Leadership in organizations:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice Hall
2002
|
| Ausgabe: | 5. ed., , international ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 508 S. graph. Darst. |
| ISBN: | 0130323128 0130647500 |
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Datensatz im Suchindex
| _version_ | 1804129442003419136 |
|---|---|
| adam_text | Brief Contents
Preface xvii
CHAPTER 1 Introduction: The Nature of Leadership 1
CHAPTER 2 The Nature of Managerial Work 21
CHAPTER 3 Perspectives on Effective Leadership Behavior 49
CHAPTER 4 Participative Leadership, Delegation,
and Empowerment 80
CHAPTER 5 Dyadic Role Making Theories and Followership 115
CHAPTER 6 Power and Influence 141
CHAPTER 7 Managerial Traits and Skills 175
CHAPTER 8 Contingency Theories of Effective Leadership 208
CHAPTER 9 Charismatic and Transformational Leadership 240
CHAPTER 10 Leading Change in Organizations 273
CHAPTER 11 Leadership in Teams and Decision Groups 305
CHAPTER 12 Strategic Leadership by Executives 341
CHAPTER 13 Developing Leadership Skills 370
CHAPTER 14 Ethical Leadership and Diversity 401
CHAPTER 15 Overview and Integration 423
References 443
Author Index 497
Subject Index 505
iii
Contents
Preface xvii
CHAPTER 1 Introduction: The Nature of Leadership 1
Definitions of Leadership 2
Specialized Role or Shared Influence Process? 3
Type of Influence Process 4
Purpose of Influence Attempts 4
Influence Based on Reason or Emotions 5
Leadership Versus Management 5
A Working Definition of Key Terms 6
Leadership Effectiveness 8
Immediate and Delayed Outcomes 9
What Criteria to Use? 10
Overview of Major Research Approaches 10
Trait Approach 11
Behavior Approach 12
Power Influence Approach 12
Situational Approach 13
Integrative Approach 13
Level of Conceptualization for Leadership 13
Intra Individual Processes 14
Dyadic Processes 15
Group Processes 15
Organizational Processes 16
Other Bases for Comparing Leadership Theories 16
Leader Versus Follower Centered Theory 16
Descriptive Versus Prescriptive Theory 17
Universal Versus Contingency Theory 17
Organization of the Book 18
Summary 19
Review and Discussion Questions 20
Key Terms 20
iv
Contents V
CHAPTER 2 The Nature of Managerial Work 21
Typical Activity Patterns in Managerial Work 21
Pace of Work Is Hectic and Unrelenting 22
Content of Work Is Varied and Fragmented 22
Many Activities Are Reactive 22
Interactions Often Involve Peers and Outsiders 23
Many Interactions Involve Oral Communication 24
Decision Processes Are Disorderly and Political 25
Most Planning Is Informal and Adaptive 26
The Content of Managerial Work 27
Job Description Research 27
Mintzberg s Managerial Roles 28
Role Conflicts 31
A Theory of Demands, Constraints, and Choices 31
Core Components of the Model 31
Situational Determinants 32
Research on Situational Determinants 34
Level of Management 34
Size of Organizational Unit 35
Lateral Interdependence 36
Crisis Situations 37
Stage in the Organizational Life Cycle 37
Changes in the Nature of Managerial Work 38
How Much Discretion Do Managers Have? 39
Limitations of the Descriptive Research 39
Applications for Managers 40
Guidelines for Managing Time 41
Guidelines for Problem Solving 44
Summary 45
Review and Discussion Questions 46
Key Terms 46
Case 47
CHAPTER 3 Perspectives on Effective Leadership Behavior 49
The Ohio State Leadership Studies 49
Leader Behavior Categories 50
Behavior Description Questionnaires 50
Example of a Survey Study 51
Results from the Survey Research 52
The Michigan Leadership Studies 52
Effective Leadership Behaviors 53
Peer Leadership 54
vi Contents
Limitations of Survey Research 54
Biases in Behavior Description Questionnaires 54
Interpreting Causality in Survey Studies 55
Experiments on Task and Relations Behavior 56
Research Using Critical Incidents 57
Limitations of Critical Incident Research 58
The High High Leader 58
Research on the High High Leader 59
Evaluation of Research on the Model 59
Reconciling Universal and Situational Theories 60
Leadership Behavior Taxonomies 61
Sources of Diversity Among Taxonomies 61
Limitations of Factor Based Taxonomies 62
Example of a Taxonomy with Specific Behaviors 63
An Integrating Framework for Classifying Behavior 64
Specific Task Behaviors 67
Planning Work Activities 67
