The leadership experience:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Fort Worth [u.a.]
Harcourt College
2002
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | 638 S. graph. Darst. |
| ISBN: | 0030335728 |
Staff View
MARC
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| 245 | 1 | 0 | |a The leadership experience |c Richard L. Daft |
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Record in the Search Index
| _version_ | 1804129627254292480 |
|---|---|
| adam_text | PART ONE Introduction to Leadership i
CHAPTER 1 What Does It Mean to Be a Leader? 2
The Nature of Leadership 4
Definition of Leadership S
Leadership and the Business of Living 6
The New Reality for Today s Organizations 8
From Cherishing Stability to Valuing Change 9
From Control to Empowerment 10
From Competition to Collaboration 11
From Things to Relationships 11
From Uniformity to Diversity 12
Comparing Management and Leadership 14
Providing Direction 17
Alignment 17
Relationships 18
Personal Leadership Qualities 19
Outcomes 21
Where Have All the Leaders Gone? 21
Leadership Is Not Automatic 23
Learning the Art and Science of
Leadership 26
Rest of the Book 26
Summary and Interpretation 28
Key Terms 29
Discussion Questions 29
LEADERSHIP DEVELOPMENT: Personal Feedback
Your Leadership Potential 30
LEADERSHIP DEVELOPMENT: Cases for Analysis
Sales Engineering Division 31
Airstar, Inc. 32
References 34
Contents
PART TWO Research Perspectives on
Leadership 39
CHAPTER 2 Traits, Behaviors, and Relationships 40
The Trait Approach 43
Behavior Approaches 50
Autocratic versus Democratic Leadership 50
Ohio State Studies 52
University of Michigan Studies 54
The Leadership Grid 55
How Grid Styles Emerge 57
Theories of a High High Leader 59
Dyadic Approaches 61
Vertical Dyad Linkage Model 61
Leader Member Exchange 63
Partnership Building 64
Systems and Networks 64
Summary and Interpretation 66
Key Terms 67
Discussion Questions 67
LEADERSHIP DEVELOPMENT: Personal Feedback
Rate Your Self Confidence 67
LEADERSHIP DEVELOPMENT: Cases for Analysis
Consolidated Products 69
D. L. Woodside, Sunshine Snacks 71
References 72
CHAPTER 3 Contingency Approaches 76
The Contingency Approach 79
Fiedler s Contingency Model 80
Leadership Style 80
Situation 81
Contingency Theory 82
xi
xii Contents
Hersey and Blanchard s Situational Theory 86
Path Goal Theory 90
Leader Behavior 90
Situational Contingencies 92
Use of Rewards 92
The Vroom Jago Contingency Model 95
Leader Participation Styles 96
Diagnostic Questions 97
Selecting a Decision Style 98
Substitutes for Leadership 102
Summary and Interpretation 105
Key Terms 105
Discussion Questions 106
LEADERSHIP DEVELOPMENT: Personal Feedback
T P Leadership Questionnaire: An Assessment of
Style 106
LEADERSHIP DEVELOPMENT: Cases for Analysis
Alvis Corporation 109
Finance Department 110
References 112
PART THREE The Personal Side of
Leadership 115
CHAPTER 4 The Leader as an Individual 116
Personality and Leadership 119
A Model of Personality 119
Personality Traits and Leader Behavior 123
Values and Attitudes 126
Instrumental and End Values 127
How Attitudes Affect Leadership 130
Cognitive Differences 134
Patterns of Thinking and Brain Dominance 134
Problem Solving Styles: The Myers Briggs Type
Indicator 139
Personality and Leadership Style: The Role of
Charisma 141
What Makes a Charismatic Leader? 145
The Black Hat of Charisma 146
Transactional versus Transformational
Leadership 147
Transactional Leadership 147
Transformational Leadership 148
Summary and Interpretation 149
Key Terms 150
Discussion Questions 151
