Practicing Leadership Principles and Applications, 4th Edition

by Shriberg, Arthur; Shriberg, David

• ISBN13: 9780470086988
• ISBN10: 047008698X
• eBook ISBN(s): 9780470086988, 9780470472958
• Additional ISBN(s): 9781118139653
• Edition: 4th
• Format: Paperback
• Copyright: 2010-08-24
• Publisher: Wiley
• More Book Details

Summary

Now business professionals can build a foundation for developing their style of leadership with this fourth edition. New profiles have been added throughout the book that incorporate people, organizations, and nations that have been in the news in the recent past. It also more clearly articulates the connections between the profiles in a chapter and the theory covered. A new chapter explores the latest trends in commonly used workplace technologies and their impact on leadership. It stresses the challenges and opportunities of virtual leadership. Business professionals will also benefit from the inclusion of additional essays by experts in leadership.

Author Biography

Arthur Shriberg is the Downing Professor of Management at Xavier University and a well-known leadership and management consultant. He has degrees from Columbia University (Ed.D), Boston University (M.A.), Xavier University (MBA) and the Wharton School at the University of Pennsylvania (B.A.). He has served as Vice President and/or Dean at four universities. He has assisted over fifty companies with various organizational challenges.

David Shriberg received his B.S. from Cornell University, his M.S. from Northeastern University, and is working on his Ph.D. at Northeastern. Mr. Shriberg is a school psychologist, writer, and diversity trainer in the greater Boston area.