Clarifying Roles and Objectives 68
Monitoring Operations 69
Specific Relations Behaviors 70
Supporting 70
Developing 71
Recognizing 72
Evaluation of the Behavior Approach 74
Summary 75
Review and Discussion Questions 75
Key Terms 76
Cases 76
CHAPTER 4 Participative Leadership, Delegation,
and Empowerment 80
Nature of Participative Leadership 81
Varieties of Participation 81
Consequences of Participation 82
Potential Benefits of Participation 83
Objectives for Different Participants 84
Research on Effects of Participative Leadership 85
Example of Research on Participation 85
Effects of Participation 86
Limitations of Participation Research 87
Normative Decision Model 88
Vroom and Yetton Model 88
Contents 4|^
The Revised Model 90
Research on the Models 91
Conceptual Weaknesses 93
Summary 94
Guidelines for Participative Leadership 94
Diagnosing Decision Situations 94
Encouraging Participation 96
Delegation 98
Varieties of Delegation 98
Potential Advantages of Delegation 99
Reasons for Lack of Delegation 100
Research on Consequences of Delegation 102
Guidelines for Delegating 102
What to Delegate 102
How to Delegate 104
Empowerment 106
Nature of Psychological Empowerment 106
Consequences of Empowerment 107
Facilitating Conditions for Empowerment 107
How Leaders Can Increase Empowerment 109
Summary 109
Review and Discussion Questions 111
Key Terms 111
Cases 112
CHAPTER 5 Dyadic Role Making Theories and Followership 115
Leader Member Exchange Theory 116
Initial Version ofLMX Theory 116
Extended Version of the Theory 117
Measurement of LMX 117
Research on Correlates of LMX 118
Evaluation of LMX Theory and Research 119
Leader Attributions About Subordinates 121
Two Stage Attribution Model 121
Research on the Model 122
Attributions and LMX 122
Impression Management by Followers 123
Applications: Correcting Performance Deficiencies 124
Follower Attributions and Implicit Theories 127
Determinants of Follower Attributions 128
Implicit Leadership Theories 129
Follower Contributions to Effective Leadership 129
The Courageous Follower 130
•iffp Contents
Applications: Guidelines for Followers 130
Self Management 134
Self Management Strategies 134
How Leaders Encourage Self Management 135
Integrating Leader and Follower Roles 136
Summary 136
Review and Discussion Questions 137
Key Terms 138
Cases 138
CHAPTER 6 Power and Influence 141
Conceptions of Power and Authority 142
Power 142
Authority 142
Outcomes of Influence Attempts 142
Influence Processes 143
Power Types and Sources 144
Legitimate Power 145
Reward Power 146
Coercive Power 148
Referent Power 150
Expert Power 151
Information Power 152
Ecological Power 153
How Power Is Acquired or Lost 153
Social Exchange Theory 154
Strategic Contingencies Theory 155
Consequences of Position and Personal Power 156
How Much Power Should Leaders Have? 157
Types of Influence Behavior 159
Rational Persuasion 160
Apprising 161
Inspirational Appeals 161
Consultation 161
Exchange 162
Collaboration 162
Personal Appeals 162
Ingratiation 163
Legitimating Tactics 163
Pressure 163
Coalition Tactics 163
Other Types of Influence Behavior 164
Power and Influence Behavior 164
Contents 4fe
Research on Influence Tactics 166
Directional Differences in Use of Influence Tactics 166
Influence Tactics and Objectives 166
Sequencing of Tactics 167
Effectiveness of Influence Tactics 168
Effectiveness of Tactic Combinations 169
Limitations of Research on Influence Tactics 169
Summary 170
Review and Discussion Questions 171
Key Terms 171
Cases 171
CHAPTER 7 Managerial Traits and Skills 175
Nature of Traits and Skills 175
Early Research on Leader Traits and Skills 177
Major Programs of Research on Leader Traits 178
McClelland s Research on Managerial Motivation 178
Miner s Research on Managerial Motivation 180
Critical Incident Research on Competencies 180
Longitudinal Research with Assessment Centers 181
Research on Managers Who Derail 182
Managerial Traits and Effectiveness 184
Energy Level and Stress Tolerance 184
Self Confidence 185
Internal Locus of Control 185
Emotional Stability and Maturity 186
Personal Integrity 187
Power Motivation 188
Achievement Orientation 189
Need for Affiliation 191
The Big Five Personality Traits 191
Managerial Skills and Effectiveness i92
Technical Skills 192
