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Leadership : Theory and Practice

by
Edition:
2nd
ISBN13:

9780761919261

ISBN10:
0761919260
Format:
Paperback
Pub. Date:
7/1/2000
Publisher(s):
Sage Pubns

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Summary

LEADERSHIPTheory and Practice, Second Edition By PETER G. NORTHOUSE, Western Michigan University Expanded and updated, the second edition of this best-selling text, like the first, reviews and analyzes the foremost leadership theories, giving special attention to how each theoretical approach can be applied in real-world organizations. Entirely new to the second edition is a chapter on Leadership Ethics, added by the author to address the growing level of concern in society with the ethical behavior of leaders in both the public and private sectors. For anyone seeking to explore how an understanding of leadership theory can inform and direct the way leadership is practiced, Leadership: Theory and Practice, Second Edition, is a valuable tool. Adopted as a textbook at over 250 colleges and universities, this best-selling volume is equally useful for private-sector leadership development training programs. Describing and analyzing the nine major theoretical approaches to leadership, each chapter of Leadership: Theory and Practice includes: a discussion of the strengths and criticisms of the specific leadership approach descri

Table of Contents

Preface xiii
Special Features xiv
Audience xv
Acknowledgments xvii
Introduction
1(14)
Leadership Defined
2(2)
Leadership Described
4(6)
Trait Versus Process Leadership
4(1)
Assigned Versus Emergent Leadership
5(1)
Leadership and Power
6(1)
Leadership and Coercion
7(1)
Leadership and Management
8(2)
Plan of the Book
10(1)
Summary
11(1)
References
12(3)
Trait Approach
15(20)
Description
15(5)
Intelligence
19(1)
Self-Confidence
19(1)
Determination
19(1)
Integrity
20(1)
Sociability
20(1)
How Does the Trait Approach Work?
20(1)
Strengths
21(1)
Criticisms
22(2)
Application
24(1)
Case Studies
24(5)
Choosing a New Director of Research
25(1)
A Remarkable Turnaround
26(2)
Recruiting for the Bank
28(1)
Leadership Instrument
29(2)
Leadership Trait Questionnaire (LTQ)
30(1)
Summary
31(1)
References
32(3)
Style Approach
35(20)
Description
35(8)
The Ohio State Studies
36(1)
The University of Michigan Studies
37(1)
Blake and Mouton's Managerial (Leadership) Grid
38(5)
How Does the Style Approach Work?
43(1)
Strengths
44(1)
Criticisms
45(1)
Application
45(1)
Case Studies
46(4)
A Drill Sergeant at First
47(1)
Eating Lunch Standing Up
48(1)
Enhancing the Department's Culture
49(1)
Leadership Instrument
50(2)
Style Questionnaire
51(1)
Summary
52(1)
References
53(2)
Situational Approach
55(20)
Description
55(4)
Leadership Styles
57(1)
Development Levels
58(1)
How Does the Situational Approach Work?
59(1)
Strengths
60(1)
Criticisms
61(3)
Application
64(1)
Case Studies
64(4)
What Style Do I Use?
65(1)
Why Aren't They Listening?
66(1)
Getting the Message Across
67(1)
Leadership Instrument
68(4)
Situational Leadership: A Brief Questionnaire
69(3)
Summary
72(1)
References
73(2)
Contingency Theory
75(14)
Description
75(3)
Leadership Styles
76(1)
Situational Variables
76(2)
How Does Contingency Theory Work?
78(1)
Strengths
79(1)
Criticisms
80(2)
Application
82(1)
Case Studies
83(2)
No Control Over the Student Council
83(1)
Giving Him a Hard Time
83(1)
What's the Best Leader Match?
84(1)
Leadership Instrument
85(2)
Least Preferred Coworker (LPC) Measure
86(1)
Summary
87(1)
References
88(1)
Path-Goal Theory
89(22)
Description
89(2)
Leader Behaviors
91(2)
Directive Leadership
91(1)
Supportive Leadership
92(1)
Participative Leadership
92(1)
Achievement-Oriented Leadership
92(1)
Subordinate Characteristics
93(1)
Task Characteristics
94(1)
How Does Path-Goal Theory Work?
95(1)
Strengths
96(1)
Criticisms
97(2)
Application
99(1)
Case Studies
100(5)
Three Shifts, Three Supervisors
100(2)
Direction for Some, Support for Others
102(2)
Marathon Runners at Different Levels
104(1)
Leadership Instrument
105(3)
Path-Goal Leadership Questionnaire
106(2)
Summary
108(1)
References
109(2)
