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Leadership in Organizations,9780138975210
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Leadership in Organizations

by ;
Edition:
4th
ISBN13:

9780138975210

ISBN10:
0138975213
Format:
Hardcover
Pub. Date:
1/1/1998
Publisher(s):
Prentice Hall

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Summary

Leadership in Organizations focuses on effective leadership in organizations through both theory and practice. This book explains and critiques the major theories and studies that are most relevant and informative and reviews what we know about leadership effectiveness. This combination of theory and practice makes this text a useful resource for practicing managers who are looking for something more than superficial answers to difficult questions about leadership.&

Table of Contents

Preface xi
CHAPTER 1 Introduction: The Nature of Leadership
1(15)
Definitions of Leadership
2(4)
Leadership Effectiveness
6(2)
Overview of Major Research Approaches
8(3)
Levels of Analysis in Leadership Theory
11(2)
Leader or Follower-Centered Theories
13(1)
Organization of the Book
13(1)
Summary
14(1)
Review and Discussion Questions
15(1)
CHAPTER 2 The Nature of Managerial Work
16(30)
Typical Activity Patterns in Managerial Work
16(6)
The Content of Managerial Work
22(4)
A Theory of Demands, Constraints, and Choices
26(3)
Research on Situational Determinants
29(3)
Changes in the Nature of Managerial Work
32(1)
How Much Discretion Do Managers Have?
33(1)
Limitations of the Descriptive Research
34(2)
Applications for Managers
36(4)
Summary
40(1)
Review and Discussion Questions
41(1)
Cases
42(4)
CHAPTER 3 Perspectives on Effective Leadership Behavior
46(23)
Ohio State Leadership Studies
46(3)
Survey Research on Task and Relations Behavior
49(2)
Experiments on Task and Relations Behavior
51(1)
The Michigan Leadership Studies
52(1)
Behavior Research Using Critical Incidents
53(1)
The High-High Leader
54(3)
Categories of Leadership and Managerial Behavior
57(5)
Evaluation of the Behavior Approach
62(2)
Summary
64(1)
Review and Discussion Questions
65(1)
Cases
66(3)
CHAPTER 4 Specific Behaviors for Managing the Work
69(25)
Planning
69(6)
Problem Solving
75(3)
Clarifying Roles and Objectives
78(5)
Informing
83(3)
Monitoring Operations
86(4)
Summary
90(1)
Review and Discussion Questions
91(1)
Cases
91(3)
CHAPTER 5 Specific Behaviors for Managing Relations
94(28)
Supporting
94(6)
Developing
100(4)
Recognizing
104(4)
Rewarding
108(3)
Managing Conflict
111(4)
Summary
115(1)
Review and Discussion Questions
116(1)
Cases
116(6)
CHAPTER 6 Participative Leadership and Delegation
122(27)
Nature of Participative Leadership
122(3)
Research on Participative Leadership
125(2)
Vroom and Yetton Normative Decision Model
127(6)
Guidelines for Participative Leadership
133(3)
Delegation
136(4)
Guidelines for Delegating
140(4)
Summary
144(1)
Review and Discussion Questions
145(1)
Cases
146(3)
CHAPTER 7 Dyadic Role-Making Theories and Followership
149(26)
Leader-Member Exchange Theory
150(4)
Leader Attributions About Subordinates
154(2)
Impression Management by Followers
156(1)
Applications: Correcting Performance Deficiencies
157(4)
Follower Attributions About Leaders
161(1)
Follower Contributions to Effective Leadership
162(1)
Applications: Guidelines for Followers
163(4)
Self-Management
167(2)
Integrating Leader and Follower Roles
169(1)
Summary
170(1)
Review and Discussion Questions
171(1)
Cases
171(4)
CHAPTER 8 Sources of Power and Influence
175(32)
Conceptions of Influence and Power
175(3)
Power Types and Sources
178(9)
Consequences of Position and Personal Power
187(2)
How Power Is Acquired and Lost
189(4)
How Much Power Should Leaders Have?
193(3)
Applications: Guidelines for Developing and Exercising Power
196(5)
Summary
201(1)
Review and Discussion Questions
202(1)
Cases
203(4)
CHAPTER 9 Influence Processes and Managerial Effectiveness
207(27)
Types of Influence Behavior
207(5)
Power and Influence Behavior
212(1)
Descriptive Research on Influence Processes
213(3)
Effectiveness of Different Influence Tactics
216(2)
Limitations of Research on Influence Tactics
218(12)