Conceptual Skills 193
Interpersonal Skills 195
Other Relevant Competencies 196
Emotional Intelligence 196
Social Intelligence 197
Ability to Learn 198
Situational Relevance of Skills 198
Skills Needed at Different Levels 199
Transferability of Skills Across Organizations 200
Requisite Skills and the External Environment 201
mfc Contents
Evaluation of the Trait Research 201
Applications: Guidelines for Managers 202
Summary 203
Review and Discussion Questions 204
Key Terms 204
Cases 205
CHAPTER 8 Contingency Theories of Effective Leadership 208
LPC Contingency Model 209
Leader LPC Score 209
Situational Variables 209
Propositions 210
Research on the Theory 210
Conceptual Weaknesses 211
Summary 211
The Path Goal Theory of Leadership 212
Explanatory Processes 212
Leader Behaviors 212
Situational Variables 213
Major Propositions 213
Research on the Theory 215
Conceptual Weaknesses 216
Summary 216
Leadership Substitutes Theory 216
Subordinate Characteristics 218
Task Characteristics 218
Group and Organization Characteristics 218
Implications for Improving Leadership 219
Research on the Theory 219
Conceptual Weaknesses 219
Summary 220
The Multiple Linkage Model 220
Intervening Variables 220
Situational Influences on Intervening Variables 221
Short Term Actions to Correct Deficiencies 224
Long Term Effects on Group Performance 226
Evaluation of the Multiple Linkage Model 227
Cognitive Resources Theory 227
Propositions 227
Research on Cognitive Resources Theory 229
Limitations of the Research 229
Conceptual Weaknesses 230
General Evaluation of Contingency Theories 230
Contents •!
Applications: Guidelines for Managers 231
Summary 234
Review and Discussion Questions 235
Key Terms 235
Cases 236
CHAPTER 9 Charismatic and Transformational Leadership 240
Two Early Theories 241
Charisma 241
Transforming Leadership 241
Attribution Theory of Charismatic Leadership 241
Leader Traits and Behaviors 242
Influence Processes 242
Facilitating Conditions 243
Self Concept Theory of Charismatic Leadership 243
Indicators of Charisma 244
Key Traits and Behaviors 244
Influence Processes 244
Facilitating Conditions 245
Other Conceptions of Charisma 246
Psychodynamic Processes 246
Social Contagion and Charisma 247
Close and Distant Charisma 248
Routinization of Charisma 249
Consequences of Charismatic Leadership 250
Positive and Negative Charismatics 250
The Dark Side of Charisma 251
Effects of Positive Charismatics 252
Practical Implications for Organizations 252
Transformational Leadership 253
Leader Behaviors 254
Influence Processes 254
Facilitating Conditions 255
Research on the Theories 255
Survey Research 255
Laboratory Experiments 256
Field Experiments 256
Descriptive and Comparative Studies 257
Intensive Case Studies 258
Transformational Versus Charismatic Leadership 260
Evaluation of the Theories 262
Guidelines for Transformational Leadership 263
zS Contents
Summary 266
Review and Discussion Questions 267
Key Terms 268
Cases 268
CHAPTER 10 Leading Change in Organizations 273
Change Processes 273
Resistance to Change 274
Stages in the Change Process 275
Different Types of Organizational Change 276
Change Attitudes or Roles? 276
Technology 277
Competitive Strategy 278
Importance of Diagnosis 278
Influencing Organizational Culture 278
Nature of Organization Culture 278
Primary Ways to Influence Culture 279
Secondary Ways to Influence Culture 280
Cultural Forms 281
Culture and Growth Stages of Organizations 282
Developing a Vision 283
Desirable Characteristics for a Vision 283
Elements of a Vision 283
Procedures for Developing a Vision 286
Implementing Change 288
Political or Organizational Actions 289
Guidelines for People Oriented Actions 292
Increasing Innovation and Learning 294
Learning Organizations 295
Guidelines for Encouraging Innovation and Flexibility 295
Summary 300
Review and Discussion Questions 301
Key Terms 301
Cases 301
CHAPTER 11 Leadership in Teams and Decision Groups 305
Nature of Teams 306
Different Types of Teams 306
Functional Teams 306
Leadership in Functional Teams 306
Cross Functional Teams 310
Potential Benefits 310
Contents J|p
Leadership Challenges 311
Leadership Skills and Behaviors 311
Self Managed Work Teams 313
Potential Advantages 314
Internal Leadership Roles 314
External Leadership Role 315
