethical Behavior
60(1)
Stakeholder Approach to Ethics
61(1)
Being an Ethical Leader
61(2)
Chapter Summary
63(2)
Key Terms
65(1)
Review and Discussion Questions
65(1)
Case: Bill Gates---Microsoft
65(2)
Video Case: The Timberland Company
67(1)
Skill-Development Exercise 1: Improving Attitudes and Personality Traits
67(2)
Skill-Development Exercise 2: Personality Perceptions
69(1)
Skill-Development Exercise 3: Ethics and Whistle-Blowing
70(2)
Leadership Behavior And Motivation
72(42)
Leadership Behavior and Styles
74(2)
Leadership Behavior
74(1)
Leadership Styles and the University of Iowa Research
75(1)
University of Michigan and Ohio State University Studies
76(4)
University of Michigan: Job-Centered and Employee-Centered Behavior
76(1)
Self-Assessment 1: Your Leadership Style
77(1)
Ohio State University: Initiating Structure and Consideration Behavior
78(2)
Differences between Leadership Models---and Their Contributions
80(1)
The Leadership Grid
80(4)
Leadership Grid Theory
80(2)
Leadership Grid and High-High Leader Research and Contributions
82(1)
Self-Assessment 2: Your Personality Traits and Leadership Styles
83(1)
Leadership and Major Motivation Theories
84(1)
Motivation and Leadership
84(1)
The Motivation Process
84(1)
An Overview of Three Major Classifications of Motivation Theories
85(1)
Content Motivation Theories
85(8)
Hierarchy of Needs Theory
86(2)
Two-Factor Theory
88(1)
Self-Assessment 3: Job Motivators and Maintenance Factors
89(2)
Acquired Needs Theory
91(1)
The Need to Balance Professional and Personal Needs
92(1)
Process Motivation Theories
93(6)
Equity Theory
93(1)
Expectancy Theory
94(2)
Goal-Setting Theory
96(3)
Reinforcement Theory
99(7)
Types of Reinforcement
100(1)
Schedules of Reinforcement
101(1)
You Get What You Reinforce
102(1)
Motivating with Reinforcement
103(1)
Giving Praise
104(2)
Putting the Motivation Theories Together within the Motivation Process
106(8)
Chapter Summary
107(2)
Key Terms
109(1)
Review and Discussion Questions
109(1)
Case: Art Friedman---Friedmans Microwave Ovens
109(1)
Video Case: Buffalo Zoo
110(1)
Skill-Development Exercise 1: Writing Objectives
111(1)
Behavior Model Skills Training 1
112(1)
Behavior Model Video 1
112(1)
Skill-Development Exercise 2: Giving Praise
112(2)
Influencing: Power, Politics, Networking, And Negotiation
114(44)
Power
116(12)
Sources of Power
116(1)
Types of Power and Influencing Tactics, and Ways to Increase Your Power
117(11)
Self-Assessment 1: Influencing Tactics, Power, and Personality Traits
128(1)
Acquiring and Losing Power
128(1)
Organizational Politics
128(7)
The Nature of Organizational Politics
129(1)
Political Behavior
129(1)
Self-Assessment 2: Use of Political Behavior
130(2)
Guidelines for Developing Political Skills
132(3)
Networking
135(7)
Self-Assessment 3: Networking
136(1)
Perform a Self-Assessment and Set Goals
137(1)
Create Your One-Minute Self-Sell
138(1)
Develop Your Network
139(1)
Conduct Networking Interviews
139(2)
Maintain Your Network
141(1)
Negotiation
142(7)
Self-Assessment 4: Negotiating
142(1)
Negotiating
143(1)
The Negotiation Process
143(6)
Ethics and Influencing
149(9)
Chapter Summary
150(1)
Key Terms
151(1)
Review and Discussion Questions
151(1)
Case: Carlton Petersburg---Department of Leadership
151(2)
Video Case: Buffalo Zoo
153(1)
Skill-Development Exercise 1: Influencing Tactics
153(1)
Skill-Development Exercise 2: Influencing, Power, and Politics
154(2)
Skill-Development Exercise 3: Networking Skills
156(1)
Skill-Development Exercise 4: Car Dealer Negotiation
157(1)
Contingency Leadership Theories
158(38)
Contingency Leadership Theories and Models
160(2)
Leadership Theories versus Leadership Models
160(1)
Contingency Theory and Model Variables
160(1)
Global Contingency Leadership
161(1)
Contingency Leadership Theory and Model
