Leadership :theory and practice /Peter G. Northouse.

Book

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Community of Christ Library

Name/Title

Leadership :theory and practice /Peter G. Northouse.

Description

Introduction -- Trait approach -- Skills approach -- Style approach -- Situational approach -- Contingency theory -- Path-goal theory -- Leader-member exchange theory -- Transformational leadership -- Team leadership / Susan E. Kogler Hill -- Psychodynamic approach / Ernest L. Stech -- Women and leadership / Crystal L. Hoyt -- Culture and leadership -- Leadership ethics.^^Preface --Special features --Audience --Acknowledgments --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 --Summary --References --2.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 --Case 2.1 : Choosing a new director of research --Case 2.2 : A remarkable turnaround --Case 2.3 : Recruiting for the bank --Leadership instrument --Leadership trait questionnaire (LTQ) --Scoring interpretation --Summary --References --3.Skills approach --Description --Three-skill approach --Technical skill --Human skill --Conceptual skill --Summary of the three-skill approach --Skills model --Problem-solving skills --Social judgment skills --Knowledge --Individual attributes --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 --Case 3.1 : A strained research team --Case 3.2 : A shift for Lieutenant Colonel Adams --Case 3.3 : Andy's recipe --Leadership instrument --Skills inventory --Scoring --Scoring interpretation --Summary --References --4.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 --Case 4.1 : A drill sergeant at first --Case 4.2 : Eating lunch standing up --Case 4.3 : Enhancing the department's culture --Leadership instrument --Style questionnaire --Scoring --Scoring interpretation --Summary --References.^^5.Situational approach --Description --Leadership styles --Development levels --How does the situational approach work? --Strengths --Criticisms --Application --Case studies --Case 5.1 : What style do I use? --Case 5.1 : Why aren't they listening? --Case 5.3 : Getting the message across --Leadership instrument --Situational leadership : a brief questionnaire --Scoring interpretation --Summary --References --6.Contingency approach --Description --Leadership styles --Situational variables --How does contingency theory work? --Strengths --Criticisms --Application --Case studies --Case 6.1 : No control over the student council --Case 6.2 : Giving him a hard time --Case 6.3 : What's the best leader match? --Leadership instrument --Least preferred coworker (LPC) measure --Scoring interpretation --Summary --References --7.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 --Case 7.1 : Three shifts, three supervisors --Case 7.2 : Direction for some, support for others --Case 7.3 : Marathon runners at different levels --Leadership instrument --Path-goal leadership questionnaire --Scoring --Scoring interpretation --Summary --References.^^8.Leader-member exchange theory --Description --Early studies --Later studies --Leadership making --How does LMX theory work? --Strengths --Criticisms --Application --Case studies --Case 8.1 : His team gets the best assignments --Case 8.2 : Working hard at being fair --Case 8.3 : Taking on additional responsibilities --Leadership instrument --LMX 7 questionnaire --Scoring interpretation --Summary --References --9.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 --Case 9.1 : The vision failed --Case 9.2 : Students dig it --Case 9.3 : Her vision was a model research center --Leadership instrument --Summary --Sample items from the multifactor leadership questionnaire (MLQ) form 5X-short --References.^^10.Team leadership /Susan E. Kogler Hill --Description --Team leadership model --Leadership decisions --Leadership decisions 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 --t 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 --Case 10.1 : Can this virtual team work? --Case 10.2 : They dominated the conversation --Case 10.3 : Starts with a bang, ends with a whimper --Leadership instrument --Team excellence and collaborative team leader questionnaire --Scoring interpretation --Summary --References --11.Psychodynamic approach /Ernest L. Stech --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 --Case 11.1 : Not the type who sees the big picture --Case 11.2 : Staff meeting problems --Case 11.3 : Unexpected reactions --Leadership instrument --Psychodynamic approach survey --Scoring --Scoring interpretation --Summary --References --12.Women and leadership /Crystal L. Hoyt --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 --Case 12.1 : The glass ceiling --Case 12. 2 : Lack of inclusion and credibility --Case 12.3 : Pregnancy as a barrier to job status --Leadership instrument --The gender-leader implicit association test --Scoring --Summary --References --13.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 --Case 13.1 : A challenging workplace --Case 13.2 : A special kind of financing --Case 13.3 : Whose Hispanic center is it? --Leadership instrument --Dimensions of culture questionnaire --Scoring --Scoring interpretation --Summary --References --14.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 --Case 14.1 : A struggling company with not enough cash.^^Case 14.2 : How safe is safe? --Case 14.3 : Reexamining a proposal --Leadership instrument --Perceived leader integrity scale (PLIS) --Scoring --Scoring interpretation --Summary --References --Name index --Subject index --About the author --About the contributors. xx, 395 pages :illustrations ;23 cm

Book Details

Author

Northouse, Peter Guy.

Publication Subjects

Leadership. Leadership--Case studies. Leadership--Case studies. Leadership. Leadership--Cas, {acute}Etudes de. Leadership.--fast--(OCoLC)fst00994701 F{uml}uhrung.--(DE-588)4018776-7--gnd F{uml}uhrung.--idszbz F{uml}uhrung.--swd

Call No.

HM1261 .N67 2007

ISBN

141294161X, 9781412941617

LCCN

2006020191

Notes

Bibliography Note: Includes bibliographical references and indexes. Carrier type: volumencrdacarrier Media type: unmediatednrdamedia Publication Info: Thousand Oaks :SAGE Publications,{copy}2007.