Research on Self Managed Teams 316
Facilitating Conditions for Self Managed Teams 316
Self Defining Teams 318
Virtual Teams 320
Procedures for Facilitating Team Learning 320
After Activity Reviews 321
Dialogue Sessions 322
Guidelines for Team Building 323
Decision Making in Groups 326
Determinants of Group Processes 326
Leadership Functions in Meetings 328
Task and Group Maintenance Functions 328
Who Should Perform the Leadership Functions 330
Guidelines for Leading Meetings 331
Summary 334
Review and Discussion Questions 335
Key Terms 336
Cases 336
CHAPTER 12 Strategic Leadership by Executives 341
Constraints on Executive Discretion 342
Internal Constraints 342
External Constraints 343
Constraints and Executive Attributes 343
Attributions About Chief Executives 344
Determinants of Attributions 344
Attributions and Executive Discretion 345
Impression Management by Executives 346
Research on Effects of Leadership Succession 346
Evolutionary Change and Strategic Leadership 348
Political Power and Strategic Leadership 350
Executive Tenure and Strategic Leadership 351
Executive Teams 352
Potential Advantages of Executive Teams 353
Executive Teams and Organizational Effectiveness 355
? Contents
Competing Values in Strategic Leadership 356
Monitoring the Environment 357
Guidelines for External Monitoring 359
Formulating Strategy 360
Guidelines for Formulating Strategy 361
Summary 365
Review and Discussion Questions 367
Key Terms 3675
Cases 367
CHAPTER 13 Developing Leadership Skills 370
Leadership Training Programs 371
Designing Effective Training 372
Clear Learning Objectives 372
Clear, Meaningful Content 372
Appropriate Sequencing of Content 373
Appropriate Mix of Training Methods 373
Opportunity for Active Practice 373
Relevant, Timely Feedback 373
Enhancement of Trainee Self Confidence 373
Appropriate Follow Up Activities 374
Special Techniques for Leadership Training 374
Behavior Role Modeling 374
Case Discussion 375
Business Games and Simulations 376
Learning from Experience 378
Amount of Challenge 379
Variety of Tasks or Assignments 379
Relevant Feedback 380
Developmental Activities 380
Multisource Feedback 380
Developmental Assessment Centers 384
Developmental Assignments 385
Job Rotation Programs 386
Action Learning 387
Mentoring 388
Executive Coaching 389
Outdoor Challenge Programs 390
Personal Growth Programs 391
Self Help Activities 392
Facilitating Conditions for Leadership Development 393
Support by the Boss 393
Learning Climate 394
Contents W
Developmental Criteria for Placement Decisions 395
A Systems Perspective on Leadership Development 395
Relationships Among Approaches 395
Integrating Developmental Activities 396
Summary 397
Review and Discussion Questions 398
Key Terms 398
Case 399
CHAPTER 14 Ethical Leadership and Diversity 401
Ethical Leadership 401
General Conceptions of Ethical Leadership 402
Diverse Perspectives on Ethical Leadership 402
Personal Integrity and Ethical Leadership 404
Dilemmas in Evaluating Ethical Leadership 405
Promoting Ethics Versus Opposing Unethical Practices 408
Determinants of Ethical Leadership 409
Future Research on Ethical Leadership 410
Gender and Leadership 410
Sex Based Discrimination 410
Research on Gender Differences 412
Leadership in Different Cultures 413
Importance of Cross Cultural Research 414
Cultural Influences on Leadership Behavior 414
Types of Research and Difficulties 415
Cross Cultural Differences in Leadership Behavior 417
The GLOBE Project 417
Managing Diversity 418
Foster Appreciation and Tolerance of Diversity 419
Provide Equal Opportunity 420
Summary 420
Review and Discussion Questions 421
Key Terms 421
Case 421
CHAPTER 15 Overview and Integration 423
Major Findings in Leadership Research 423
The Leadership Situation 424
Leadership Behavior 424
Power and Influence 426
Traits and Skills 427
Toward an Integrating Conceptual Framework 428
1
I
wi Contents
Biases in the Conceptualization of Leadership 431
Heroic Individuals Versus Shared Leadership 431
Dyadic Versus Collective Focus 433
Importance of Explanatory Processes 434
Summary 434
Controversies About Research Methods 435
Qualitative Versus Quantitative Methods 435
Survey Versus Experimental Studies 436
Level of Analysis 437
Other Methodological Weaknesses 438
Summary 438
Concluding Thoughts 439
