Leadership: theory and practice
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Thousand Oaks, Calif.
Sage
2007
|
| Edition: | 4. ed. |
| Subjects: | |
| Online Access: | http://www.loc.gov/catdir/enhancements/fy0661/2006020191-t.html http://www.loc.gov/catdir/enhancements/fy0664/2006020191-d.html http://www.loc.gov/catdir/enhancements/fy0734/2006020191-b.html Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and indexes |
| Physical Description: | XX, 395 S. Ill., graph. Darst. |
| ISBN: | 141294161X 9781412941617 |
Staff View
MARC
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| 245 | 1 | 0 | |a Leadership |b theory and practice |c Peter G. Northouse |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Thousand Oaks, Calif. |b Sage |c 2007 | |
| 300 | |a XX, 395 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 500 | |a Includes bibliographical references and indexes | ||
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Leadership - Cas, Études de | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Leadership -- Case studies | |
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Record in the Search Index
| _version_ | 1804137281620017152 |
|---|---|
| adam_text | Contents
Preface xvii
Special Features xviii
Audience xix
Acknowledgments xix
1. Introduction 1
Leadership Defined 2
Ways of Conceptualizing Leadership 2
Definition and Components 3
Leadership Described 4
Trait Versus Process Leadership 4
Assigned Versus Emergent Leadership 5
Leadership and Power 7
Leadership and Coercion 8
Leadership and Management 9
Plan of the Book 12
Summary 12
References 13
2. Trait Approach 15
Description 15
Intelligence 19
Self Confidence 19
Determination 20
Integrity 20
Sociability 20
Five Factor Personality Model and Leadership 21
Emotional Intelligence 22
How Does the Trait Approach Work? 23
Strengths 24
Criticisms 25
Application 26
Case Studies 27
Case 2.1: Choosing a New Director of Research 27
Case 2.2: A Remarkable Turnaround 29
Case 2.3: Recruiting for the Bank 30
Leadership Instrument 32
Leadership Trait Questionnaire (LTQ) 33
Scoring Interpretation 33
Summary 34
References 36
3. Skills Approach 39
Description 39
Three Skill Approach 40
Technical Skill 40
Human Skill 41
Conceptual Skill 42
Summary of the Three Skill Approach 42
Skills Model 43
Competencies 44
Problem Solving Skills 44
Social Judgment Skills 45
Knowledge 47
Individual Attributes 48
General Cognitive Ability 48
Crystallized Cognitive Ability 49
Motivation 49
Personality 50
Leadership Outcomes 50
Effective Problem Solving 50
Performance 50
Career Experiences 51
Environmental Influences 52
Summary of the Skills Model 53
How Does the Skills Approach Work? 53
Strengths 54
Criticisms 55
Application 56
Case Studies 56
Case 3.1: A Strained Research Team 57
Case 3.2: A Shift for Lieutenant Colonel Adams 59
Case 3.3: Andy s Recipe 61
Leadership Instrument 63
Skills Inventory 65
Scoring 66
Scoring Interpretation 66
Summary 66
References 68
4. Style Approach 69
Description 69
The Ohio State Studies 70
The University of Michigan Studies 71
Blake and Mouton s Managerial (Leadership) Grid 72
Authority Compliance (9,1) 73
Country Club Management (1,9) 73
Impoverished Management (1,1) 74
Middle of the Road Management (5,5) 75
Team Management (9,9) 75
Paternalism/Maternalism 75
Opportunism 75
How Does the Style Approach Work? 76
Strengths 78
Criticisms 79
Application 80
Case Studies 80
Case 4.1: A Drill Sergeant at First 81
Case 4.2: Eating Lunch Standing Up 82
Case 4.3: Enhancing the Department s Culture 83
Leadership Instrument 85
Style Questionnaire 86
Scoring 87
Scoring Interpretation 87
Summary 87
References 88
5. Situational Approach 91
Description 91
Leadership Styles 93
Development Levels 94
How Does the Situational Approach Work? 95
Strengths 96
Criticisms 97
Application 00
Case Studies 101
Case 5.1: What Style Do I Use? 101
Case 5.2: Why Aren t They Listening? 103
Case 5.3: Getting the Message Across 104
Leadership Instrument 105
Situational Leadership: A Brief Questionnaire 107
Scoring Interpretation 09
Summary 110
References 11
6. Contingency Theory H3
Description 1 3