Table of Contents

About the Authors	p. iii
Acknowledgements	p. v
Preface	p. xi
Leadership Foundations
Introducing Leadership: Beginning to form your Personal Leadership Model
Our Assumptions	p. 4
Our Methods for Framing Leadership	p. 7
A Preview of the Journey	p. 8
Miep Gies	p. 11
Martin Luther	p. 13
King Hussein	p. 14
Nelson Mandela	p. 15
Ethical Leadership
Executive Leaders Create Ethical Culture	p. 21
Unethical, Hypocritical, and Ethically Neutral Leadership	p. 24
Unethical Leadership	p. 24
Hypocritical Leadership	p. 25
Ethically Neutral Leadership	p. 26
A Personal Model of Ethical Leadership	p. 28
A Guide for Ethical Decision Making	p. 29
Roger Boisjoly	p. 30
Sherron Watkins	p. 31
Rosa Parks	p. 32
Leadership in a Global and Multicultural Society
The Multicultural Leader	p. 36
Awareness of One's Own Personal Diversity Dimensions	p. 36
Understanding of Other World Views-Hofstede's Model of Cross-National Cultural Dimensions	p. 40
Culturally Responsive Practice-Individual Level	p. 45
Multicultural Leadership: Case Studies	p. 53
A. G. Lafley	p. 53
Abdul Sattar Edhi	p. 54
Thomas Friedman	p. 56
Leadership Principles and Applications
The Evolution of Western Leadership
Scientific Management	p. 62
Second-Wave Western Management and Leadership Theories and Ideas: The Hawthorne Experiments	p. 64
Operations Management and the Quality Movement	p. 65
Trait Theory	p. 66
Behavioral Theories of Leadership	p. 67
The Ohio State Studies	p. 68
The University of Michigan Studies	p. 68
The Leadership Grid	p. 68
Jack Welch	p. 70
Mid-To-Late Twentieth-Century Models of Leadership	p. 71
Hersey and Blanchard's Situational Leadership Model	p. 71
House's Path-Goal Theory	p. 72
Fiedler's Leader-Match Theory	p. 74
Leader-Member Exchange (LMX)	p. 75
Leading in the Twenty First Century and Beyond	p. 76
Servant Leadership	p. 76
Transformational Leadership Theories	p. 78
Critical Transformational Leadership	p. 79
Doctors without Borders	p. 81
Psychology 1-Intelligence and Personality
Intelligence	p. 85
Psychometric Model	p. 86
Gardner's Multiple Intelligence Model	p. 88
Goleman's Theory of Emotional Intelligence and Social Intelligence	p. 90
Sternberg's Triarchic Theory	p. 93
Personality	p. 95
Are Leaders Horn or Are They Made?	p. 96
John Broadus Watson	p. 98
Attitudes, Perceptions, and Attributions	p. 100
Psychology II-Motivation and Communication
Motivation Theories	p. 106
Hierarchy of Needs	p. 106
ERG Theory	p. 107
Reinforcement Theory	p. 108
Herzberg's Dual Factor Theory	p. 110
McGregor's Theory X and Theory Y	p. 110
McClelland's Trichotomy of Needs	p. 111
Equity Theory	p. 112
Expectancy Theory	p. 113
Joe Paterno	p. 115
Communication	p. 117
Basic Communication Theory: The Transactional Model of Encoding, Channels, and Decoding	p. 117
Filters and Sets	p. 119
Interference	p. 120
Types of Communication	p. 120
Strategies for Facilitating Communication: The Role of Listening	p. 124
Factors Leading to Breakdowns in Communication	p. 125
Improving Communications	p. 126
Barbara Jordan	p. 128
Management and Leadership
Leadership Versus Management	p. 134
Management and Leadership: Contemporary and Future Conceptions	p. 137
Green Thumb Leadership	p. 137
J. C. R. Linklider	p. 138
Managerial Mentoring	p. 139
Managerial Leadership	p. 140
Ursula Burns	p. 141
Leadership Skills: What Leaders Really Do	p. 142
Power and Leadership from the Top: Leadership Lessons from Political Science
Power and Influence	p. 152
Sources of Power	p. 156
Presidential leadership in the United States	p. 160
Franklin Delano Roosevelt	p. 166
Margaret Thatcher	p. 168
Teaming and Leadership
Advantages to Working in Teams	p. 173
Barriers to Effective Teamwork	p. 174
Traditional Teams	p. 177
Project Teams	p. 177
Barriers to Effective Project Teamwork	p. 177
Leading Project Teams	p. 178
Cross-Functional Teams	p. 179
Multicultural Teams	p. 179
High-Performing Teams	p. 180
High-Performing Inclusive Teams	p. 181
Pseudo Temporary Teams	p. 181
Dean Smith	p. 182
César Estrada Chávez	p. 184
Barry and Eliot Tatelman	p. 185
Leadership 2.0: Virtual Leadership
Virtual Leadership	p. 190
Skills and Techniques for Effective Virtual Leadership	p. 190
Virtual Organizations	p. 193
Virtual Workforce	p. 193
Telecommuting	p. 196
Virtual Work and Outsourcing	p. 196
Virtual Teams	p. 197
Jetblue Airlines	p. 199
Using Technology to Enhance Virtual Organizations	p. 200
Leadership and Technology: Case Studies	p. 204
Marshall Goldsmith	p. 205
Philosophy and Leadership
The Greeks: The Leader as Harmonizer and Teacher	p. 209
Plato's Republic: Ideal Leader in the Idea City	p. 209
The Leader as Provider of Resources and Guide to Others	p. 212
The Leader as Mediator of Individual Self-Interest	p. 213
Thomas Hobbes	p. 213
John Locke	p. 214
Niccolo Machiavelli	p. 215
Mahatma Gandhi	p. 217
United States Military Leadership-The Art of Command
The Study of Military Leadership: What's in it for Me? (WIFM)	p. 222
Boardroom to Battlefield: Comparison and Contrast	p. 223
Areas of Difference	p. 224
Areas of Similarity	p. 226
Military Leadership Defined and Applied	p. 227
Informed Leadership	p. 231
Learning Leadership	p. 231
Dwight D. Eisenhower	p. 234
Major L. Tammy Duckworth	p. 235
General Colin L. Powell	p. 236
Leadership for Environmental Sustainability
Why is it Difficult to be an Environmental Leader?	p. 242
Ray Anderson	p. 245
David Orr	p. 246
Sustainability: A Framework for Environmental Leadership and Action	p. 248
Tragedy of the Commons	p. 248
Advantages to Leadership on the Environment	p. 251
Transformational Environmental Leadership?	p. 256
Rachel Carson	p. 258
Al Gore	p. 260
Practicing leadership-It's Your Turn
Michael Loban's Approach: The Versatile Student Leader	p. 264
Leadership Habits	p. 264
Reading People, Environments, and Circumstances	p. 270
The Alchemy of Change	p. 273
Mary Satchwell: The ôACEö Theory of Leadership	p. 275
Putting it All Together: Your Personal Theory on Leadership	p. 279
References	p. 282
Index	p. 297
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