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Understanding Behaviors for Effective Leadership,9780131484528
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Understanding Behaviors for Effective Leadership

by ;
Edition:
2nd
ISBN13:

9780131484528

ISBN10:
0131484524
Format:
Paperback
Pub. Date:
2/15/2005
Publisher(s):
Prentice Hall
List Price: $149.60

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Summary

Providing a comprehensive review of the major behavior patterns that effective leaders use to influence followers, this book keys in on what effective leaders really do and emphasizes how leaders can diagnose and modify situations and followers to make their leadership a more positive and productive endeavor.Organized into an easy-to-follow four-part structure: Part I introduces the concept of leadership, the approach of the book, and descriptions and evaluations of several currently popular situational leadership theories. Part II describes the five core leadership behavior patterns (supportiveness, directiveness, participation, reward/punishment, and charismatic behavior). Part III examines less-researched leader behavior patterns such as boundary-spanning, building social exchanges, and followership. Part IV describes the current leadership issues of ethics, diversity, leadership development, and change, with a concluding chapter that integrates findings from earlier chapters and describes popular leadership styles that are combinations of the specific leader behaviors described earlier.For leadership roles found in business, nursing, military science, criminal justice, education, government or agriculture.

Table of Contents

Preface xiii
PART I BASIC LEADERSHIP CONCEPTS AND ISSUES
1(61)
Leadership and Its Importance
1(21)
Leadership in Action: Lilly Yeh
2(1)
Importance of Leadership
3(1)
Defining Leadership
4(2)
Leadership Effectiveness
6(1)
Leadership in Action: Martin Luther King Jr.
7(1)
Leadership versus Management
8(1)
Leadership Self-Assessment: Evaluating Leadership Traits
9(1)
Traits of Leaders
9(2)
Leadership Behaviors
11(1)
Leadership in Action: Effective Leadership Behaviors
12(1)
Situational Factors and Leadership
12(1)
The Leadership Process: Three Key Tasks
13(1)
Leadership in Action: Margaret Thatcher
14(1)
Current Issues in Leadership
15(7)
Ethics and Fairness
15(1)
Diversity
16(1)
Leadership Development
16(1)
Leading Organizational Change
16(1)
Transformational Leadership
17(1)
Summary
17(1)
Research Results for Leadership Self-Assessment: Evaluating Leadership Traits
17(1)
Key Terms and Concepts in This Chapter
18(1)
Review and Discussion Questions
18(1)
Exercise: Leaders You Have Observed
18(1)
Case Incident: Michael D. Eisner, Chairman and CEO of Walt Disney Productions
19(1)
Endnotes
20(2)
Leadership Behaviors and Processes
22(19)
Behavior Patterns of Leaders
23(2)
Effects of a Leader's Behavior on Followers
25(2)
Leadership in Action: Dwight D. Eisenhower
27(1)
Determining an Appropriate Behavior Pattern: Situational and Follower Characteristics
27(5)
Situational Factors That Increase Leadership Effectiveness
29(1)
Situational Factors That Decrease Leadership Effectiveness
30(1)
Situational Factors That Substitute for Leadership Behaviors
30(2)
Leadership in Perspective: Ethics in Leadership
32(1)
Power, Influence, and Authority
33(2)
Leadership in Perspective: Nazi Germany
35(6)
Summary
36(1)
Key Terms and Concepts in This Chapter
37(1)
Review and Discussion Questions
37(1)
Leadership Self-Assessment: Important Leadership Behaviors
38(1)
Case Incident: Bobby Knight, Basketball Coach
39(1)
Endnotes
40(1)
Contingency Models of Leadership
41(21)
Fiedler's Contingency Theory of Leadership
42(1)
Leadership Self-Assessment: Least Preferred Coworker (LPC) Scale
43(2)
Recommendations of the Contingency Model
44(1)
How Valid and Useful Is the Model?
