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Leadership: Theory And Practice
by Northouse, Peter G.Edition:
4th
ISBN13:
9781412941617
ISBN10:
141294161X
Format:
Paperback
Pub. Date:
10/26/2006
Publisher(s):
Sage Pubns
List Price: $90.61
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Leadership : Theory and Practice
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Summary
Heartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches.
Table of Contents
| Preface | |
| Special Features | |
| Audience | |
| Acknowledgments | |
| Introduction | |
| Leadership Defined | |
| Ways of Conceptualizing Leadership | |
| Definition and Components | |
| Leadership Described | |
| Trait Versus Process Leadership | |
| Assigned Versus Emergent Leadership | |
| Leadership and Power | |
| Leadership and Coercion | |
| Leadership and Management | |
| Plan of the Book | |
| Summary | |
| References | |
| Trait Approach | |
| Description | |
| Intelligence | |
| Self-Confidence | |
| Determination | |
| Integrity | |
| Sociability | |
| Five-Factor Personality Model | |
| Emotional Intelligence | |
| How Does the Trait Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Choosing a New Director of Research | |
| A Remarkable Turnaround | |
| Recruiting for the Bank | |
| Leadership Instrument | |
| Leadership Trait Questionnaire (LTQ) | |
| Summary | |
| References | |
| Skills Approach | |
| Description | |
| Three-Skill Approach | |
| Technical Skill | |
| Human Skill | |
| Conceptual Skill | |
| Summary of the Three-Skill Approach | |
| Skills Model | |
| Competencies | |
| Individual Attributes | |
| Leadership Outcomes | |
| Career Experiences | |
| Environmental Influences | |
| Summary of the Skills Model | |
| How Does the Skills Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Strained Research Team | |
| A Shift for Lieutenant Colonel Adams | |
| Andy?s Recipe | |
| Leadership Instrument | |
| Skills Inventory | |
| Summary | |
| References | |
| Style Approach | |
| Description | |
| The Ohio State Studies | |
| The University of Michigan Studies | |
| Blake and Mouton?s Managerial (Leadership) Grid | |
| Paternalism/Maternalism | |
| Opportunism | |
| How Does the Style Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Drill Sergeant at First | |
| Eating Lunch Standing Up | |
| Enhancing the Department?s Culture | |
| Leadership Instrument | |
| Style Questionnaire | |
| Summary | |
| References | |
| Situational Approach | |
| Description | |
| Leadership Styles | |
| Development Levels | |
| How Does the Situational Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| What Style Do I Use? | |
| Why Aren?t They Listening? | |
| Getting the Message Across | |
| Leadership Instrument | |
| Situational Leadership: A Brief Questionnaire | |
| Summary | |
| References | |
| Contingency Theory | |
| Description | |
| Leadership Styles | |
| Situational Variables | |
| How Does Contingency Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| No Control Over the Student Council | |
| Giving Him a Hard Time | |
| What?s the Best Leader Match? | |
| Leadership Instrument | |
| Least Preferred Coworker (LPC) Measure | |
| Summary | |
| References | |
| Path-Goal Theory | |
| Description | |
| Leader Behaviors | |
| Directive Leadership | |
| Supportive Leadership | |
| Participative Leadership | |
| Achievement-Oriented Leadership | |
| Subordinate Characteristics | |
| Task Characteristics | |
| How Does Path-Goal Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Three Shifts, Three Supervisors | |
| Direction for Some, Support for Others | |
| Marathon Runners at Different Levels | |
| Leadership Instrument | |
| Path-Goal Leadership Questionnaire | |
| Summary | |
| References | |
| Leader-Member Exchange Theory | |
| Description | |
| Early Studies | |
| Later Studies | |
| Leadership Making | |
| How Does LMX Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| His Team Gets the Best Assignments | |
| Working Hard at Being Fair | |
| Taking On Additional Responsibilities | |
| Leadership Instrument | |
| LMX 7 Questionnaire | |
| Summary | |
| References | |
| Transformational Leadership | |
| Description | |
| Transformational Leadership Defined | |
