Leadership in Organizations

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  • Edition: 5th
  • Format: Hardcover
  • Copyright: 2002-01-01
  • Publisher: Pearson College Div
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"Leadership in Organizations focuses on effective leadership in organizations through both theory and practice. This book explains and critiques the major theories and studies that are most relevant and informative and reviews what we know about leadership effectiveness. This combination of theory and practice makes this text a useful resource for practicing managers who are looking for something more than superficial answers to difficult questions about leadership."--BOOK JACKET.

Table of Contents

Preface xvii
Introduction: The Nature of Leadership
The Nature of Managerial Work
Perspectives on Effective Leadership Behavior
Participative Leadership, Delegation, and Empowerment
Dyadic Role-Making Theories and Followership
Power and Influence
Managerial Traits and Skills
Contingency Theories of Effective Leadership
Charismatic and Transformational Leadership
Leading Change in Organizations
Leadership in Teams and Decision Groups
Strategic Leadership by Executives
Developing Leadership Skills
Ethical Leadership and Diversity
Overview and Integration
References 443(54)
Author Index 497(8)
Subject Index 505


This book is about leadership in organizations. The primary focus is on managerial leadership as opposed to parliamentary leadership, leadership of social movements, or emergent leadership in informal groups. The book presents a broad survey of theory and, research on leadership in formal organizations. The topic of leadership effectiveness is of special interest. Again and again the discussion returns to the question of what makes a person an effective leader. The content of the book reflects a dual concern for theory and practice. I have attempted to satisfy two different audiences with somewhat incompatible preferences. Most academics prefer a book that provides a detailed explanation and critical evaluation of major theories, and a comprehensive review and evaluation of empirical research. They are more interested in how well the research is done and what additional research is needed than in the practical applications. Many academics are skeptical about the value of prescriptions and guidelines for practitioners and consider them premature in the absence of further research. In contrast, most practitioners want some immediate answers about what to do and how to do it in order to be more effective as leaders. They need to deal with the current challenges of their job and cannot wait for decades until the academics resolve their theoretical disputes and obtain definitive answers. Most practitioners are more interested in finding helpful remedies and prescriptions than in finding out how this knowledge was discovered. These different preferences are a major reason for the much-lamented gulf between scientists and practitioners in industrial-organizational psychology and related fields. I believe it is important for managers and administrators to understand the complexity of effective leadership, the source of our knowledge about leadership in organizations, and the limitations of this knowledge. Likewise, I believe it is important for academics to think more about how their theories and research can be used to improve the practice of management. Too much of our leadership research is designed only to examine narrow, esoteric questions that are of interest only to a few other social scientists who publish in the same journals. Academics will be pleased to find that major theories are explained and critiqued, empirical research on leadership is reviewed and summarized, and many references are provided to enable them to follow up with additional reading on topics of special interest. The field of leadership is still in a state of ferment, with many continuing controversies about conceptual and methodological issues. The book addresses these issues whenever feasible rather than merely presenting theories and summarizing findings without concern for the quality of research that lies behind the theories. However, the literature review was intended to be incisive, not comprehensive. Rather than detailing an endless series of theories and studies, the book focuses on the 20 percent of the literature that appeared to be most relevant and informative. The book reviews what we know about leadership effectiveness, and the current edition reflects significant progress in our understanding of leadership since the first edition was published in 1981. For practitioners, I attempted to convey a better appreciation of the complexity of managerial leadership, the importance of having theoretical knowledge about leadership, and the need to be flexible and pragmatic in applying this knowledge. The current edition has many guidelines and recommendations for improving managerial effectiveness, but the book is not a "practitioner's manual" of simple techniques and secret recipes that guarantee instant success. The purpose of the guidelines is to help the reader understand the practical implications of leadership theory and research, not to prescribe exactly how things must be done by a leader. Most of the guidelines are b

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