162(6)
Leadership Style and the LPC
163(1)
Situational Favorableness
163(1)
Self-Assessment 1: Your Fiedler LPC Leadership Style
164(2)
Determining the Appropriate Leadership Style
166(1)
Research
167(1)
Leadership Continuum Theory and Model
168(3)
Path-Goal Leadership Theory and Model
171(4)
Situational Factors
172(1)
Leadership Styles
172(1)
Research
173(2)
Normative Leadership Theory and Models
175(6)
Leadership Participation Styles
175(1)
Model Questions to Determine the Appropriate Leadership Style
176(3)
Selecting the Time-Driven or Development-Driven Model for the Situation
179(1)
Determining the Appropriate Leadership Style
180(1)
Research
180(1)
Putting the Behavioral and Contingency Leadership Theories Together
181(2)
Prescriptive and Descriptive Models
183(1)
Leadership Substitutes Theory
183(13)
Substitutes and Neutralizes
184(1)
Leadership Style
184(1)
Changing the Situation
184(1)
Research
185(1)
Self-Assessment 2: Your Personality and Contingency Leadership Theories
185(1)
Chapter Summary
186(1)
Key Terms
187(1)
Review and Discussion Questions
187(1)
Case: Hank Thomson---Mocon
187(2)
Video Case: The Vermont Teddy Bear Company
189(1)
Self-Assessment 3: Determining Your Preferred Normative Leadership Style
189(3)
Skill-Development Exercise 1: Identifying Normative Leadership Styles
192(1)
Skill-Development Exercise 2: Using the Normative Leadership Models
193(1)
Self-Assessment 4: Your Leadership Continuum and Path-goal Leadership Styles
194(2)
PART 2 Team Leadership
Communication, Coaching, And Conflict Skills
196(52)
Communication
198(8)
Communication and Leadership
198(1)
Sending Messages and Giving Instructions
198(4)
Receiving Messages
202(1)
Self-Assessment 1: Listening Skills
203(3)
Feedback
206(5)
The Importance of Feedback
206(2)
Common Approaches to Getting Feedback on Messages---and Why They Don't Work
208(1)
How to Get Feedback on Messages
209(1)
360-Degree Multirater Feedback
210(1)
Coaching
211(9)
Coaching and Leadership
211(1)
How to Give Coaching Feedback
211(4)
What Is Criticism and Why Doesn't It Work?
215(2)
The Coaching Model for Employees Who Are Performing Below Standard
217(2)
Mentoring
219(1)
Managing Conflict
220(6)
The Psychological Contract
220(1)
Conflict and Leadership
221(1)
Conflict Management Styles
221(5)
Collaborating Conflict Management Style Models
226(22)
Initiating Conflict Resolution
227(1)
Responding to Conflict Resolution
228(1)
Mediating Conflict Resolution
228(2)
Self-Assessment 2: Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style
230(1)
Chapter Summary
231(1)
Key Terms
232(1)
Review and Discussion Questions
232(1)
Case: Lawrence Weinbach---Unisys Corporation
232(2)
Video Case: Le Meridien Hotel
234(1)
Skill-Development Exercise 1: Giving Instructions
234(2)
Behavior Model Skills Training 1: Session 1
236(1)
Self-Assessment 3: Determining Your Preferred Communication Style
236(3)
The Situational Communications Model: The Interactive Process System
239(3)
Behavior Model Video 1: Situational Communications
242(1)
Skill-Development Exercise 2: Situational Communications
243(1)
Behavior Model Skills Training 2: Session 2
243(1)
The Coaching Model
243(1)
Behavior Model Video 2: Coaching
244(1)
Skill-Development Exercise 3: Coaching
244(1)
Behavior Model Skills Training 3: Session 3
245(1)
The Initiating Conflict Resolution Model 6--5
245(1)
Behavior Model Video 3: Initiating Conflict Resolution
246(1)
Skill-Development Exercise 4: Initiating Conflict Resolution
246(1)
Behavior Model Video 4: Mediating Conflict Resolution
247(1)
Leader/Follower Relations
248(44)
Evolution of the Dyadic Theory
250(7)
Vertical Dyadic Linkage (VDL) Theory
251(1)
Self-Assessment 1: Dyadic Relationship with Your Manager
252(2)
Leader-Member Exchange (LMX) Theory
254(1)
Team Building
255(1)
Systems and Networks