LEADERSHIP DEVELOPMENT: Personal Feedback
Personality Assessment: Jung s Typology and the
Myers Briggs Type Indicator 152
LEADERSHIP DEVELOPMENT: Cases for Analysis
International Bank 157
The Deadlocked Committee 158
References 160
CHAPTER 5 Leadership Mind and Heart 164
Leader Capacity versus Competence 167
Mental Models 168
Assumptions 168
Perception: How Leaders Interpret Experience 169
Developing a Leader s Mind 172
Independent Thinking 172
Open Mindedness 173
Systems Thinking 175
Personal Mastery 177
Emotional Intelligence—Leading with Heart
and Mind 178
What Are Emotions? 178
The Components of Emotional Intelligence 181
Implications for Leadership 183
Leading with Love versus Leading with
Fear 184
Fear in Organizations 185
Bringing Love to Work 186
Why Followers Respond to Love 188
Summary and Interpretation 189
Key Terms 190
Discussion Questions 190
LEADERSHIP DEVELOPMENT: Personal Feedback
Emotional Intelligence 191
LEADERSHIP DEVELOPMENT: Cases for Analysis
The New Boss 192
The USS Florida 194
References 196
CHAPTER 6 Courage and Moral Leadership 200
Moral Leadership Today 203
The Ethical Climate in U.S. Business 203
The Leadership Dilemma 205
Becoming a Moral Leader 206
Leadership Control versus Service 210
Authoritarian Management 211
Participative Management 212
Stewardship 212
Servant Leadership 213
Building an Ethical Culture 216
Leadership Courage 219
What Is Courage? 219
Moral Courage 224
Sources of Personal Courage 226
Summary and Interpretation 228
Key Terms 229
Discussion Questions 229
LEADERSHIP DEVELOPMENT: Personal Feedback
Moral Leadership 229
LEADERSHIP DEVELOPMENT: Cases for Analysis
Young Leaders Council 231
The Boy, the Girl, the Ferryboat Captain, and the
Hermits 232
References 233
CHAPTER 7 Followership 238
The Role of Followers 240
Styles of Followership 241
The Leader s Role in Developing Effective
Followers 245
The Courageous Follower 246
Courage to Assume Responsibility 248
Contents xiii
Courage to Serve 248
Courage to Challenge 248
Courage to Participate in Transformation 249
Courage to Leave 249
Sources of Follower Courage 251
Developing Personal Potential 251
From Dependence to Independence 253
Effective Interdependence 253
Sources of Power 254
Personal Sources 254
Position Sources 255
Strategies for Effective Followership 255
Be a Resource for the Leader 256
Help the Leader Be a Good Leader 257
Build a Relationship with the Leader 257
View the Leader Realistically 259
What Followers Want 259
Building a Community of Followers 260
Summary and Interpretation 262
Key Terms 262
Discussion Questions 262
LEADERSHIP DEVELOPMENT: Personal Feedback
The Power of Followership 263
LEADERSHIP DEVELOPMENT: Cases for Analysis
General Products Britain 265
Trams Discount Store 266
References 268
PART FOUR The Leader as Relationship
Builder 271
CHAPTER 8 Motivation and Empowerment 272
Leadership and Motivation 275
Intrinsic and Extrinsic Rewards 276
Higher versus Lower Needs 277
Needs Based Theories of Motivation 280
Hierarchy of Needs Theory 280
Two Factor Theory 282
Acquired Needs Theory 284
xiv Contents
Other Motivational Theories 285
Reinforcement Perspective on Motivation 285
Expectancy Theory 287
Equity Theory 289
The Carrot and Stick Controversy 290
Empowerment 294
Reasons for Empowerment 296
Elements of Empowerment 297
Empowerment Applications 298
Implementing Empowerment 300
Organization Wide Motivational
Programs 300
Summary and Interpretation 302
Key Terms 303
Discussion Questions 304
LEADERSHIP DEVELOPMENT: Personal Feedback
Your Approach to Motivating Others 304
LEADERSHIP DEVELOPMENT: Cases for Analysis