Leadership Styles ! 4
Situational Variables 14
How Does Contingency Theory Work? 116
Strengths I 7
Criticisms 118
Application , 120
Case Studies 12°
Case 6.1: No Control Over the Student Council 121
Case 6.2: Giving Him a Hard Time 121
Case 6.3: What s the Best Leader Match? 122
Leadership Instrument 123
Least Preferred Coworker (LPC) Measure 124
Scoring Interpretation 125
Summary 125
References 126
7. Path Goal Theory 127
Description 127
Leader Behaviors 129
Directive Leadership 129
Supportive Leadership 130
Participative Leadership 130
Achievement Oriented Leadership 130
Subordinate Characteristics 131
Task Characteristics 132
How Does Path Goal Theory Work? 133
Strengths 135
Criticisms 136
Application 137
Case Studies 138
Case 7.1: Three Shifts, Three Supervisors 138
Case 7.2: Direction for Some, Support for Others 140
Case 7.3: Marathon Runners at Different Levels 142
Leadership Instrument 144
Path Goal Leadership Questionnaire 146
Scoring 147
Scoring Interpretation 147
Summary 148
References 149
8. Leader Member Exchange Theory 151
Description ] 51
Early Studies 152
Later Studies 154
Leadership Making 155
How Does LMX Theory Work? 157
Strengths 158
Criticisms 159
Application 161
Case Studies 162
Case 8.1: His Team Gets the Best Assignments 163
Case 8.2: Working Hard at Being Fair 164
Case 8.3: Taking On Additional Responsibilities 166
Leadership Instrument 168
LMX 7 Questionnaire 169
Scoring Interpretation 1 70
Summary 171
References 172
9. Transformational Leadership 175
Description 175
Transformational Leadership Defined 176
Transformational Leadership and Charisma 177
A Model of Transformational Leadership 179
Transformational Leadership Factors 181
Idealized Influence 181
Inspirational Motivation 183
Intellectual Stimulation 183
Individualized Consideration 183
Transactional Leadership Factors 185
Contingent Reward 185
Management by Exception 185
Nonleadership Factor 186
Laissez Faire 186
Other Transformational Perspectives 186
Bennis and Nanus 186
Kouzes and Posner 188
Model the Way 188
Inspire a Shared Vision 188
Challenge the Process 188
Enable Others to Act 189
Encourage the Heart 189
How Does the Transformational Approach Work? 189
Strengths 191
Criticisms 192
Application 194
Case Studies 195
Case 9.1: The Vision Failed 196
Case 9.2: Students Dig It 197
Case 9.3: Her Vision Was a Model Research Center 199
Leadership Instrument 201
Summary 202
Sample Items From the Multifactor Leadership
Questionnaire (MLQ) Form 5X Short 203
References 204
10. Team Leadership 207
Susan E. Kogler Hill
Description 207
Team Leadership Model 209
Leadership Decisions 210
Leadership Decision 1: Should I
Monitor the Team or Take Action? 211
Leadership Decision 2: Should I
Intervene to Meet Task or Relational Needs? 213
Leadership Decision 3: Should I
Intervene Internally or Externally? 213
Leadership Actions 214
Internal Task Leadership Actions 215
Internal Relational Leadership Actions 215
External Environmental Leadership Actions 216
Team Effectiveness 217
Clear, Elevating Goal 218
Results Driven Structure 219
Competent Team Members 219
Unified Commitment 219
Collaborative Climate 220
Standards of Excellence 220
External Support and Recognition 220
Principled Leadership 221
How Does the Team Leadership Model Work? 223
Strengths 224
Criticisms 225
Application 226
Case Studies 227
Case 10.1: Can This Virtual Team Work? 227
Case 10.2: They Dominated the Conversation 229
Case 10.3: Starts With a Bang,
Ends With a Whimper 230
Leadership Instrument 231
Team Excellence and
Collaborative Team Leader Questionnaire 233
Scoring Interpretation 234
Summary 234
References 235
11. Psvchodynamic Approach 237
Ernest L. Stech
Description 237
Background 239
Eric Berne and Transactional Analysis 240
Sigmund Freud and Personality Types 243
Carl Jung and Personality Types 246
Functions and Preferences 248
Types and Leadership 249
Sixteen Types and Leadership 251
Dealing With Followers 252
How Does the Psychodynamic Approach Work? 254
Strengths 255
Criticisms 256
Case Studies 257
Case 11.1: Not the Type Who Sees the Big Picture 257
Case 11.2: Staff Meeting Problems 258
