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| Preface | |
| Special Features | |
| Audience | |
| Acknowledgments | |
| Introduction | |
| Leadership Defined | |
| Ways of Conceptualizing Leadership | |
| Definition and Components | |
| Leadership Described | |
| Trait Versus Process Leadership | |
| Assigned Versus Emergent Leadership | |
| Leadership and Power | |
| Leadership and Coercion | |
| Leadership and Management | |
| Plan of the Book | |
| Summary | |
| Trait Approach | |
| Description | |
| Intelligence | |
| Self-Confidence | |
| Determination | |
| Integrity | |
| Sociability | |
| Five-Factor Personality Model and Leadership | |
| Emotional Intelligence | |
| How Does the Trait Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Choosing a New Director of Research | |
| A Remarkable Turnaround | |
| Recruiting for the Bank | |
| Leadership Instrument | |
| Leadership Trait Questionnaire (LTQ) | |
| Scoring Interpretation | |
| Summary | |
| Skills Approach | |
| Description | |
| Three-Skill Approach | |
| Technical Skill | |
| Human Skill | |
| Conceptual Skill | |
| Summary of the Three-Skill Approach | |
| Skills Model | |
| Competencies | |
| Problem-Solving Skills | |
| Social Judgment Skills | |
| Knowledge | |
| Individual Attributes | |
| General Cognitive Ability | |
| Crystallized Cognitive Ability | |
| Motivation | |
| Personality | |
| Leadership Outcomes | |
| Effective Problem Solving | |
| Performance | |
| Career Experiences | |
| Environmental Influences | |
| Summary of the Skills Model | |
| How Does the Skills Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Strained Research Team | |
| A Shift for Lieutenant Colonel Adams | |
| Andy's Recipe | |
| Leadership Instrument | |
| Skills Inventory | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Style Approach | |
| Description | |
| The Ohio State Studies | |
| The University of Michigan Studies | |
| Blake and Mouton's Managerial (Leadership) Grid | |
| Authority-Compliance (9,1) | |
| Country Club Management (1,9) | |
| Impoverished Management (1,1) | |
| Middle-of-the-Road Management (5,5) | |
| Team Management (9,9) | |
| Paternalism/Maternalism | |
| Opportunism | |
| How Does the Style Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Drill Sergeant at First | |
| Eating Lunch Standing Up | |
| Enhancing the Department's Culture | |
| Leadership Instrument | |
| Style Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Situational Approach | |
| Description | |
| Leadership Styles | |
| Development Levels | |
| How Does the Situational Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| What Style Do I Use? | |
| Why Aren't They Listening? | |
| Getting the Message Across | |
| Leadership Instrument | |
| Situational Leadership: A Brief Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| Contingency Theory | |
| Description | |
| Leadership Styles | |
| Situational Variables | |
| How Does Contingency Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| No Control Over the Student Council | |
| Giving Him a Hard Time | |
| What's the Best Leader Match? | |
| Leadership Instrument | |
| Least Preferred Coworker (LPC) Measure | |
| Scoring Interpretation | |
| Summary | |
| Path-Goal Theory | |
| Description | |
| Leader Behaviors | |
| Directive Leadership | |
| Supportive Leadership | |
| Participative Leadership | |
| Achievement-Oriented Leadership | |
| Subordinate Characteristics | |
| Task Characteristics | |
| How Does Path-Goal Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Three Shifts, Three Supervisors | |
| Direction for Some, Support for Others | |
| Marathon Runners at Different Levels | |
| Leadership Instrument | |
| Path-Goal Leadership Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Leader-Member Exchange Theory | |
| Description | |
| Early Studies | |
| Later Studies | |
| Leadership Making | |
| How Does LMX Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| His Team Gets the Best Assignments | |
| Working Hard at Being Fair | |
| Taking On Additional Responsibilities | |
| Leadership Instrument | |
| LMX 7 Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| Transformational Leadership | |
| Description | |
| Transformational Leadership Defined | |
| Transformational Leadership and Charisma | |
| A Model of Transformational Leadership | |
| Transformational Leadership Factors | |
| Idealized Influence | |
| Inspirational Motivation | |
| Intellectual Stimulation | |
| Individualized Consideration | |
| Transactional Leadership Factors | |
| Contingent Reward | |
| Management-by-Exception | |
| Nonleadership Factor | |
| Laissez-Faire | |
| Other Transformational Perspectives | |
| Bennis and Nanus | |
| Kouzes and Posner | |
| Model the Way | |
| Inspire a Shared Vision | |
| Challenge the Process | |
| Enable Others to Act | |
| Encourage the Heart | |
| How Does the Transformational Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| The Vision Failed | |
| Students Dig It | |
| Her Vision Was a Model Research Center | |
| Her Vision Was a Model Research Center | |
| Leadership Instrument | |
| Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short | |
| Summary | |
| Authentic Leadership | |
| Description | |
| Authentic Leadership Defined | |
| Intapersonal Definition | |
| Developmental Definition | |