45(1)
Hersey and Blanchard's Situational Leadership Theory
45(2)
Recommendations of the Situational Leadership Theory
46(1)
How Valid and Useful Is the Model?
46(1)
Path-Goal Theory of Leadership
47(3)
Recommendations of the Path-Goal Theory
48(1)
How Valid and Useful Is the Model?
48(2)
Multiple Linkage Model of Leadership
50(2)
Recommendations of the Multiple Linkage Model
52(1)
How Valid and Useful Is the Model?
52(1)
Normative Decision-Making Theory of Participation
52(10)
Recommendations of the Normative Decision-Making Model
54(1)
How Valid and Useful Is the Model?
55(2)
Summary
57(1)
Key Terms and Concepts in This Chapter
58(1)
Review and Discussion Questions
58(1)
Exercise: Changing Situational Favorableness or Control
58(1)
Case Incident: Tough Assignment
59(1)
Endnotes
59(3)
PART II CORE LEADERSHIP BEHAVIORS
62(186)
Supportive Leadership Behavior
62(33)
Examples of Effective Supportive Leadership
62(1)
Definition, Background, and Importance of Supportive Leadership Behaviors
63(1)
Ineffective Supportive Leadership
64(1)
Leadership in Action: Pat Carrigan, Plant Manager for General Motors
65(1)
Skills, Traits, and Sources of Power for Supportive Leadership
66(1)
Leadership in Perspective: Supportive and Nonsupportive Communication
66(1)
Leadership Self-Assessment: Effective Listening
67(2)
Facilitating and Limiting Conditions for Supportive Leadership
69(1)
Leadership in Perspective: Supportiveness and Leader Gender
70(1)
Supportiveness and Followers' Behavior
71(1)
Leadership in Action: Stan Smith
72(1)
Effects of Supportive Leadership
72(2)
Situations in Which Supportiveness May or May Not Be Effective
74(1)
Leadership Self-Assessment: Diagnosing Situations for Supportive Leadership
74(1)
Leadership in Action: Herbert Kelleher
75(1)
Situational Factors That Enhance Effectiveness of Supportive Leadership
75(4)
Task, Organizational, and Follower Characteristics
76(2)
Influencing Situations to Increase the Impact of Supportiveness
78(1)
Situational Factors That Neutralize Effectiveness of Supportive Leadership
79(1)
Task, Organizational, and Follower Characteristics
79(1)
Overcoming Factors That Neutralize Supportive Leadership
79(1)
Leadership Self-Assessment: Supportive Leadership Communication
80(1)
Situational Factors That Substitute for Supportive Leadership
81(1)
Task, Organizational, and Follower Characteristics
81(1)
Creating Factors That Substitute for Supportive Leadership
81(1)
Assessing the Dynamics of Supportive Leadership
82(1)
Leadership in Action: Substituting for Supportive Leadership with Young Athletes
83(1)
Leadership in Action: Cleaster Mims
84(11)
Summary
84(3)
Key Terms and Concepts in This Chapter
87(1)
Review and Discussion Questions
87(1)
Leadership Self-Assessment: When are Supportive Behaviors Needed?
88(1)
Case Incident: Don't Baby Them
89(1)
Case Incident: A Lack of Self-Confidence?