256(1)
Leader-Member Exchange Theory
257(8)
The Influence of LMX on Follower Behavior
258(2)
Self-Assessment 2: In-Group and Out-Group
260(1)
Strategies for Developing Positive Leader-Member Relations
260(2)
Limitation of LMX Application
262(1)
Self-Assessment 3: Your LMX Relationship with Your Manager
262(1)
Factors that Determine LMX Quality
263(2)
Bias in LMX: Employee Career Implications
265(1)
Followership
265(14)
The Effective Follower, and Follower Types
266(3)
Self-Assessment 4: Effective Followership
269(1)
Guidelines to Becoming an Effective Follower
269(4)
Determinants of Follower Influence
273(3)
Effective Leader Feedback
276(2)
Dual Role of Being a Leader and a Follower
278(1)
Delegation
279(13)
Delegating
279(1)
Delegation Decisions
280(2)
Self-Assessment 5: Followership and Personality
282(2)
Chapter Summary
284(2)
Key Terms
286(1)
Review and Discussion Questions
286(1)
Case: W. L. Gore & Associates
286(2)
Video Case: LaBelle Management
288(1)
Skill-Development Exercise 1: Improving Dyadic Relationships---Followership
288(1)
Behavior Model Skills Training
289(1)
The Delegation Model
289(1)
Behavior Model Video 1: Delegating
289(1)
Skill-Development Exercise 2: Delegating
290(2)
Team Leadership And Self-Managed Teams
292(64)
The Use of Teams in Organizations
294(14)
Groups versus Teams: What Is the Difference?
296(1)
Advantages and Disadvantages of Teamwork
297(3)
Self-Assessment 1: Assessing Teamwork in Your Group
300(1)
Characteristics of Effective Teams
300(8)
Self-Assessment 2: Assessing the Climate for Creativity
308(1)
Types of Teams
308(7)
Functional Team
309(1)
Cross-Functional Team
310(3)
Self-Managed Team (SMT)
313(2)
Decision Making in Teams
315(5)
Team versus Individual Decision Making
315(2)
Self-Assessment 3: Personality Traits and Teams
317(1)
Leader-Centered versus Group-Centered Approaches
318(2)
Normative Leadership Model
320(1)
Leadership Skills for Effective Team Meetings
320(5)
Planning Meetings
320(2)
Conducting Meetings
322(1)
Handling Problem Members
323(2)
Self-Managed Teams
325(12)
The Nature of Self-Managed Teams
326(3)
The Benefits of Self-Managed Teams
329(1)
Factors That Influence Self-Managed Team Effectiveness
330(5)
Guidelines for Improving Self-Managed Team Effectiveness
335(2)
The Changing Role of Leadership in Self-Managed Teams
337(19)
The Self-Managed Team Facilitator
338(2)
The Challenges of Implementing Self-Managed Teams
340(1)
Chapter Summary
341(3)
Key Terms
344(1)
Review and Discussion Questions
344(1)
Case: Frederick W. Smith---Federal Express
344(2)
Video Case: Cannondale Corporation
346(1)
Behavior Model Skills Training
346(1)
Leadership Decision Making Model: (Part I) Deciding Which Leadership Decision-Making Style to Use
347(2)
Behavior Model Video and Video Exercise: (Part II) Deciding Which Leadership Decision-Making Style to Use
349(1)
Skill-Development Exercise 1: (Part III & IV) Deciding which Leadership Decision-Making Style to Use
350(2)
Skill-Development Exercise 2: Individual Versus Group Decision Making
352(4)
PART 3 Organizational Leadership
Charismatic And Transformational Leadership
356(40)
Personal Meaning
359(4)
Factors That Influence Personal Meaning
359(4)
Charisma
363(4)
Weber's Conceptualization of Charisma
363(1)
Locus of Charismatic Leadership
364(1)
Behavioral Components of Charisma
365(2)
Charismatic Leadership
367(10)
The Effects of Charismatic Leadership
368(2)
Qualities of Charismatic Leaders
370(4)
How One Acquires Charismatic Qualities
374(1)
Charisma: A Double-Edged Sword
375(2)
Transformational Leadership
377(9)
Charismatic versus Transformational Leadership
378(2)
Transformational Leader Behaviors and Attributes
380(2)
Transformational versus Transactional Leadership
382(1)
Self-Assessment 1: Are You More of a Transactional or Transformational Leader?