| Interpersonal Definition | |
| Approaches to Authentic Leadership | |
| Practical Approaches | |
| Robert Terry's Authentic Leadership Approach | |
| Bill George's Authentic Leadership Approach | |
| Theoretical Approach | |
| Background to the Theoretical Approach | |
| Components of Authentic Leadership | |
| Factors that Influence Authentic Leadership | |
| How Does Authentic Leadership Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Am I Really a Leader? | |
| Moving Mountains for Education and Peace | |
| The Reluctant First Lady | |
| Leadership Instrument | |
| Authentic Leadership Self Assessment Questionnaire | |
| Summary | |
| Team Leadership | |
| Description | |
| Team Leadership Model | |
| Leadership Decisions | |
| Leadership Decision 1: Should I Monitor the Team or Take Action? | |
| Leadership Decision 2: Should I Intervene to Meet Task or Relational Needs? | |
| Leadership Decision 3: Should I Intervene Internally or Externally? | |
| Leadership Actions | |
| Internal Task Leadership Actions | |
| Internal Relational Leadership Actions | |
| External Environmental Leadership Actions | |
| Team Effectiveness | |
| Clear, Elevating Goal | |
| Results-Driven Structure | |
| Competent Team Members | |
| Unified Commitment | |
| Collaborative Climate | |
| Standards of Excellence | |
| External Support and Recognition | |
| Principled Leadership | |
| How Does the Team Leadership Model Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Can This Virtual Team Work? | |
| They Dominated the Conversation | |
| Starts With a Bang, Ends With a Whimper | |
| Leadership Instrument | |
| Team Excellence and Collaborative Team Leader Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| Psychodynamic Approach | |
| Description | |
| Background | |
| Eric Berne and Transactional Analysis | |
| Sigmund Freud and Personality Types | |
| Carl Jung and Personality Types | |
| Functions and Preferences | |
| Types and Leadership | |
| Sixteen Types and Leadership | |
| Dealing With Followers | |
| How Does the Psychodynamic Approach Work? | |
| Strengths | |
| Criticisms | |
| Case Studies | |
| Not the Type Who Sees the Big Picture | |
| Staff Meeting Problems | |
| Unexpected Reactions | |
| Leadership Instrument | |
| Psychodynamic Approach Survey | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Women and Leadership | |
| Description | |
| Gender and Leadership Styles | |
| Gender and Leadership Effectiveness | |
| The Glass Ceiling | |
| Evidence of the Glass Ceiling | |
| Motives for Removing the Barriers | |
| Explaining the Glass Ceiling | |
| Human Capital Differences | |
| Gender Differences | |
| Prejudice | |
| Breaking the Glass Ceiling | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| The Glass Ceiling | |
| Lack of Inclusion and Credibility | |
| Pregnancy as a Barrier to Job Status | |
| Leadership Instrument | |
| The Gender-Leader Implicit Association Test | |
| Scoring | |
| Summary | |
| Culture and Leadership | |
| Description | |
| Culture Defined | |
| Related Concepts | |
| Ethnocentrism | |
| Prejudice | |
| Dimensions of Culture | |
| Uncertainty Avoidance | |
| Power Distance | |
| Institutional Collectivism | |
| In-Group Collectivism | |
| Gender Egalitarianism | |
| Assertiveness | |
| Future Orientation | |
| Performance Orientation | |
| Humane Orientation | |
| Clusters of World Cultures | |
| Characteristics of Clusters | |
| Anglo | |
| Confucian Asia | |
| Eastern Europe | |
| Germanic Europe | |
| Latin America | |
| Latin Europe | |
| Middle East | |
| Nordic Europe | |
| Southern Asia | |
| Sub-Saharan Africa | |
| Leadership Behavior and Culture Clusters | |
| Eastern Europe Leadership Profile | |
| Latin America Leadership Profile | |
| Latin Europe Leadership Profile | |
| Confucian Asia Leadership Profile | |
| Nordic Europe Leadership Profile | |
| Anglo Leadership Profile | |
| Sub-Saharan Africa Leadership Profile | |
| Southern Asia Leadership Profile | |
| Germanic Europe Leadership Profile | |
| Middle East Leadership Profile | |
| Universally Desirable and Undesirable Leadership Attributes | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Challenging Workplace | |
| A Special Kind of Financing | |
| Whose Hispanic Center Is It? | |
| Leadership Instrument | |
| Dimensions of Culture Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Leadership Ethics | |
| Description | |
| Ethics Defined | |
| Ethical Theories | |
| Centrality of Ethics to Leadership | |
| Heifetz's Perspective on Ethical Leadership | |
| Burns's Perspective on Ethical Leadership | |
| Greenleaf's Perspective on Ethical Leadership | |
| Principles of Ethical Leadership | |
| Ethical Leaders Respect Others | |
| Ethical Leaders Serve Others | |
| Ethical Leaders Are Just | |
| Ethical Leaders Are Honest | |
| Ethical Leaders Build Community | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| A Struggling Company With Not Enough Cash | |
| How Safe Is Safe? | |
| Reexamining a Proposal | |
| Leadership Instrument | |
| Perceived Leader Integrity Scale (PLIS) | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Name Index | |
| Subject Index | |
| About the Author | |
| About the Contributors | |
| Table of Contents provided by Ingram. All Rights Reserved. |
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