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David Shriberg received his B.S. from Cornell University, his M.S. from Northeastern University, and is working on his Ph.D. at Northeastern. Mr. Shriberg is a school psychologist, writer, and diversity trainer in the greater Boston area.
About the Authors | p. iii |
Acknowledgements | p. v |
Preface | p. xi |
Leadership Foundations | |
Introducing Leadership: Beginning to form your Personal Leadership Model | |
Our Assumptions | p. 4 |
Our Methods for Framing Leadership | p. 7 |
A Preview of the Journey | p. 8 |
Miep Gies | p. 11 |
Martin Luther | p. 13 |
King Hussein | p. 14 |
Nelson Mandela | p. 15 |
Ethical Leadership | |
Executive Leaders Create Ethical Culture | p. 21 |
Unethical, Hypocritical, and Ethically Neutral Leadership | p. 24 |
Unethical Leadership | p. 24 |
Hypocritical Leadership | p. 25 |
Ethically Neutral Leadership | p. 26 |
A Personal Model of Ethical Leadership | p. 28 |
A Guide for Ethical Decision Making | p. 29 |
Roger Boisjoly | p. 30 |
Sherron Watkins | p. 31 |
Rosa Parks | p. 32 |
Leadership in a Global and Multicultural Society | |
The Multicultural Leader | p. 36 |
Awareness of One's Own Personal Diversity Dimensions | p. 36 |
Understanding of Other World Views-Hofstede's Model of Cross-National Cultural Dimensions | p. 40 |
Culturally Responsive Practice-Individual Level | p. 45 |
Multicultural Leadership: Case Studies | p. 53 |
A. G. Lafley | p. 53 |
Abdul Sattar Edhi | p. 54 |
Thomas Friedman | p. 56 |
Leadership Principles and Applications | |
The Evolution of Western Leadership | |
Scientific Management | p. 62 |
Second-Wave Western Management and Leadership Theories and Ideas: The Hawthorne Experiments | p. 64 |
Operations Management and the Quality Movement | p. 65 |
Trait Theory | p. 66 |
Behavioral Theories of Leadership | p. 67 |
The Ohio State Studies | p. 68 |
The University of Michigan Studies | p. 68 |
The Leadership Grid | p. 68 |
Jack Welch | p. 70 |
Mid-To-Late Twentieth-Century Models of Leadership | p. 71 |
Hersey and Blanchard's Situational Leadership Model | p. 71 |
House's Path-Goal Theory | p. 72 |
Fiedler's Leader-Match Theory | p. 74 |
Leader-Member Exchange (LMX) | p. 75 |
Leading in the Twenty First Century and Beyond | p. 76 |
Servant Leadership | p. 76 |
Transformational Leadership Theories | p. 78 |
Critical Transformational Leadership | p. 79 |
Doctors without Borders | p. 81 |
Psychology 1-Intelligence and Personality | |
Intelligence | p. 85 |
Psychometric Model | p. 86 |
Gardner's Multiple Intelligence Model | p. 88 |
Goleman's Theory of Emotional Intelligence and Social Intelligence | p. 90 |
Sternberg's Triarchic Theory | p. 93 |
Personality | p. 95 |
Are Leaders Horn or Are They Made? | p. 96 |
John Broadus Watson | p. 98 |
Attitudes, Perceptions, and Attributions | p. 100 |
Psychology II-Motivation and Communication | |
Motivation Theories | p. 106 |
Hierarchy of Needs | p. 106 |
ERG Theory | p. 107 |
Reinforcement Theory | p. 108 |
Herzberg's Dual Factor Theory | p. 110 |
McGregor's Theory X and Theory Y | p. 110 |
McClelland's Trichotomy of Needs | p. 111 |
Equity Theory | p. 112 |
Expectancy Theory | p. 113 |
Joe Paterno | p. 115 |
Communication | p. 117 |
Basic Communication Theory: The Transactional Model of Encoding, Channels, and Decoding | p. 117 |
Filters and Sets | p. 119 |
Interference | p. 120 |
Types of Communication | p. 120 |
Strategies for Facilitating Communication: The Role of Listening | p. 124 |