| Transformational Leadership and Charisma | |
| A Model of Transformational Leadership | |
| Transformational Leadership Factors | |
| Transactional Leadership Factors | |
| Nonleadership Factor | |
| Other Transformational Perspectives | |
| Bennis and Nanus | |
| Kouzes and Posner | |
| How Does the Transformational Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| The Vision Failed | |
| Students Dig It | |
| Her Vision Was a Model Research Center | |
| Leadership Instrument | |
| Multifactor Leadership Questionnaire (MLQ) Form 6S | |
| Summary | |
| References | |
| Team Leadership | |
| Description | |
| Team Leadership Model | |
| Leadership Decisions | |
| Leadership Actions | |
| Team Effectiveness | |
| How Does the Team Leadership Model Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Can This Virtual Team Work? | |
| They Dominated the Conversation | |
| Starts With a Bang, Ends With a Whimper | |
| Leadership Instrument | |
| Team Excellence and Collaborative Team Leader Questionnaire | |
| Summary | |
| References | |
| Psychodynamic Approach | |
| Description | |
| Background | |
| Eric Berne and Transactional Analysis | |
| Sigmund Freud and Personality Type | |
| Carl Jung and Personality Types | |
| Sixteen Types and Leadership | |
| Dealing With Followers | |
| How Does the Psychodynamic Approach Work? | |
| Strengths | |
| Criticisms | |
| Case Studies | |
| Not the Type Who Sees the Big Picture | |
| Staff Meeting Problems | |
| Unexpected Reactions | |
| Leadership Instrument | |
| Psychodynamic Approach Survey | |
| Summary | |
| References | |
| Women and Leadership | |
| Description | |
| Gender and Leadership Styles | |
| Gender and Leadership Effectiveness | |
| The Glass Ceiling | |
| Evidence of the Glass Ceiling | |
| Motives for Removing the Barriers | |
| Explaining the Glass Ceiling | |
| Breaking the Glass Ceiling | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| The Glass Ceiling | |
| Lack of Inclusion and Credibility | |
| Pregnancy as a Barrier to Job Status | |
| Leadership Instrument | |
| The Gender-Leader Implicit Association Test | |
| Summary | |
| References | |
| Culture and Leadership | |
| Description | |
| Culture Defined | |
| Related Concepts | |
| Ethnocentrism | |
| Prejudice | |
| Dimensions of Culture | |
| Uncertainty Avoidance | |
| Power Distance | |
| Institutional Collectivism | |
| In-Group Collectivism | |
| Gender Egalitarianism | |
| Assertiveness | |
| Future Orientation | |
| Performance Orientation | |
| Human Orientation | |
| Clusters of World Cultures | |
| Characteristics of Clusters | |
| Leadership Behavior and Culture Clusters | |
| Eastern Europe Leadership Profile | |
| Latin America Leadership Profile | |
| Latin Europe Leadership Profile | |
| Confucian Asia Leadership Profile | |
| Nordic Europe Leadership Profile | |
| Anglo Leadership Profile | |
| Sub-Saharan Africa Leadership Profile | |
| Southern Asia Leadership Profile | |
| Germanic Europe Leadership Profile | |
| Middle East Leadership Profile | |
| Universally Desirable and Undesirable Leadership Attributes | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Challenging Workplace | |
| A Special Kind of Financing | |
| Whose Fire Station Is It? | |
| Leadership Instrument | |
| Dimensions of Culture Questionnaire | |
| Summary | |
| References | |
| Leadership Ethics | |
| Ethics Defined | |
| Ethical Theories | |
| Centrality of Ethics to Leadership | |
| Heifetz?s Perspective on Ethical Leadership | |
| Burns?s Perspective on Ethical Leadership | |
| Greenleaf?s Perspective on Ethical Leadership | |
| Principles of Ethical Leadership | |
| Ethical Leaders Respect Others | |
| Ethical Leaders Serve Others | |
| Ethical Leaders Are Just | |
| Ethical Leaders Are Honest | |
| Ethical Leaders Build Community | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Struggling Company With Not Enough Cash | |
| How Safe Is Safe? | |
| Reexamining a Proposal | |
| Leadership Instrument | |
| Perceived Leader Integrity Scale (PLIS) | |
| Summary | |
| References | |
| Author Index | |
| Subject Index | |
| About the Author | |
| About the Contributors | |
| Table of Contents provided by Ingram. All Rights Reserved. |