89(1)
Endnotes
90(5)
Directive Leadership Behavior
95(36)
Examples of Effective Directive Leadership
95(1)
Definition, Background, and Importance of Directive Leadership Behaviors
96(2)
Leadership in Perspective: Frederick Winslow Taylor
98(1)
Ineffective Directive Leadership
99(1)
Skills, Traits, and Sources of Power for Directive Leaders
99(2)
Leadership Self-Assessment: Providing Effective Performance Feedback
101(1)
Facilitating and Limiting Conditions for Directive Leadership
102(1)
Effects of Directive Leadership
102(1)
Leadership in Action: Women and Leadership in the America's Cup Race
103(3)
Effects on Follower and Group Psychological Reactions
104(1)
Effects on Followers' Performance and Behavior
105(1)
Leadership in Action: Directive Leadership in Mexico
106(1)
Situations in Which Directive Leadership May or May Not Be Effective
107(1)
Leadership Self-Assessment: Diagnosing Situations for Directive Leadership
108(1)
Situational Factors That Enhance Effectiveness of Directive Leadership
108(1)
Leadership in Action: John F. Welch, Former Chairman and CEO of General Electric
109(2)
Task, Organizational, and Follower Characteristics
109(2)
Leadership in Perspective: Followers' Gender and Race
111(2)
Influencing Situations to Increase the Impact of Directiveness
111(2)
Leadership in Perspective: Combining Leadership Behaviors
113(1)
Situational Factors That Neutralize Effectiveness of Directive Leadership
113(3)
Task, Organizational, and Follower Characteristics
113(1)
Overcoming Factors That Neutralize Directive Leadership
114(2)
Leadership Self-Assessment: Directive Attitudes and Behaviors
116
Situational Factors That Substitute for Directive Leadership
115(3)
Task, Organizational, and Follower Characteristics
115(2)
Creating Factors That Substitute for Directive Leadership
117(1)
Leadership in Action: A Need for Directive Leadership
118(1)
Assessing the Dynamics of Directive Leadership
118(13)
Summary
119(3)
Key Terms and Concepts in This Chapter
122(1)
Review and Discussion Questions
122(1)
Exercise: Assessment of Directive Leadership Behaviors
123(1)
Case Incident: Frances Hesselbein
123(1)
Case Incident: A Type of Direction
124(1)
Endnotes
125(6)
Participative Leadership Behavior
131(37)
Examples of Effective Participative Leadership
131(1)
Definition, Background, and Importance of Participative Leadership Behaviors
132(3)
Leadership in Action: Wilma Mankiller
135(1)
Ineffective Participative Leadership
136(1)
Skills, Traits, and Sources of Power for Participative Leaders
137(1)
Leadership in Perspective: History of Participative Leadership
138(3)
Leadership Self-Assessment: Obtaining Effective Participation
141(1)
Facilitating and Limiting Conditions for Participative Leadership
141(2)
Leadership in Perspective: What are Groups Good at Doing?
143(1)
Effects of Participative Leadership
143(3)
Effects on Follower and Group Psychological Reactions
144(1)
Effects on Followers' Performance and Behavior
144(2)
Situational Dynamics of Participative Leadership
146(1)
Leadership Self-Assessment: Diagnosing Situations for Participative Leadership
147(1)
Situational Factors That Enhance the Effectiveness of Participative Leadership
147(1)
Leadership in Action: Bob Gore, W. L. Gore & Associates
148(3)
Task, Organizational, and Follower Characteristics
147(2)
Influencing Situations to Make Participative Leadership More Effective
149(2)
Leadership in Perspective: Research on Participative Leadership
151(1)
Situational Factors That Neutralize the Effectiveness of Participative Leadership
151(3)
Task, Organizational, and Follower Characteristics
151(1)
Overcoming Factors That Neutralize Participative Leadership
152(2)
Leadership in Action: Participative Leadership at General Motors
154(1)
Situational Factors That Substitute for Participative Leadership
154(1)
Creating Factors That Substitute for Participative Leadership
155(1)
Assessing the Dynamics of Participative Leadership
155(1)
Leadership in Action: John W. Gardner on Moral Leadership
156(12)
Summary
157(3)
Key Terms and Concepts in This Chapter
160(1)
Review and Discussion Questions
160(1)
Case Incident: A Supervisor's Problem
160(1)
Exercise: Actions to Obtain Participation
161(1)
Case Incident: Let's All Be Participative Managers
162(1)
Endnotes
162(6)
Leader Reward and Punishment Behaviors
168(40)
Examples of Effective Leader Reward and Punishment Behaviors