Factors Leading to Breakdowns in Communication | p. 125 |
Improving Communications | p. 126 |
Barbara Jordan | p. 128 |
Management and Leadership | |
Leadership Versus Management | p. 134 |
Management and Leadership: Contemporary and Future Conceptions | p. 137 |
Green Thumb Leadership | p. 137 |
J. C. R. Linklider | p. 138 |
Managerial Mentoring | p. 139 |
Managerial Leadership | p. 140 |
Ursula Burns | p. 141 |
Leadership Skills: What Leaders Really Do | p. 142 |
Power and Leadership from the Top: Leadership Lessons from Political Science | |
Power and Influence | p. 152 |
Sources of Power | p. 156 |
Presidential leadership in the United States | p. 160 |
Franklin Delano Roosevelt | p. 166 |
Margaret Thatcher | p. 168 |
Teaming and Leadership | |
Advantages to Working in Teams | p. 173 |
Barriers to Effective Teamwork | p. 174 |
Traditional Teams | p. 177 |
Project Teams | p. 177 |
Barriers to Effective Project Teamwork | p. 177 |
Leading Project Teams | p. 178 |
Cross-Functional Teams | p. 179 |
Multicultural Teams | p. 179 |
High-Performing Teams | p. 180 |
High-Performing Inclusive Teams | p. 181 |
Pseudo Temporary Teams | p. 181 |
Dean Smith | p. 182 |
César Estrada Chávez | p. 184 |
Barry and Eliot Tatelman | p. 185 |
Leadership 2.0: Virtual Leadership | |
Virtual Leadership | p. 190 |
Skills and Techniques for Effective Virtual Leadership | p. 190 |
Virtual Organizations | p. 193 |
Virtual Workforce | p. 193 |
Telecommuting | p. 196 |
Virtual Work and Outsourcing | p. 196 |
Virtual Teams | p. 197 |
Jetblue Airlines | p. 199 |
Using Technology to Enhance Virtual Organizations | p. 200 |
Leadership and Technology: Case Studies | p. 204 |
Marshall Goldsmith | p. 205 |
Philosophy and Leadership | |
The Greeks: The Leader as Harmonizer and Teacher | p. 209 |
Plato's Republic: Ideal Leader in the Idea City | p. 209 |
The Leader as Provider of Resources and Guide to Others | p. 212 |
The Leader as Mediator of Individual Self-Interest | p. 213 |
Thomas Hobbes | p. 213 |
John Locke | p. 214 |
Niccolo Machiavelli | p. 215 |
Mahatma Gandhi | p. 217 |
United States Military Leadership-The Art of Command | |
The Study of Military Leadership: What's in it for Me? (WIFM) | p. 222 |
Boardroom to Battlefield: Comparison and Contrast | p. 223 |
Areas of Difference | p. 224 |
Areas of Similarity | p. 226 |
Military Leadership Defined and Applied | p. 227 |
Informed Leadership | p. 231 |
Learning Leadership | p. 231 |
Dwight D. Eisenhower | p. 234 |
Major L. Tammy Duckworth | p. 235 |
General Colin L. Powell | p. 236 |
Leadership for Environmental Sustainability | |
Why is it Difficult to be an Environmental Leader? | p. 242 |
Ray Anderson | p. 245 |
David Orr | p. 246 |
Sustainability: A Framework for Environmental Leadership and Action | p. 248 |
Tragedy of the Commons | p. 248 |
Advantages to Leadership on the Environment | p. 251 |
Transformational Environmental Leadership? | p. 256 |
Rachel Carson | p. 258 |
Al Gore | p. 260 |
Practicing leadership-It's Your Turn | |
Michael Loban's Approach: The Versatile Student Leader | p. 264 |
Leadership Habits | p. 264 |
Reading People, Environments, and Circumstances | p. 270 |
The Alchemy of Change | p. 273 |
Mary Satchwell: The ôACEö Theory of Leadership | p. 275 |
Putting it All Together: Your Personal Theory on Leadership | p. 279 |
References | p. 282 |
Index | p. 297 |
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