Leadership

by Northouse, Peter G.

• ISBN13: 9780761919261
• ISBN10: 0761919260
• Format: Paperback
• Copyright: 2000-07-01
• Publisher: Sage Pubns

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