Additional Information
Book Details
Abstract
For undergraduate and graduate-level courses in Leadership.
An exploration of what makes an effective leader.
Leadership in Organizations provides a balance of theory and practice as it surveys the major theories and research on leadership and managerial effectiveness in formal organizations.
The eighth edition includes new examples, citations, and guidelines, and has been enhanced for better clarity and presentation.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Table of Contents | 9 | ||
| Preface | 15 | ||
| Chapter 1 INTRODUCTION AND OVERVIEW | 17 | ||
| Definitions of Leadership | 18 | ||
| Indicators of Leadership Effectiveness | 24 | ||
| Major Perspectives in Leadership Theory and Research | 26 | ||
| Level of Conceptualization for Leadership Theories | 30 | ||
| Other Bases for Comparing Leadership Theories | 34 | ||
| Organization of the Book | 36 | ||
| Summary | 36 | ||
| Review and Discussion Questions | 37 | ||
| Chapter 2 MANAGERIAL ROLES AND DECISIONS | 39 | ||
| Activity Patterns for Managers | 40 | ||
| Decision Making and Planning by Managers | 42 | ||
| Managerial Roles | 45 | ||
| Demands, Constraints, and Choices | 47 | ||
| Other Determinants of Managerial Work | 50 | ||
| Limitations of the Descriptive Research | 55 | ||
| Guidelines for Managers | 56 | ||
| Summary | 60 | ||
| Review and Discussion Questions | 61 | ||
| Chapter 3 LEADERSHIP BEHAVIORS | 62 | ||
| Ways for Describing Leadership Behavior | 62 | ||
| Major Types of Leadership Behavior | 64 | ||
| Methods for Studying the Effects of Leader Behavior | 67 | ||
| Effects of Task and Relations Behaviors | 70 | ||
| Planning Work Activities | 72 | ||
| Clarifying Roles and Objectives | 73 | ||
| Monitoring Operations and Performance | 75 | ||
| Supportive Leadership | 77 | ||
| Developing Subordinate Skills | 79 | ||
| Providing Praise and Recognition | 82 | ||
| Summary | 85 | ||
| Review and Discussion Questions | 86 | ||
| Chapter 4 CHANGE LEADERSHIP | 87 | ||
| Types of Change in Teams and Organizations | 88 | ||
| Change Processes | 89 | ||
| Reasons for Accepting or Rejecting Change | 91 | ||
| Implementing Change | 92 | ||
| Guidelines for Implementing Change | 95 | ||
| How Visions Influence Change | 100 | ||
| Collective Learning and Innovation | 105 | ||
| Guidelines for Enhancing Learning and Innovation | 109 | ||
| Summary | 112 | ||
| Review and Discussion Questions | 113 | ||
| Chapter 5 EMPOWERING LEADERSHIP | 114 | ||
| Nature of Participative Leadership | 115 | ||
| Research on Effects of Participative Leadership | 118 | ||
| Normative Decision Model | 120 | ||
| Guidelines for Participative Leadership | 124 | ||
| Delegation | 127 | ||
| Guidelines for Delegating | 131 | ||
| Perceived Empowerment | 135 | ||
| Empowerment Programs | 137 | ||
| Summary | 139 | ||
| Review and Discussion Questions | 140 | ||
| Chapter 6 TRAITS AND SKILLS OF LEADERS | 142 | ||
| Introduction to the Trait Approach | 142 | ||
| Personality Traits and Effective Leadership | 145 | ||
| Skills and Effective Leadership | 155 | ||
| Managerial Competencies | 158 | ||
| Situational Relevance of Skills | 160 | ||
| Evaluation of the Trait Approach | 163 | ||
| Guidelines for Managers | 164 | ||
| Summary | 166 | ||
| Review and Discussion Questions | 166 | ||
| Chapter 7 CONTINGENCY THEORIES OF EFFECTIVE LEADERSHIP | 168 | ||
| General Description of Contingency Theories | 169 | ||
| Early Contingency Theories | 170 | ||
| Multiple-linkage Model | 173 | ||
| Conceptual Weaknesses in Contingency Theories | 179 | ||
| Research on Contingency Theories | 180 | ||
| Comparative Evaluation of Contingency Theories | 181 | ||
| Guidelines for Adaptive Leadership | 183 | ||
| Guidelines for Managing Immediate Crises | 185 | ||
| Summary | 186 | ||
| Review and Discussion Questions | 187 | ||
| Chapter 8 POWER AND INFLUENCE IN LEADERSHIP | 188 | ||
| Power and Influence Concepts | 188 | ||
| Power Sources | 191 | ||
| How Power Is Gained or Lost | 196 | ||
| Consequences of Power | 198 | ||
| Guidelines for Using Power | 200 | ||
| Proactive Influence Tactics | 204 | ||
| Effectiveness of Proactive Tactics | 209 | ||
| Guidelines for Specific Tactics | 213 | ||
| Power and Influence Behavior | 218 | ||
| Summary | 219 | ||
| Review and Discussion Questions | 220 | ||
| Chapter 9 DYADIC THEORIES AND FOLLOWERSHIP | 221 | ||