Summary
230(1)
Review and Discussion Questions
231(1)
Cases
231(3)
CHAPTER 10 Managerial Traits and Skills
234(31)
Nature of Traits and Skills
234(1)
Early Research on Leader Traits and Skills
235(2)
Major Programs of Research on Leader Traits
237(6)
Managerial Traits and Effectiveness
243(8)
Managerial Skills and Effectiveness
251(4)
Situational Relevance of Skills
255(2)
Evaluation of the Trait Research
257(1)
Guidelines for Managers
258(1)
Summary
259(1)
Review and Discussion Questions
260(1)
Cases
261(4)
CHAPTER 11 Contingency Theories of Effective Leadership
265(33)
The Path-Goal Theory of Leadership
265(5)
Situational Leadership Theory
270(3)
Leadership Substitutes Theory
273(3)
The Multiple-Linkage Model
276(7)
LPC Contingency Model
283(3)
Cognitive Resources Theory
286(2)
General Evaluation of Contingency Theories
288(2)
Guidelines for Managers
290(2)
Summary
292(1)
Review and Discussion Questions
293(1)
Cases
293(5)
CHAPTER 12 Charismatic Leadership
298(26)
Early Conceptions of Charismatic Leadership
298(1)
House's Theory of Chrismatic Leadership
299(3)
An Attribution Theory of Charisma
302(2)
A Self-Concept Theory of Charismatic Leadership
304(2)
Psychoanalytic Explanations of Charisma
306(1)
A Social Contagion Explanation of Charisma
307(1)
Comparison of Charismatic Theories
308(2)
Routinization of Charisma
310(1)
The Dark Side of Charisma
311(3)
Descriptive Research on Charismatic Leadership
314(4)
Evaluation of Charismatic Leadership Theories
318(1)
Summary
319(1)
Review and Discussion Questions
320(1)
Cases
320(4)
CHAPTER 13 Transformational and Cultural Leadership
324(27)
Transforming Leadership
324(1)
Transformational Leadership
325(3)
Leadership and Organization Culture
328(6)
Descriptive Research on Transformational Leaders
334(6)
Evaluation of Transformational Leadership
340(1)
Guidelines for Transformational Leadership
341(5)
Summary
346(1)
Review and Discussion Questions
347(1)
Cases
347(4)
CHAPTER 14 Leadership in Teams and Self-Managed Groups
351(29)
Social Influence in Groups
351(2)
Determinants of Task Group Performance
353(3)
Cross-Functional Teams
356(3)
Nature of Self-Managed Teams
359(3)
Facilitating Conditions for Self-Managed Teams
362(4)
Shared Leadership in Self-Defining Teams
366(2)
Procedures for Facilitating Team Learning
368(2)
Guidelines for Team Building
370(4)
Summary
374(1)
Review and Discussion Questions
375(1)
Cases
376(4)
CHAPTER 15 Leading Meetings
380(29)
Determinants of Effective Group Decisions
380(4)
Leadership Functions in Meetings
384(4)
Leadership Roles in Decision Groups
388(2)
Guidelines for Leading Meetings
390(13)
Summary
403(1)
Review and Discussion Questions
404(1)
Cases
404(5)
CHAPTER 16 Strategic Leadership by Executives
409(29)
The Heroic Leader
410(3)
Research on Leadership Succession
413(1)
Constraints on Executive Discretion
414(2)
An Evolutionary Model of Organizational Change
416(2)
Executive Influence and Time in Office
418(2)
Executive Teams
420(4)
Competing Values in Strategic Leadership
424(1)
Monitoring the Environment
425(3)
Formulating Strategy
428(5)
Summary
433(1)
Review and Discussion Questions
434(1)
Cases
434(4)
CHAPTER 17 Leading Change in Organizations
438(28)
Change Processes
438(4)
Developing a Vision
442(6)
Implementing Change
448(6)
Increasing Innovation and Learning
454(5)
Summary
459(1)
Review and Discussion Questions
460(1)
Cases
461(5)
CHAPTER 18 Developing Leadership Skills
466(27)
Leadership Training Programs
467(1)
Designing Effective Training
468(2)
Special Techniques for Leadership Training
470(5)
Learning from Experience
475(2)
Developmental Techniques
477(9)
Organizational Conditions Facilitating Development
486(3)
Self-Help Techniques
489(1)
Summary
490(1)
Review and Discussion Questions
490(1)
Case
491(2)
CHAPTER 19 Overview and Integration
493(16)
How Much Do We Know?
493(1)
Summary of Findings from Different Approaches
494(6)
Toward an Integrating Conceptual Framework
500(2)
The Essence of Effective Leadership
502(2)
Some Current Issues and Controversies
504(4)
Concluding Thoughts
508(1)
References 509(42)
Author Index 551(9)
Subject Index 560


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