168(1)
Definition, Background, and Importance of Leader Reward and Punishment Behaviors
169(2)
The Process of Social Exchange
171(1)
Leadership in Action: Informal Rewards in the Military
171(1)
Contingent Rewards and Punishments
172(1)
Leadership in Perspective: Effective Use of Rewards
172(2)
Rewarding Desired Behavior
173(1)
The Use of Punishment
173(1)
Leadership in Perspective: Constructive Punishment
174(1)
Ineffective Leader Rewards and Punishments
175(1)
Leadership Self-Assessment: Using Reward and Punishment Behaviors
176(1)
Skills, Traits, and Sources of Power for Rewarding and Punishing Followers
176(2)
Facilitating and Limiting Conditions for Leader Rewards and Punishments
178(1)
Leadership in Action: Robert Galvin, Past Chairman of Motorola
179(1)
Effects of Leader Rewards and Punishments
179(2)
Effects of Leader Reward Behaviors
180(1)
Effects of Leader Punishment Behaviors
181(1)
Situational Dynamics of Leader Rewards and Punishments
181(1)
Leadership in Perspective: Punishment and Moral Leadership
182(1)
Leadership Self-Assessment: Diagnosing Situations for Leader Rewards and Punishments
183(1)
Situational Factors That Enhance the Effectiveness of Leader Reward and Punishment Behaviors
183(2)
Task, Organizational, and Follower Characteristics
184(1)
Leadership in Perspective: Rewards and Punishments in Team Sports
185(2)
Influencing Situations to Make Leader Rewards and Punishments More Effective
186(1)
Leadership in Action: How Leaders Can Reward Followers
187(1)
Situational Factors That Neutralize Leader Reward and Punishment Behaviors
188(2)
Task, Organizational, and Follower Characteristics
188(2)
Overcoming Factors That Neutralize Leaders' Rewards and Punishments
190(1)
Leadership in Action: Leading Social Workers
190(1)
Situational Factors That Substitute for Leader Reward and Punishment Behaviors
190(3)
Task, Organizational, and Follower Characteristics
191(1)
Creating Factors That Substitute for Leader Reward and Punishment Behaviors
192(1)
Assessing the Dynamics of Leader Reward and Punishment Behaviors
193(15)
Summary
194(3)
Key Terms and Concepts in This Chapter
197(1)
Review and Discussion Questions
198(1)
Case Incident: Choosing the Appropriate Leadership Behaviors
198(1)
Case Incident: Move the Supervisors?
199(1)
Case Incident: Leadership in a Women's Prison
200(1)
Endnotes
201(7)
Charismatic Leadership Behavior
208(40)
Examples of Effective Charismatic Leadership
208(1)
Definition, Background, and Importance of Charismatic Leadership Behaviors
209(2)
Charismatic Leadership Has Strong Effects
211(1)
Leadership in Action: Anita Roddick, Founder of The Body Shop
212(2)
Leadership in Perspective: Ethical and Unethical Charismatic Leadership
214(1)
Examples of Ineffective Charismatic Leadership
215(1)
Skills, Traits, and Sources of Power for Charismatic Leaders
216(1)
Leadership Self-Assessment: Do You Have Charismatic Tendencies?
217(2)
Facilitating and Limiting Conditions for Charismatic Leadership
219(1)
Effects of Charismatic Leadership Behaviors
220(1)
Effects on Follower and Group Psychological Reactions
220(1)
Leadership in Perspective: Spirituality and Charismatic Leadership
221(2)
Effects on Followers' Performance and Behavior
222(1)
Transformational Leadership
223(1)
Leadership in Perspective: Charismatic Leadership in Other Countries
224(2)
Situational Dynamics of Charismatic Leadership
226(1)
Situational Factors That Enhance Charismatic Leadership
226(1)
Leadership Self-Assessment: Diagnosing Situations for Charismatic Leadership
227(4)
Organizational and Environmental Characteristics
227(2)
Influencing Situations to Make Charismatic Leadership More Effective
229(2)
Leadership in Action: Orit Gadiesh, A Charismatic Leader
231(1)
Situational Characteristics That Neutralize Charismatic Leadership
231(1)
Situational Factors That Substitute for Charismatic Leadership
232(2)
Task, Organizational, and Follower Characteristics
232(1)
Creating Factors That Substitute for Charismatic Leadership
233(1)
Assessing the Dynamics of Charismatic Leadership
234(1)
Leadership in Action: Nelson Mandela
235(13)
Summary
236(3)
Key Terms and Concepts in This Chapter
239(1)
Review and Discussion Questions
239(1)
Exercise: Analyzing Charismatic Leader Communication
240(1)
Case Incident: Charismatic Leadership: A Follower's Perspective
241(1)
Exercise: What Does and Does Not Inspire?