The Parlor 306
Cub Scout Pack 81 308
References 309
CHAPTER 9 Leadership Communication 314
How Leaders Communicate 317
Management Communication 317
Leader Communication 318
Creating an Open Communication
Climate 320
Listening and Discernment 322
Dialogue 325
Discernment 327
Rich Communication Channels 330
Stories and Metaphors 333
Symbols and Informal Communication 335
Feedback and Learning 336
Communicating to Develop Followers 338
Organizational Learning 339
Summary and Interpretation 340
Key Terms 340
Discussion Questions 341
LEADERSHIP DEVELOPMENT: Personal Feedback
Listening Self Inventory 341
LEADERSHIP DEVELOPMENT: Cases for Analysis
The Superintendent s Directive 343
Imperial Metal Products 344
References 346
CHAPTER 1 0 Leading Teams 350
Teams in Organizations 353
What Is a Team? 353
Types of Teams 355
Functional Teams 356
Cross Functional Teams 357
Evolution to Self Directed Teams 358
Virtual Teams 359
Global Teams 361
Team Leadership 363
The Team Leader s Personal Role 363
Guiding Team Effectiveness 366
Understanding Team Characteristics 367
Size 367
Diversity 367
Interdependence 368
Leading Team Dynamics 370
Meeting Task and Socio emotional Needs 370
Team Development 372
Team Norms 375
Team Cohesiveness 376
Handling Team Conflict 378
Causes of Conflict 379
Styles to Handle Conflict 379
Other Approaches 381
Summary and Interpretation 382
Key Terms 382
Discussion Questions 383
LEADERSHIP DEVELOPMENT: Personal Feedback
Assess Your Team Leadership Skills 383
LEADERSHIP DEVELOPMENT: Cases for Analysis
Valeria Scientific Corporation 385
Burgess Industries 387
References 389
CHAPTER 1 1 Developing Leadership Diversity 394
Diversity Today 399
Definition of Diversity 399
The Reality of Diversity 400
The Need for Organizational Diversity 401
Ways Women Lead 404
Global Diversity 406
The Socio cultural Environment 407
Leadership Implications 411
Challenges Minorities Face 411
Leadership Initiatives toward Organizational
Diversity 415
Organizational Stages of Diversity Awareness 415
Barriers to Evolution 418
Leadership Solutions 420
Leading Diverse Organizations 420
Summary and Interpretation 424
Key Terms 425
Discussion Questions 425
LEADERSHIP DEVELOPMENT: Personal Feedback
A Passive Bias Quiz 426
LEADERSHIP DEVELOPMENT: Cases for Analysis
Northern Industries 427
The Trouble with Bangles 429
References 430
CHAPTER 12 Leadership Power and Influence 434
Leadership Frames of Reference 436
The Structural Frame 437
The Human Resource Frame 438
The Political Frame 438
The Symbolic Frame 438
Contents XV
Power, Influence, and Leadership 440
Five Types of Leader Power 441
Responses to the Use of Power 444
The Role of Dependency 445
Sources of Leader Power in
Organizations 448
Increasing Power through Political
Activity 451
Political Tactics for Asserting Influence 452
Ethical Considerations in Using Power and
Politics 456
Summary and Interpretation 458
Key Terms 459
Discussion Questions 459
LEADERSHIP DEVELOPMENT: Personal Feedback
Personal Power Profile 459
LEADERSHIP DEVELOPMENT: Cases for Analysis
The Unhealthy Hospital 461
Waite Pharmaceuticals 462
References 464
PART FIVE The Leader as Social Architect 467
CHAPTER 1 3 Creating Vision and Strategic
Direction 468
Strategic Leadership 471
Leadership Vision 472
What Vision Does 476
Common Themes of Vision 479
A Vision Works at Multiple Levels 481
Mission 484
Strategy Formulation 487
Core Competence 489
Synergy 489
Value Creation 490
Strategy in Action 490
The Leader s Contribution 493
Stimulating Vision and Action 493
XVi Contents
How Leaders Decide 495
The Leader s Impact 497