Case 11.3: Unexpected Reactions 259
Leadership Instrument 260
Psychodynamic Approach Survey 261
Scoring 262
Scoring Interpretation 262
Summary 263
References 264
12. Women and Leadership 265
Crystal L. Hoyt
Description 265
Gender and Leadership Styles 266
Gender and Leadership Effectiveness 267
The Glass Ceiling 268
Evidence of the Glass Ceiling 268
Motives for Removing the Barriers 270
Explaining the Glass Ceiling 270
Human Capital Differences 270
Gender Differences 273
Prejudice 275
Breaking the Glass Ceiling 278
Strengths 281
Criticisms 282
Application 283
Case Studies 284
Case 12.1: The Glass Ceiling 284
Case 12.2: Lack of Inclusion and Credibility 285
Case 12.3: Pregnancy as a Barrier to Job Status 286
Leadership Instrument 287
The Gender Leader Implicit Association Test 288
Scoring 291
Summary 291
References 293
13. Culture and Leadership 301
Description 301
Culture Defined 302
Related Concepts 303
Ethnocentrism 303
Prejudice 304
Dimensions of Culture 305
Uncertainty Avoidance 306
Power Distance 306
Institutional Collectivism 306
In Group Collectivism 307
Gender Egalitarianism 307
Assertiveness 307
Future Orientation 307
Performance Orientation 307
Humane Orientation 308
Clusters of World Cultures 308
Characteristics of Clusters 309
Anglo 310
Confucian Asia 310
Eastern Europe 310
Germanic Europe 310
Latin America 3 12
Latin Europe 312
Middle East 312
Nordic Europe 3 12
Southern Asia 3 13
Sub Saharan Africa 3 I 3
Leadership Behavior and Culture Clusters 313
Eastern Europe Leadership Profile 314
Latin America Leadership Profile 315
Latin Europe Leadership Profile 315
Confucian Asia Leadership Profile 3 16
Nordic Europe Leadership Profile 317
Anglo Leadership Profile 317
Sub Saharan Africa Leadership Profile 318
Southern Asia Leadership Profile 319
Germanic Europe Leadership Profile 319
Middle East Leadership Profile 321
Universally Desirable and
Undesirable Leadership Attributes 321
Strengths 322
Criticisms 324
Application 326
Case Studies 326
Case 13.1: A Challenging Workplace 327
Case 13.2: A Special Kind of Financing 328
Case 13.3: Whose Hispanic Center Is It? 330
Leadership Instrument 333
Dimensions of Culture Questionnaire 334
Scoring 336
Scoring Interpretation 336
Summary 337
References 339
14. Leadership Ethics 341
Description 341
Ethics Defined 342
Ethical Theories 343
Centrality of Ethics to Leadership 346
Heifetz s Perspective on Ethical Leadership 347
Burns s Perspective on Ethical Leadership 348
Greenleaf s Perspective on Ethical Leadership 348
Principles of Ethical Leadership 350
Ethical Leaders Respect Others 351
Ethical Leaders Serve Others 351
Ethical Leaders Are Just 352
Ethical Leaders Are Honest 354
Ethical Leaders Build Community 355
Strengths 356
Criticisms 357
Application 358
Case Studies 358
Case 14.1: A Struggling Company
With Not Enough Cash 359
Case 14.2: How Safe Is Safe? 360
Case 14.3: Reexamining a Proposal 362
Leadership Instrument 363
Perceived Leader Integrity Scale (PLIS) 365
Scoring 366
Scoring Interpretation 366
Summary 367
References 368
Name Index 371
Subject Index 379
About the Author 393
About the Contributors 395
|
| adam_txt |
Contents
Preface xvii
Special Features xviii
Audience xix
Acknowledgments xix
1. Introduction 1
Leadership Defined 2
Ways of Conceptualizing Leadership 2
Definition and Components 3
Leadership Described 4
Trait Versus Process Leadership 4
Assigned Versus Emergent Leadership 5
Leadership and Power 7
Leadership and Coercion 8
Leadership and Management 9
Plan of the Book 12
Summary 12
References 13
2. Trait Approach 15
Description 15
Intelligence 19
Self Confidence 19
Determination 20
Integrity 20
Sociability 20
Five Factor Personality Model and Leadership 21
Emotional Intelligence 22
How Does the Trait Approach Work? 23
Strengths 24
Criticisms 25
Application 26
Case Studies 27
Case 2.1: Choosing a New Director of Research 27
Case 2.2: A Remarkable Turnaround 29
Case 2.3: Recruiting for the Bank 30
Leadership Instrument 32
Leadership Trait Questionnaire (LTQ) 33
Scoring Interpretation 33
Summary 34
References 36
3. Skills Approach 39
Description 39
Three Skill Approach 40
Technical Skill 40