Leader-Member Exchange Theory
111(20)
Description
111(1)
Early Studies
112(3)
Later Studies
115(1)
Leadership Making
115(3)
How Does LMX Theory Work?
118(1)
Strengths
119(1)
Criticisms
120(1)
Application
121(1)
Case Studies
122(5)
``His Team Gets the Best Assignments''
122(2)
Working Hard at Being Fair
124(1)
Taking on Additional Responsibilities
125(2)
Leadership Instrument
127(2)
LMX 7 Questionnaire
128(1)
Summary
129(1)
References
130(1)
Transformational Leadership
131(30)
Description
131(1)
Transformational Leadership Defined
132(1)
Transformational Leadership and Charisma
133(2)
A Model of Transformational Leadership
135(6)
Transformational Leadership Factors
136(4)
Transactional Leadership Factors
140(1)
Nonleadership Factor
141(1)
Other Transformational Perspectives
141(3)
Bennis and Nanus
142(1)
Tichy and De Vanna
143(1)
How Does the Transformational Approach Work?
144(1)
Strengths
145(1)
Criticisms
146(2)
Application
148(1)
Case Studies
149(5)
The Vision Failed
150(1)
Students Dig It
151(2)
Her Vision Was a Model Research Center
153(1)
Leadership Instrument
154(4)
Multifactor Leadership Questionnaire (MLQ) Form 6S
156(2)
Summary
158(1)
References
159(2)
Team Leadership
161(28)
Susan E. Kogler Hill
Description
161(2)
Critical Functions of Team Leadership
163(1)
Complexity of Team Leadership
164(2)
Outcomes of Team Leadership
166(4)
Clear, Elevating Goal
167(1)
Results-Driven Structure
168(1)
Competent Team Members
168(1)
Unified Commitment
169(1)
Collaborative Climate
169(1)
Standards of Excellence
169(1)
External Support and Recognition
169(1)
Principled Leadership
170(1)
Team Leadership Model
170(5)
How Does the Team Leadership Model Work?
175(1)
Strengths
176(2)
Criticisms
178(1)
Application
179(1)
Case Studies
180(3)
Can This ``Virtual'' Team Work?
180(1)
They Dominated the Conversation
181(1)
Starts With a Bang, Ends With a Whimper
182(1)
Leadership Instrument
183(2)
Team Effectiveness Questionnaire
184(1)
Summary
185(1)
References
186(3)
Psychodynamic Approach
189(26)
Ernest L. Stech
Description
189(2)
Background
191(7)
Family of Origin
192(1)
Maturation, or Individuation
192(2)
Dependence and Independence
194(1)
Repression and the Shadow Self
194(2)
Relational Analysis
196(2)
How Does the Psychodynamic Approach Work?
198(1)
Strengths
199(1)
Criticisms
200(2)
Application
202(2)
Case Studies
204(3)
A Change in Behavior
204(1)
Not the Type Who Sees the ``Big Picture''
205(1)
Asking for Feedback
206(1)
Leadership Instrument
207(4)
Psychodynamic Approach Survey
208(3)
Summary
211(2)
References
213(2)
Women and Leadership
215(34)
Julie Indvik
Description
215(2)
Definitions
215(2)
Overview of Research Trends
217(17)
Can Women Be Leaders?
218(2)
Do Female and Male Leaders Differ in Their Behavior and Effectiveness?
220(4)
Why Do So Few Women Leaders Reach the Top?
224(6)
How Can More Women Leaders Reach the Top?
230(4)
Strengths
234(1)
Criticisms
235(1)
Application
235(1)
Case Studies
236(4)
Dispelling the Stereotypes
236(2)
``But That's What I Proposed''
238(1)
Others Seek Her Opinions, but the CEO Never Knows
239(1)
Leadership Instrument
240(3)
Gender Consciousness Questionnaire
240(3)
Summary
243(1)
References
244(5)
Leadership Ethics
249(28)
Description
249(1)
Ethics Defined
250(1)
Ethical Theories
250(4)
Centrality of Ethics to Leadership
254(1)
Heifetz's Perspective on Ethical Leadership
255(1)
Burns's Perspective on Ethical Leadership
256(1)
Greenleaf's Perspective on Ethical Leadership
257(1)
Principles of Ethical Leadership
258(6)
Ethical Leaders Respect Others
259(1)
Ethical Leaders Serve Others
259(1)
Ethical Leaders Are Just
260(2)
Ethical Leaders Are Honest
262(1)
Ethical Leaders Build Community
263(1)
Strengths
264(1)
Criticisms
265(1)
Application
266(1)
Case Studies
266(5)
A Struggling Company With Not Enough Cash
267(1)
How Safe Is Safe?
268(1)
Reexamining a Proposal
269(2)
Leadership Instrument
271(2)
Perceived Leader Integrity Scale (PLIS)
271(2)
Summary
273(2)
References
275(2)
Author Index 277(4)
Subject Index 281(10)
About the Author 291(2)
About the Contributors 293


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