382(3)
The Transformation Process
385(1)
Stewardship and Servant Leadership
386(10)
The Nature of Stewardship and Servant Leadership
386(1)
Framework for Stewardship
387(1)
Framework for Servant Leadership
388(1)
Self-Assessment 2: Personality and Charismatic and Transformational Leadership
389(1)
Chapter Summary
390(2)
Key Terms
392(1)
Review and Discussion Questions
393(1)
Case: William Perez Replaces Phil Knight as CEO of Nike, Inc.
393(1)
Video Case: Le Meridien Hotel
394(1)
Skill-Development Exercise 1: Is the President of the United States a Charismatic Leader?
395(1)
Leadership Of Culture And Diversity, And The Learning Organization
396(62)
Creating a High-Performance Culture
398(21)
The Power of Culture
399(3)
Weak versus Strong Culture
402(1)
Characteristics of Low-Performance Cultures
403(3)
Characteristics of High-Performance Cultures
406(3)
Leaders as Culture Creators
409(6)
Cultural Value Types
415(4)
Value-Based Leadership
419(8)
Self-Assessment 1: Personal Values
420(1)
Advocating Ethical Behavior
420(3)
A Framework of Value Dimensions for Understanding Cultural Differences
423(3)
Implications for Leadership Practice
426(1)
Changing Demographics and Diversity
427(13)
Current State of Workforce Diversity
428(2)
Reasons for Embracing Diversity
430(2)
Leadership Initiatives for Achieving Full Diversity
432(8)
The Learning Organization and Its Culture
440(18)
What Is a Learning Organization?
441(1)
The Traditional versus the Learning Organization
442(1)
The Role of Leaders in Creating a Learning Organization
443(5)
Self-Assessment 2: Personality and Culture, Values, Diversity, and the Learning Organization
448(1)
Chapter Summary
449(2)
Key Terms
451(1)
Review and Discussion Questions
451(1)
Case: Robert Stevens Continues Lockheed Martin's Diversity Initiatives
452(2)
Video Case: Fannie Mae
454(1)
Skill-Development Exercise 1: Improving Dyadic Relationships---Followership
454(1)
Skill-Development Exercise 2: Diversity Training
455(1)
Skill-Development Exercise 3: Developing an Effective Multicultural Team
456(2)
Strategic Leadership And Managing Crises And Change
458(43)
Strategic Leadership
460(13)
Analyzing the Environment
464(2)
Strategic Vision
466(1)
Mission Statement
467(1)
Corporate-Level Objectives
468(1)
Strategy Formation
469(2)
Strategy Implementation
471(1)
Strategy Evaluation
472(1)
Crisis Leadership
473(11)
Precrisis Planning
475(3)
Five-Step Process for Crisis Risk Assessment
478(1)
Crisis Management
479(3)
Guidelines for Effective Crisis Communication
482(2)
Leading Change
484(17)
The Need for Change
485(1)
The Change Process
485(4)
Why People Resist Change
489(4)
Guidelines for Overcoming Resistance to Change
493(1)
Self-Assessment 1: Personality, Leadership, and Change
494(1)
Chapter Summary
495(1)
Key Terms
496(1)
Review and Discussion Questions
497(1)
Case: Strategic Leadership Success at ExxonMobil
497(2)
Video Case: Fallon Worldwide
499(1)
Skill-Development Exercise 1: Strategic Planning
499(1)
Skill-Development Exercise 2: Planning a Change Using the Force Field Model
500(1)
APPENDIX: LEADERSHIP AND SPIRITUALITY IN THE WORKPLACE
501(10)
Spirituality in the Workplace
501(3)
Defining Spirituality in the Workplace
502(1)
Levels of Spirituality Development
503(1)
Guidelines for Leading from a Spiritual Perspective
504(2)
Know Thyself
504(1)
Act with Authenticity and Congruency
504(1)
Respect and Honor the Beliefs of Others
505(1)
Be as Trusting as You Can Be
505(1)
Maintain a Spiritual Practice
505(1)
Categorized Bibliography on Spirituality in the Workplace
506(5)
Spirit at Work Website
506(1)
Overview of Spirituality in the Workplace
506(1)
Leadership from a Spiritual Perspective
506(1)
Case Studies of Leaders Who Have Applied Spiritual Principles to the Organizations Where They Work
507(1)
Creativity and Spirituality in the Workplace
507(1)
Spiritual Principles for Career Development
508(1)
Spirituality at the Team Level
508(1)
Systemic Approaches
508(1)
The Role of Business in a Changing World
509(1)
Summary
509(2)
Glossary 511(6)
Endnotes 517(26)
Index 543


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