Summary and Interpretation 498
Key Terms 499
Discussion Questions 499
LEADERSHIP DEVELOPMENT: Personal Feedback
Visionary Leadership 500
LEADERSHIP DEVELOPMENT: Cases for Analysis
Metropolis Police Department 501
The Visionary Leader 502
References 504
CHAPTER 1 4 Shaping Culture and Values 508
Organizational Culture 511
What Is Culture? 511
Importance of Culture 513
Culture Strength and Adaptation 515
Culture Gap 516
Shaping Culture 518
Ceremonies 520
Stories 520
Symbols 521
Specialized Language 521
Selection and Socialization 522
Daily Actions 522
Shaping Values 524
The Competing Values Approach 524
Ethical Values in Organizations 529
Values Based Leadership 530
Personal Ethics 530
Organizational Structure and Systems 531
Summary and Interpretation 532
Key Terms 533
Discussion Questions 533
LEADERSHIP DEVELOPMENT: Personal Feedback
Culture Preference Inventory 534
LEADERSHIP DEVELOPMENT: Cases for Analysis
Lisa Benavides, Forest International 536
Acme and Omega 537
References 539
CHAPTER 1 5 Designing and Leading a Learning
Organization 542
The Evolution of Leadership 544
Context of Organizational Leadership 545
Framework 545
Implications 548
From Efficient Performance to the Learning
Organization 549
Organization Structure 550
Vertical Structure 551
Horizontal Structure 552
Task versus Roles 554
Mechanistic and Organic Processes 554
From Routine Tasks to Empowered Roles 555
Systems versus Networks 556
Competitive versus Linked Strategy 559
Rigid versus Adaptive Culture 560
The Leader s Challenge 562
E commerce and the Learning
Organization 563
Summary and Interpretation 567
Key Terms 568
Discussion Questions 568
LEADERSHIP DEVELOPMENT: Personal Feedback
How Resilient Are You? 569
LEADERSHIP DEVELOPMENT: Cases for Analysis
The Fairfax County Social Welfare Agency 570
Acworth Systems 572
References 573
CHAPTER 1 6 Leading Change 576
Change or Perish 579
Leading Major Change 582
The Focus of Change 585
Overcoming Resistance to Change 587
Why Do People Resist Change? 588
Overcoming Resistance 590
The Negative Impact of Change 591
The Two Faces of Change 591
Leadership and Downsizing 591
Moving the Organization Forward—The Role
of Creativity 595
Leading Creativity in Organizations and People 595
Stages in the Personal Creative Process 599
Leading Culture Change 602
Total Quality Management 603
Organizational Development 603
Large Group Interventions 604
Summary and Interpretation 606
Contents xvii
Key Terms 607
Discussion Questions 607
LEADERSHIP DEVELOPMENT: Personal Feedback
Are You a Change Leader? 608
LEADERSHIP DEVELOPMENT: Cases for Analysis
Southern Discomfort 609
Resistance to Change 611
References 612
Index 617
Credits 635
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| spelling | Daft, Richard L. Verfasser aut The leadership experience Richard L. Daft 2. ed. Fort Worth [u.a.] Harcourt College 2002 638 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Leadership Führung Führung (DE-588)4018776-7 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Management (DE-588)4037278-9 s Führung (DE-588)4018776-7 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010053293&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 | Daft, Richard L. The leadership experience Leadership Führung Führung (DE-588)4018776-7 gnd Management (DE-588)4037278-9 gnd |
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| title | The leadership experience |
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| title_full | The leadership experience Richard L. Daft |
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