Leadership Development in Balance: MADE/Born

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2004-11-30
  • Publisher: Psychology Pres

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There are five case studies used in the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation.

Author Biography

Bruce J. Avolio is the Clifton Chair in Leadership at the College of Business Administration at the University of Nebraska at Lincoln. In addition, he is also Director of the Gallup Leadership Institute, Co-Director of the UNL and Gallup MBA/MA program in executive leadership, and Director of the Ph.D. program with a specialization in leadership at the College of Business Administration at UNL. He is a division chair at the Academy of Management, a fellow of the Society for Industrial and Organizational Psychology, and has an international reputation as a researcher in leadership.

Table of Contents

Prefacep. xiii
Stretching Views of Leadership Developmentp. 1
Are Leaders Born Versus Made?p. 2
The Leadership Development Equationp. 3
An Architectural Rendering of Leadership Developmentp. 4
The Depth and Breadth of Leadership Developmentp. 6
The Components of Leadership Developmentp. 8
Promoting Self-Reflectionp. 10
Design and Outline of Bookp. 11
The Life Streamp. 12
Working With What We've Learnedp. 13
STAARR Reportp. 13
One's Life Streamp. 15
How Differences Make a Differencep. 15
Life Is the Training Program in Which Leadership Development Is Embeddedp. 17
Living and Learning From the Eventp. 18
Applying the Life Stream to the Leadership Training Processp. 20
Making Sense of One's Perspectivep. 20
The Life Model in Streamp. 21
Adjusting the Life Modelp. 24
Refocusing One's Internal Modelp. 26
Trigger Eventsp. 28
Individual Life Models Versus Collectivep. 30
In Summaryp. 31
Mr. Cp. 32
An Exercise for Youp. 33
Steps in AARp. 34
The Selfs: Image, Reflection, and Discoveryp. 35
My Range of Possible Selvesp. 36
Nurturing the Selfp. 37
Exploring the Components of the Selfp. 39
When We Need to Redefinep. 41
The Double-Edged Sword of Inspiring Leadershipp. 44
Driving Toward and Through Learningp. 46
Getting Into Self-Reflective Modep. 48
Seeing AAR Up Front and Closep. 51
Using the AAR Processp. 52
Collaborative Self-Reflectionp. 53
E-Leadershipp. 54
The Three Selvesp. 55
A Founder's Legacyp. 56
Self-Reflective Exercisep. 58
Building Perspectivep. 59
The Four Lensesp. 60
Digging Deeper Into Transforming Leadershipp. 61
How Would You Describe Your Lens?p. 62
Real Developmentp. 64
A Great Example of Perspective-Taking Shift Upp. 65
Looking Back at Lenses That Have Shaped Your Developmentp. 66
Creating a Loose-Tight Fitp. 67
A Program for Developing Perspective-Taking Capacityp. 70
Working on the Holy Grail of Leadership Developmentp. 74
Making Perspective Shiftp. 77
Feedback to Inch and Leap Forwardp. 79
Feedback on Feedbackp. 79
Feedback as a Reduction in Variancep. 81
Sensing the Organization's Pulsep. 82
How Organizations Use Feedback and Could Use It to Accelerate Leadership Developmentp. 85
Getting Feedback in Stream at the Point of Readinessp. 89
Feedback and Training Boostersp. 90
Practice With Feedbackp. 91
Reflectionp. 93
Leaders' Adjustments to Followers' Behaviorsp. 95
Leadership Viewed as a Processp. 98
Demonstrating the Importance of Self-Reflectionp. 100
The AAR on AARp. 103
How Leadership Creates the DNA of an Organizationp. 104
Using GTE as an Examplep. 105
Summary Points on Self-Reflection Processp. 108
Leadership and Wisdomp. 110
An Exercise to Get You Going on Self-Reflectionp. 111
Using the AAR Processp. 111
Facilitator's Role in the AAR-A Structured and Purposeful Dialoguep. 112
Mistakes and Trustp. 113
Mistakes and Learning Potentialp. 115
Creating the Glow of Leadershipp. 117
When It Is Time to Make a Mistakep. 118
A Time Between Timesp. 121
The Pendulum of Trustp. 123
A Growing Need for Transparency and More Informationp. 125
Changing People Changing Leadershipp. 132
An Exercise for Building Trustp. 138
E-Leadership Is Leadership Plusp. 139
Examples of Technology Changing the Conditions for Leadershipp. 140
Two Systems on a Collision Coursep. 142
Role of Leadership in Transforming Social and Technical Systemsp. 144
The Great Leadership Migrationp. 145
Detailing the Coevolution Processp. 147
A Hypothetical Situationp. 154
A Virtual Team Exercisep. 158
Leadership Development: What We Know We Know So Farp. 160
Fool Proof Leadership Development: 100% Reliablep. 166
What Can You Try to Boost Your Leadership Development?p. 170
Summary of Questionsp. 171
Defining Leadership Development at an Individual Levelp. 174
Developing Leadership at a Dyadic Levelp. 175
Developing Leadership at a Group Levelp. 176
Strategic Level Leadership Developmentp. 177
Raising Leadership Development to Strategic Levelsp. 178
What Is Strategic Leadership?p. 180
Some Realistic Examplesp. 183
A Strategic Leadership Development Exercisep. 189
Down Stream Along the Full Range of Leadershipp. 191
Idealized Leadershipp. 196
Inspiring Leadershipp. 196
Intellectual Stimulationp. 196
Individualized Considerationp. 197
Research Supporting What Has Been Saidp. 205
Chapter 1p. 205
Chapter 2p. 206
Chapter 3p. 207
Chapter 4p. 208
Chapter 5p. 209
Chapter 6p. 211
Chapter 7p. 212
Chapter 8p. 214
Chapter 9p. 215
Chapter 10p. 215
Chapter 11p. 217
Referencesp. 218
Recommended Readingsp. 222
Indexp. 225
Table of Contents provided by Rittenhouse. All Rights Reserved.

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