242(1)
Endnotes
243(5)
PART III EMERGING LEADERSHIP BEHAVIORS
248(63)
Boundary Spanning and Team Leadership
248(28)
Examples of Effective Boundary Spanning
248(2)
Examples of Ineffective Boundary Spanning
250(2)
Importance of Boundary Spanning
252(1)
Skills, Traits, and Sources of Power for Effective Boundary Spanning
253(1)
Leadership Self-Assessment: Boundary Spanning Leadership
254(2)
Negotiation in Boundary Spanning
256(2)
Separate the People from the Problem
257(1)
Focus on Interests, Not Positions
257(1)
Invent Options for Mutual Gain
257(1)
Insist on Using Objective Criteria
258(1)
Know Your BATNA
258(1)
Preparation Is the Key
258(1)
Effects of Boundary Spanning
258(2)
Situational Enhancers, Neutralizers, and Substitutes for Boundary Spanning
260(1)
Team Leadership---A Key Situational Factor
261(1)
Leadership in Action: Bill Gates, Boundary Spanner
262(14)
Cross-Functional Teams
263(1)
Self-Managed Teams
263(1)
Virtual Teams
264(1)
Top Management Teams
264(1)
Effective Leadership Behaviors for Team Leaders
264(3)
Creating Team-Based Substitutes for Leadership
267(1)
Effects of Team Leadership
267(1)
Summary
268(2)
Key Terms and Concepts in This Chapter
270(1)
Review and Discussion Questions
270(1)
Exercise: Boundary Spanning with the Boss
270(1)
Case Incident: Can the Conflict Be Resolved?
271(1)
Case Incident: Henry Ford, An Historical Business Leader
272(1)
Endnotes
273(3)
Building Social Exchanges and Fairness
276(21)
Examples of Effective Social Exchange Behaviors
276(2)
Developing the Leader-Follower Exchange
278(2)
Examples of Ineffective Social Exchange Behaviors
280(1)
Leadership in Action: The New Department Head
281(1)
Skills, Traits, and Sources of Power for Building Social Exchanges
282(1)
Fairness or Justice in Social Exchanges
283(2)
Types of Fairness or Justice
284(1)
Leadership in Perspective: Pay, Fairness, and Professional Sports
285(2)
How to Demonstrate Fairness or Justice
286(1)
Leadership in Action: The Four-Way Test
287(1)
Effects of Leaders' Social Exchange Behaviors
287(1)
Situational Enhancers, Neutralizers, and Substitutes for Leaders' Exchange Behaviors
288(9)
Summary
289(3)
Key Terms and Concepts in This Chapter
292(1)
Review and Discussion Questions
292(1)
Experiential Exercise: Assessing Your Social Exchange
293(1)
Case Incident: The Improvement Suggestion
294(1)
Endnotes
294(3)
Followership
297(14)
Examples of Effective Followership
297(3)
Examples of Ineffective Followership
300(1)
Followership in Action: Taking Responsibility in a Difficult Situation
301(1)
Importance of Followership
301(1)
Followership in Perspective: How to Increase Your Technical Competence
302(1)
Skills, Traits, and Sources of Power for Effective Followership
302(1)
Followership in Perspective: Followers' Strategies for Building Effective Relations with Leaders
303(1)
Effects of Followership
304(1)
Situational Enhancers, Neutralizers, and Substitutes for Followership
304(1)
Followership in Perspective: Followers' Strategies for Building Cooperative Relationships with Coworkers
305(6)
Summary
305(2)
Key Terms and Concepts in This Chapter
307(1)
Review and Discussion Questions
307(1)
Followership Self-Assessment: Effective Followership Behaviors
308(1)
Case Incident: Can Ralph's Followership Be Improved?
