Improving leadership performance: interpersonal skills for effective leadership
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York [u.a.]
Prentice Hall
1994
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVI, 278 S. Ill., graph. Darst. |
| ISBN: | 0130437794 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | Contents
Preface to the second edition xi
Preface to the first edition xv
Chapter 1 A skills approach to leadership 1
Introduction 1
Current approaches to leadership theory 3
Interpersonal skills training for managers 11
A skills approach to leadership 15
Ethical considerations 17
Notes and references 20
Chapter 2 The diagnostic skills of leadership 24
Geoff s performance 24
Introduction 25
Identifying performance problems 27
Causes of unsatisfactory performance 28
Identifying solutions to performance problems 34
A performance improvement checklist 36
Goal clarity 37
Ability 38
Task difficulty 40
Intrinsic motivation 41
Extrinsic motivation 44
Feedback 46
Resources 48
Working conditions 49
Personal problems 50
Identifying specific causes and the solution 51
What is the best solution? 52
v
Do I deserve a pat on the back? 52
The checklist in practice 52
Conclusions 53
Exercise 2.1 Critical incidents 56
Notes and references 57
Chapter 3 Perception and judgement 61
Introduction 62
Perception 65
The components of social perception 66
The perceiver 67
The target 1
The situational context ^
The perceptual process: a summary 5
Distortion and bias in person perception 6
Ambiguous events
Past experience
Interpreting people s behaviour 81
Conditions which cue the attributional process 82
Factors influencing attributional judgements 83
Biases influencing attribution 83
Postscript S6
Exercise 3.1 A perceptual analysis °°
Notes and references ^
Chapter 4 Verbal components of manager subordinate
interactions 93
Introduction ^3
The objectives of manager subordinate interaction 94
Gathering information ^
Eliciting information *
Managing the flow of information 1^
Checking agreement concerning actions and events 102
Giving information 106
Influencing behaviour H0
Direction 112
Inducement H**
Handling emotion 121
Reducing negative emotions 124
Increasing positive emotions 131
Reducing positive emotions 131
Exercise 4.1 Recognising question and statement
types 133
Exercise 4.2 Appropriate use of question and
statement types 135
Exercise 4.3 Dealing with emotion and frustration 137
Notes and references 139
Chapter 5 Nonverbal components of manager—subordinate
interactions 141
Introduction 141
Areas of nonverbal communication 144
Substitutes for verbal messages 144
Emotions 145
Liking, friendliness and warmth 154
Status, power and dominance 155
Confidence 156
Deception 156
Regulation of verbal communication 159
Difficulty of expressing verbal messages 160
Variations in nonverbal behaviour 161
Implications for manager subordinate interaction 161
Nonverbal cues exhibited by the manager 162
Interpretation of nonverbal cues exhibited by
the subordinate 165
Exercise 5.1 Identification of nonverbal cues 167
Notes and references 170
Chapter 6 Structural interactions with subordinates 174
Introduction 174
Sequences of components 174
The components employed 177
Purposeful sequences of components 177
The pace of the interaction 184
Listening 186
Reaching a conclusion 187
Overall structure 191
Exercise 6.1 Structuring interactions 195
Notes and references 196
Chapter 7 Approaches to manager—subordinate
interactions 197
Introduction 197
Purpose of the interaction 198
Range of approaches and associated components 199
The Tell approach 199
The Tell and Sell approach 201
Tell and Listen 202
Ask and Tell 203
The Problem Solving approach 204
The Ask and Listen approach 205
Consideration 207
Changing approach during an interaction 210
Syndromes 211
The preconceived ideas syndrome 212
The recycling syndrome 212
The shopping list syndrome 213
The win 4ose syndrome 214
Cosy chat syndrome 215
The good information gatherer 216
The bought easy ride syndrome 216
Conclusions 218
Exercise 7.1 Analysis of an interaction 219
Notes and references 224
Chapter 8 The acquisition and development of leadership
skills 226
Introduction 226
A model of manager subordinate interactions 226
Formal training courses in the interpersonal skills
of leadership 229
Self development approaches to the acquisition of
interpersonal skills 233
The role of feedback in skill development 233
Self development checklists 235
Notes and references 238
Appendix I Critical incidents 239
Appendix II A perceptual analysis 242
Appendix III Question and statement types 245
Appendix IV Dealing with emotion and frustration 247
Appendix V Identification of nonverbal cues 249
Appendix VI Structuring interactions 251
Appendix VII Analysis of an interaction 254
Appendix VIII A training course for the development of the
interpersonal skills of leadership 259
Appendix IX Preparing for an interaction 263
Appendix X Analysing an interaction and identifying learning
points 264
Appendix XI Some hypotheses concerning reasons why interactions
may produce unsatisfactory outcomes 267
Index 271
|
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| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV010601621 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:55:46Z |
| institution | BVB |
| isbn | 0130437794 |
| language | English |
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| physical | XVI, 278 S. Ill., graph. Darst. |
| publishDate | 1994 |
| publishDateSearch | 1994 |
| publishDateSort | 1994 |
| publisher | Prentice Hall |
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| spelling | Wright, Peter L. 1936- Verfasser (DE-588)129091251 aut Improving leadership performance interpersonal skills for effective leadership Peter L. Wright and David S. Taylor 2. ed. New York [u.a.] Prentice Hall 1994 XVI, 278 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management development gtt Führung Leadership Führungsstil (DE-588)4131218-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Führung (DE-588)4018776-7 s DE-604 Führungsstil (DE-588)4131218-1 s Management (DE-588)4037278-9 s 1\p DE-604 Taylor, David S. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007071132&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Wright, Peter L. 1936- Taylor, David S. Improving leadership performance interpersonal skills for effective leadership Management development gtt Führung Leadership Führungsstil (DE-588)4131218-1 gnd Management (DE-588)4037278-9 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4131218-1 (DE-588)4037278-9 (DE-588)4018776-7 |
| title | Improving leadership performance interpersonal skills for effective leadership |
| title_auth | Improving leadership performance interpersonal skills for effective leadership |
| title_exact_search | Improving leadership performance interpersonal skills for effective leadership |
| title_full | Improving leadership performance interpersonal skills for effective leadership Peter L. Wright and David S. Taylor |
| title_fullStr | Improving leadership performance interpersonal skills for effective leadership Peter L. Wright and David S. Taylor |
| title_full_unstemmed | Improving leadership performance interpersonal skills for effective leadership Peter L. Wright and David S. Taylor |
| title_short | Improving leadership performance |
| title_sort | improving leadership performance interpersonal skills for effective leadership |
| title_sub | interpersonal skills for effective leadership |
| topic | Management development gtt Führung Leadership Führungsstil (DE-588)4131218-1 gnd Management (DE-588)4037278-9 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Management development Führung Leadership Führungsstil Management |
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