Leadership: Theory and Practice

Transcription

1 Leadership: Theory and Practice Northouse, Peter G. ISBN-13: Table of Contents Preface Special Features Audience Acknowledgments Chapter 1. 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 Chapter 2. Trait Approach Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Emotional Intelligence How Does the Trait Approach Work? Case 2.1: Choosing a New Director of Research Case 2.2: A Remarkable Turnaround Case 2.3: Recruiting for the Bank Leadership Trait Questionnaire (LTQ) Chapter 3. Skills Approach Three-Skill Approach Technical Skill Human Skill Conceptual Skill 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 of the Skills Model How Does the Skills Approach Work? Case 3.1: A Strained Research Team Case 3.2: A Shift for Lieutenant Colonel Adams Case 3.3: Andyâ s Recipe Skills Inventory

2 Chapter 4. Style Approach The Ohio State Studies The University of Michigan Studies Blake and Moutonâ 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? Case 4.1: A Drill Sergeant at First Case 4.2: Eating Lunch Standing Up Case 4.3: Enhancing the Departmentâ s Culture Style Questionnaire Chapter 5. Situational Approach Leadership Styles Development Levels How Does the Situational Approach Work? Case 5.1: What Style Do I Use? Case 5.2: Why Arenâ t They Listening? Case 5.3: Getting the Message Across Situational Leadership: A Brief Questionnaire 6. Contingency Theory Leadership Styles Situational Variables How Does Contingency Theory Work? Case 6.1: No Control Over the Student Council Case 6.2: Giving Him a Hard Time Case 6.3: Whatâ s the Best Leader Match? Least Preferred Coworker (LPC) Measure Chapter 7. Pathâ Goal Theory Leader Behaviors Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership Subordinate Characteristics Task Characteristics How Does Pathâ Goal Theory Work? Case 7.1: Three Shifts, Three Supervisors Case 7.2: Direction for Some, Support for Others Case 7.3: Marathon Runners at Different Levels Pathâ Goal Leadership Questionnaire Chapter 8. Leaderâ Member Exchange Theory Early Studies Later Studies

3 Leadership Making How Does LMX Theory Work? Case 8.1: His Team Gets the Best Assignments Case 8.2: Working Hard at Being Fair Case 8.3: Taking On Additional Responsibilities LMX 7 Questionnaire Chapter 9. Transformational Leadership 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? Case 9.1: The Vision Failed Case 9.2: Students Dig It Case 9.3: Her Vision Was a Model Research Center Case 9.3: Her Vision Was a Model Research Center Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short Chapter 10. Authentic Leadership Authentic Leadership Defined Intapersonal Definition Developmental Definition Interpersonal Definition Approaches to Authentic Leadership Practical Approaches Robert Terryâ s Authentic Leadership Approach Bill Georgeâ 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? Case 10.1: Am I Really a Leader? Case 10.2: Moving Mountains for Education and Peace Case 10.3: The Reluctant First Lady Authentic Leadership Self Assessment Questionnaire Chapter 11. Team Leadership - Susan E. Kogler Hill 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

4 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? Case 11.1: Can This Virtual Team Work? Case 11.2: They Dominated the Conversation Case 11.3: Starts With a Bang, Ends With a Whimper Team Excellence and Collaborative Team Leader Questionnaire Chapter 12. Psychodynamic Approach - Ernest L. Stech 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? Case 12.1: Not the Type Who Sees the Big Picture Case 12.2: Staff Meeting Problems Case 12.3: Unexpected Reactions Psychodynamic Approach Survey Chapter 13. Women and Leadership - Crystal L. Hoyt 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 Case 13.1: The Glass Ceiling Case 13.2: Lack of Inclusion and Credibility Case 13.3: Pregnancy as a Barrier to Job Status The Genderâ Leader Implicit Association Test Chapter 14. Culture and Leadership 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

5 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 Case 14.1: A Challenging Workplace Case 14.2: A Special Kind of Financing Case 14.3: Whose Hispanic Center Is It? Dimensions of Culture Questionnaire Chapter 15. Leadership Ethics Ethics Defined Ethical Theories Centrality of Ethics to Leadership Heifetzâ s Perspective on Ethical Leadership Burnsâ s Perspective on Ethical Leadership Greenleafâ 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 Case 15.1: A Struggling Company With Not Enough Cash Case 15.2: How Safe Is Safe? Case 15.3: Reexamining a Proposal Perceived Leader Integrity Scale (PLIS) Name Index Subject Index About the Author About the Contributors