Leadership & Organizational Performance Research-Based Practices that Turn Potential into Results

by Clark, Gregory D

• ISBN13: 9781269320382
• ISBN10: 1269320386
• Edition: 2nd
• Format: Paperback
• Copyright: 2013-05-16
• Publisher: Pearson Learning Solutions

Summary

Leadership and Organizational Performance: Research-Based Practices that Turn Potential into Results, 2/e  gleans the most respected perspectives and research from the leadership, management, and organizational behavior literature. The book summarizes prevailing ideas in the academic literature and provides real-world applications that get to the heart of everyday personal and organizational leadership challenges. It is written in an engaging, straightforward, and thought-provoking style. The book also includes student learning outcomes and review questions for each chapter, self-assessments, activities, and specific suggestions to improve individual and organizational performance.

Leadership and Organizational Performance is perfect for undergraduates, graduate students, and leaders in corporations, public agencies, education, athletics, non-profits, and community based programs. Discover new approaches and timeless practices that have helped hundreds of students and working professionals turn potential into results. - See more at: http://www.pearsonlearningsolutions.com/custom-publications/leadership-and-organizational-performance-researchbased-practices-that-turn-potential-into-results-1e#sthash.bPcFsmYa.dpuf

Author Biography

Dr. Gregory D. Clark is professor of management and leadership studies at Orange Coast College. He also teaches graduate courses at the School of Business and Professional Studies, Brandman University. He received his BA in English and political science from the University of California, Davis, his MA from Chapman University in counseling and career development, and his doctorate in educational leadership and administration from the University of Southern California. Dr. Clark is a consultant to corporations, public agencies, universities, and schools. He lives in southern California with his wife, Kim, and sons, Anthony and Nathan.

Dr. Clark is available to speak at your company, organization, school, or university. He can be reached at [e-mail].

Table of Contents

 

INTRODUCTION

 

Chapter 1: Building a Leadership Foundation 1

FOCUS 1

GETTING RESULTS 3

BEING SMART AND BEING WISE 4

LEADERSHIP POTENTIAL 5

ARE LEADERS BORN OR MADE? 6

MANAGEMENT AND LEADERSHIP 7

 

PERSONAL LEADERSHIP

 

Chapter 2: General Leadership Theory 11

EARLY IDEAS ABOUT LEADERS AND LEADERSHIP 12

TRAITS AREN’T ENOUGH: ALL LEADERSHIP IS SITUATIONAL 22

HUMANISTIC PERSPECTIVES: THEORY X AND THEORY Y 25

TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP 30

 

Chapter 3: Modern Leadership Perspectives 37

SERVANT LEADERSHIP 37

QUALITIES AND CHARACTERISTICS OF

THE SERVANT-LEADER 41

AUTHENTICITY 45

AUTHENTIC LEADERSHIP 45

FOLLOWERSHIP 51

BAD LEADERSHIP 53

 

Chapter 4: Ethics 55

ETHICAL BEHAVIOR IS A CHOICE 55

WHY PEOPLE CHEAT 60

VALUES 61

 

Chapter 5: Honesty, Trust, and Integrity 65

HONESTY 65

TRUST 68

INTEGRITY 75

MEASURING INTEGRITY 77

TRANSPARENCY: THE BEST WAY TO GAUGE HONESTY,

TRUST, AND INTEGRITY IN ORGANIZATIONS 79

 

Chapter 6: Think Like a Leader: Creativity, Innovation, and Reframing 83

THE MIND OF A LEADER 83

JANUSIAN AND PARADOXICAL THINKING 85

THE INTERPLAY BETWEEN TECHNOLOGY

AND THE MIND 88

INNOVATION AND CREATIVITY 89

COPING WITH FAILURE 92

SUCCESS DOESN’T ALWAYS BREED SUCCESS 95

FOUR-FRAME LEADERSHIP: NEW WAYS OF THINKING

AND ACTING AS A LEADER 98

HAPPINESS AND THE GOOD LIFE 103

 

LEADING OTHERS

 

Chapter 7: Political Philosophy and Leadership: Systems of Governance and Human Nature 109

PLATO 427–347 B.C. 110

NICCOLO MACHIAVELLI 1469–1527 111

THOMAS HOBBES 1588–1679 113

JOHN LOCKE 1632–1704 114

 

Chapter 8: Political Intelligence: Vision, Power, and Conflict 117

VISION SETTING 119

POWER 123

DEALING WITH CONFLICT 137

 

Chapter 9: Leading Change 143

THOMAS PAINE AND EDMUND BURKE ON CHANGE 143

THREE TYPES OF CHANGE 143

STRATEGIES TO SUCCESSFULLY LEAD CHANGE

EFFORTS 145

DIFFERENCES BETWEEN CHANGE AND TRANSITION 149

 

Chapter 10: Motivation 155

MONEY MATTERS 158

EDUCATIONAL ATTAINMENT AND EARNING POTENTIAL 160

NEEDS THEORY AND MOTIVATION 163

MASLOW . . . AGAIN? 163

NEED FULFILLMENT AT THE MANAGERIAL LEVEL 166

FREDERICK HERZBERG AND EMPLOYEE SATISFACTION 168

A NEW LOOK AT MOTIVATION 171

 

Chapter 11: Employee Engagement and Job Satisfaction 175

EMPLOYEE ENGAGEMENT 175

JOB SATISFACTION AND JOB PERFORMANCE 178

THE IMPACT OF FULL ENGAGEMENT ON JOB SATISFACTION

AND JOB PERFORMANCE 181

THRIVING ORGANIZATIONS: SUSTAINING EMPLOYEE

PERFORMANCE FOR THE LONG RUN 183

CONTENTS

 

Chapter 12: Leading Teams 187

LEADING TEAMS 187

GROUPTHINK 194

 

ORGANIZATIONAL CULTURE

 

Chapter 13: Organizational Culture 201

ORGANIZATIONAL CULTURE AT APPLE 201

CULTURE HALLMARKS 205

CULTURE PROFILES 214

 

Chapter 14: Communication, Performance, and Culture Change 217

ORGANIZATIONAL COMMUNICATION 217

ORGANIZATIONAL CULTURE AND PERFORMANCE 220

CULTURE CHANGE: THE CASE OF GM AND NUMMI 224

 

FOUR REQUIRED VIRTUES OF LEADERS

 

Chapter 15: The Cardinal Virtues: Prudence, Justice, Fortitude, and Temperance 229

PRUDENCE 230

JUSTICE 231

FORTITUDE 231

TEMPERANCE 232

A PARTING STORY 233

 

References 235