The Essence of Effective Leadership 439
The State of the Field 440
Review and Discussion Questions 441
Key Terms 441
References 443
Author Index 497
Subject Index 505
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| edition | 5. ed., , international ed. |
| format | Book |
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| id | DE-604.BV014694521 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T19:05:12Z |
| institution | BVB |
| isbn | 0130323128 0130647500 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009966562 |
| oclc_num | 45661624 |
| open_access_boolean | |
| owner | DE-824 DE-91 DE-BY-TUM DE-19 DE-BY-UBM DE-703 DE-523 DE-83 DE-11 DE-188 |
| owner_facet | DE-824 DE-91 DE-BY-TUM DE-19 DE-BY-UBM DE-703 DE-523 DE-83 DE-11 DE-188 |
| physical | XIX, 508 S. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Yukl, Gary 1940- Verfasser (DE-588)140438564 aut Leadership in organizations Gary Yukl 5. ed., , international ed. Upper Saddle River, NJ Prentice Hall 2002 XIX, 508 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Leadership Leiderschap gtt Management gtt Organisation Prise de décision Führung Decision making Organization Politische Wissenschaft (DE-588)4076229-4 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Führungstheorie (DE-588)4247909-5 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Entscheidungstheorie (DE-588)4138606-1 gnd rswk-swf Führungstechnik (DE-588)4200179-1 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Politische Führung (DE-588)4115584-1 gnd rswk-swf Entscheidungsfindung (DE-588)4113446-1 gnd rswk-swf Führung (DE-588)4018776-7 s Organisation (DE-588)4043774-7 s DE-604 Organisationsverhalten (DE-588)4285859-8 s DE-188 Politische Führung (DE-588)4115584-1 s Entscheidungstheorie (DE-588)4138606-1 s 1\p DE-604 Führungstechnik (DE-588)4200179-1 s Management (DE-588)4037278-9 s 2\p DE-604 Politische Wissenschaft (DE-588)4076229-4 s 3\p DE-604 Führungstheorie (DE-588)4247909-5 s 4\p DE-604 Entscheidungsfindung (DE-588)4113446-1 s 5\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009966562&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 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Yukl, Gary 1940- Leadership in organizations Leadership Leiderschap gtt Management gtt Organisation Prise de décision Führung Decision making Organization Politische Wissenschaft (DE-588)4076229-4 gnd Management (DE-588)4037278-9 gnd Führungstheorie (DE-588)4247909-5 gnd Organisationsverhalten (DE-588)4285859-8 gnd Entscheidungstheorie (DE-588)4138606-1 gnd Führungstechnik (DE-588)4200179-1 gnd Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Politische Führung (DE-588)4115584-1 gnd Entscheidungsfindung (DE-588)4113446-1 gnd |
| subject_GND | (DE-588)4076229-4 (DE-588)4037278-9 (DE-588)4247909-5 (DE-588)4285859-8 (DE-588)4138606-1 (DE-588)4200179-1 (DE-588)4043774-7 (DE-588)4018776-7 (DE-588)4115584-1 (DE-588)4113446-1 |
| title | Leadership in organizations |
| title_auth | Leadership in organizations |
| title_exact_search | Leadership in organizations |
| title_full | Leadership in organizations Gary Yukl |
| title_fullStr | Leadership in organizations Gary Yukl |
| title_full_unstemmed | Leadership in organizations Gary Yukl |
| title_short | Leadership in organizations |
| title_sort | leadership in organizations |
| topic | Leadership Leiderschap gtt Management gtt Organisation Prise de décision Führung Decision making Organization Politische Wissenschaft (DE-588)4076229-4 gnd Management (DE-588)4037278-9 gnd Führungstheorie (DE-588)4247909-5 gnd Organisationsverhalten (DE-588)4285859-8 gnd Entscheidungstheorie (DE-588)4138606-1 gnd Führungstechnik (DE-588)4200179-1 gnd Organisation (DE-588)4043774-7 gnd Führung (DE-588)4018776-7 gnd Politische Führung (DE-588)4115584-1 gnd Entscheidungsfindung (DE-588)4113446-1 gnd |
| topic_facet | Leadership Leiderschap Management Organisation Prise de décision Führung Decision making Organization Politische Wissenschaft Führungstheorie Organisationsverhalten Entscheidungstheorie Führungstechnik Politische Führung Entscheidungsfindung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009966562&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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