| Leader-Member Exchange Theory | 222 | ||
| Leader Attributions About Subordinates | 225 | ||
| Leader Influence on Follower Emotions | 227 | ||
| Guidelines for Correcting Performance Deficiencies | 227 | ||
| Follower Attributions and Implicit Theories | 231 | ||
| Impression Management by Leaders and Followers | 234 | ||
| Follower Contributions to Effective Leadership | 236 | ||
| Self-Management | 237 | ||
| Guidelines for Followers | 239 | ||
| Summary | 243 | ||
| Review and Discussion Questions | 243 | ||
| Chapter 10 TEAM LEADERSHIP | 245 | ||
| Determinants of Team Performance | 246 | ||
| Functional Work Teams | 252 | ||
| Cross-functional Teams | 253 | ||
| Self-managed Work Teams | 256 | ||
| Virtual Teams | 259 | ||
| Guidelines for Leading Teams | 260 | ||
| Leading Decision Groups | 263 | ||
| Guidelines for Leading Meetings | 266 | ||
| Summary | 270 | ||
| Review and Discussion Questions | 271 | ||
| Chapter 11 STRATEGIC LEADERSHIP | 272 | ||
| Determinants of Organizational Performance | 273 | ||
| How Leaders Influence Organizational Performance | 277 | ||
| Situations Affecting Strategic Leadership | 280 | ||
| Organizational Culture | 282 | ||
| Research on Effects of Strategic Leadership | 285 | ||
| Executive Teams | 287 | ||
| Emerging Conceptions of Organizational Leadership | 290 | ||
| Two Key Responsibilities for Top Executives | 293 | ||
| Guidelines for Strategic Leadership | 295 | ||
| Summary | 298 | ||
| Review and Discussion Questions | 299 | ||
| Chapter 12 THEORIES OF CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP | 300 | ||
| Attribution Theory of Charismatic Leadership | 301 | ||
| Self-Concept Theory of Charismatic Leadership | 303 | ||
| Other Conceptions of Charisma | 305 | ||
| Consequences of Charismatic Leadership | 308 | ||
| Transformational Leadership | 312 | ||
| Research on Charismatic and Transformational Leadership | 315 | ||
| Comparison of Charismatic and Transformational Leadership | 319 | ||
| Evaluation of the Theories | 321 | ||
| Guidelines for Inspirational Leadership | 323 | ||
| Summary | 326 | ||
| Review and Discussion Questions | 327 | ||
| Chapter 13 ETHICAL LEADERSHIP | 328 | ||
| Conceptions of Ethical Leadership | 329 | ||
| Dilemmas in Assessing Ethical Leadership | 330 | ||
| Determinants and Consequences of Ethical Leadership | 332 | ||
| Theories of Ethical Leadership | 335 | ||
| Evaluation of Ethical Leadership Theories | 340 | ||
| Guidelines for Ethical Leadership | 342 | ||
| Summary | 345 | ||
| Review and Discussion Questions | 346 | ||
| Chapter 14 CROSS-CULTURAL LEADERSHIP AND DIVERSITY | 347 | ||
| Introduction to Cross-cultural Leadership | 348 | ||
| Cultural Value Dimensions and Leadership | 352 | ||
| Evaluation of Cross-cultural Research | 355 | ||
| Gender and Leadership | 357 | ||
| Managing Diversity | 363 | ||
| Summary | 365 | ||
| Review and Discussion Questions | 366 | ||
| Chapter 15 LEADERSHIP DEVELOPMENT | 367 | ||
| Leadership Training Programs | 368 | ||
| Learning from Experience | 370 | ||
| Developmental Activities | 371 | ||
| Facilitating Conditions for Leadership Development | 382 | ||
| Systems Perspective on Leadership Development | 384 | ||
| Summary | 387 | ||
| Review and Discussion Questions | 388 | ||
| Chapter 16 INTEGRATIVE MODELS AND FUTURE DIRECTIONS | 389 | ||
| Major Findings About Effective Leadership | 389 | ||
| Multilevel Explanatory Processes | 393 | ||
| Toward an Integrating Conceptual Framework | 400 | ||
| Limitations in Leadership Research | 402 | ||
| Concluding Thoughts | 406 | ||
| Review and Discussion Questions | 408 | ||
| Cases | 409 | ||
| References | 438 | ||
| Author Index | 497 | ||
| A | 497 | ||
| B | 497 | ||
| C | 499 | ||
| D | 500 | ||
| E | 501 | ||
| F | 501 | ||
| G | 502 | ||
| H | 503 | ||
| I | 504 | ||
| J | 504 | ||
| K | 505 | ||
| L | 506 | ||
| M | 507 | ||
| N | 508 | ||
| O | 508 | ||
| P | 509 | ||
| Q | 509 | ||
| R | 509 | ||
| S | 510 | ||
| T | 512 | ||
| U | 512 | ||
| V | 512 | ||
| W | 513 | ||
| X | 514 | ||
| Y | 514 | ||
| Z | 514 | ||
| Subject Index | 515 | ||
| A | 515 | ||
| B | 515 | ||
| C | 515 | ||
| D | 517 | ||
| E | 517 | ||
| F | 518 | ||
| G | 518 | ||
| H | 518 | ||
| I | 518 | ||
| J | 519 | ||
| L | 519 | ||
| M | 520 | ||
| N | 521 | ||
| O | 521 | ||
| P | 521 | ||
| R | 522 | ||
| S | 523 | ||
| T | 523 | ||
| U | 524 | ||
| V | 524 | ||
| X | 524 |