309(1)
Endnotes
309(2)
PART IV CURRENT LEADERSHIP ISSUES AND INTEGRATION
311(95)
Leadership Ethics and Diversity
311(33)
An Example of Leadership Ethics
311(1)
Ethics and Leadership
312(1)
Ethical Issues
313(3)
Leadership in Action: John Gutfreund and the Salomon Brothers Scandal
316(1)
Approaches to Ethical Behavior
317(2)
Leadership Self-Assessment: Describing Leaders
319(3)
Creating an Ethical Climate
322(2)
Charismatic or Transformational Leadership and Ethics
324(1)
Spirituality
325(2)
Leadership in Action: A Consultant's Description of Spirituality Among CEOs
327(1)
Diversity
327(6)
Barriers to Diversity
330(1)
Diversity Among Leaders
331(2)
Leadership in Action: CEO Kathleen Ligocki
333(11)
Creating a Multicultural Organization
334(2)
Leadership for Diversity
336(1)
Summary
337(1)
Key Terms and Concepts in This Chapter
338(1)
Review and Discussion Questions
338(1)
Case Incident: Multiply-Abused Children
339(1)
Experiential Exercise: Benefits of Multiculturalism
339(1)
Case Incident: Three Chinese Companies
340(1)
Endnotes
341(3)
Leadership Development and Organizational Change
344(38)
Leadership Development
345(1)
Leadership Self-Assessment: Assessing Your Emotional Intelligence at Work
346(4)
Values and Self-Awareness
348(2)
Leadership Self-Assessment: How Often Do You Value These Things?
350(3)
Vision
352(1)
Leadership Self-Assessment: You, Fifteen Years from Now
353(1)
Leadership Self-Assessment: Personal Best Exercise
354(3)
Skill Development
356(1)
Leadership Self-Assessment: The Interpersonal Skills Checklist
357(1)
Leadership Self-Assessment: Listening Skills
358(7)
Leading Organizational Change
365(4)
Major Types of Change Affecting Organizations
366(2)
Organizational Culture
368(1)
Leadership in Action: Culture in W. B. Doner & Company
369(13)
Two Patterns of Organizational Change
369(1)
The Classic Model for Implementing Change
370(2)
An Alternative Model for Implementing Change
372(4)
Denial, Avoidance, and Resistance to Change
376(1)
Helping People Cope
376(1)
Evaluating Change
377(1)
Summary
377(2)
Key Terms and Concepts in This Chapter
379(1)
Review and Discussion Questions
379(1)
Experiential Exercise: Leadership Roles
379(1)
Experiential Exercise: Your Learning Journal
379(1)
Endnotes
380(2)
Integration and Conclusions
382(24)
General Effects of Leadership Behaviors
382(2)
Typical Leadership Styles
384(8)
Coach
384(1)
Human Relations Specialist
385(1)
Controlling Autocrat
386(1)
Transformational Visionary
387(2)
Transactional Exchange
389(2)
Servant
391(1)
Leadership in Action: Abraham Lincoln as a Servant Leader
392(1)
Creating Leadership Enhancers and Substitutes
393(2)
Globalization and Cross-Cultural Leadership
395(3)
Equifinality in Leadership
398(8)
Summary
399(1)
Key Terms and Concepts in This Chapter
400(1)
Review and Discussion Questions
400(1)
Case Incident: Gaining Compliance
401(1)
Case Incident: Leadership in a Sexual Assault Recovery Center
401(3)
Endnotes
404(2)
Index 406


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