Human Skill 41
Conceptual Skill 42
Summary of the Three Skill Approach 42
Skills Model 43
Competencies 44
Problem Solving Skills 44
Social Judgment Skills 45
Knowledge 47
Individual Attributes 48
General Cognitive Ability 48
Crystallized Cognitive Ability 49
Motivation 49
Personality 50
Leadership Outcomes 50
Effective Problem Solving 50
Performance 50
Career Experiences 51
Environmental Influences 52
Summary of the Skills Model 53
How Does the Skills Approach Work? 53
Strengths 54
Criticisms 55
Application ' 56
Case Studies 56
Case 3.1: A Strained Research Team 57
Case 3.2: A Shift for Lieutenant Colonel Adams 59
Case 3.3: Andy's Recipe 61
Leadership Instrument 63
Skills Inventory 65
Scoring 66
Scoring Interpretation 66
Summary 66
References 68
4. Style Approach 69
Description 69
The Ohio State Studies 70
The University of Michigan Studies 71
Blake and Mouton's Managerial (Leadership) Grid 72
Authority Compliance (9,1) 73
Country Club Management (1,9) 73
Impoverished Management (1,1) 74
Middle of the Road Management (5,5) 75
Team Management (9,9) 75
Paternalism/Maternalism 75
Opportunism 75
How Does the Style Approach Work? 76
Strengths 78
Criticisms 79
Application 80
Case Studies 80
Case 4.1: A Drill Sergeant at First 81
Case 4.2: Eating Lunch Standing Up 82
Case 4.3: Enhancing the Department's Culture 83
Leadership Instrument 85
Style Questionnaire 86
Scoring 87
Scoring Interpretation 87
Summary 87
References 88
5. Situational Approach 91
Description 91
Leadership Styles 93
Development Levels 94
How Does the Situational Approach Work? 95
Strengths 96
Criticisms 97
Application ' 00
Case Studies 101
Case 5.1: What Style Do I Use? 101
Case 5.2: Why Aren't They Listening? 103
Case 5.3: Getting the Message Across 104
Leadership Instrument 105
Situational Leadership: A Brief Questionnaire 107
Scoring Interpretation ' 09
Summary 110
References 11'
6. Contingency Theory H3
Description 1' 3
Leadership Styles !'4
Situational Variables ' 14
How Does Contingency Theory Work? 116
Strengths I'7
Criticisms 118
Application , 120
Case Studies 12°
Case 6.1: No Control Over the Student Council 121
Case 6.2: Giving Him a Hard Time 121
Case 6.3: What's the Best Leader Match? 122
Leadership Instrument 123
Least Preferred Coworker (LPC) Measure 124
Scoring Interpretation 125
Summary 125
References 126
7. Path Goal Theory 127
Description 127
Leader Behaviors 129
Directive Leadership 129
Supportive Leadership 130
Participative Leadership 130
Achievement Oriented Leadership 130
Subordinate Characteristics 131
Task Characteristics 132
How Does Path Goal Theory Work? 133
Strengths 135
Criticisms 136
Application 137
Case Studies 138
Case 7.1: Three Shifts, Three Supervisors 138
Case 7.2: Direction for Some, Support for Others 140
Case 7.3: Marathon Runners at Different Levels 142
Leadership Instrument 144
Path Goal Leadership Questionnaire 146
Scoring 147
Scoring Interpretation 147
Summary 148
References 149
8. Leader Member Exchange Theory 151
Description ] 51
Early Studies 152
Later Studies 154
Leadership Making 155
How Does LMX Theory Work? 157
Strengths 158
Criticisms 159
Application 161
Case Studies 162
Case 8.1: His Team Gets the Best Assignments 163
Case 8.2: Working Hard at Being Fair 164
Case 8.3: Taking On Additional Responsibilities 166
Leadership Instrument 168
LMX 7 Questionnaire 169
Scoring Interpretation 1 70
Summary 171
References 172
9. Transformational Leadership 175
Description 175
Transformational Leadership Defined 176
Transformational Leadership and Charisma 177
A Model of Transformational Leadership 179
Transformational Leadership Factors 181
Idealized Influence 181
Inspirational Motivation 183
Intellectual Stimulation 183
Individualized Consideration 183
Transactional Leadership Factors 185
Contingent Reward 185
Management by Exception 185
Nonleadership Factor 186
Laissez Faire 186
Other Transformational Perspectives 186
Bennis and Nanus 186
Kouzes and Posner 188
Model the Way 188
Inspire a Shared Vision 188
Challenge the Process 188
Enable Others to Act 189
Encourage the Heart 189
How Does the Transformational Approach Work? 189
Strengths 191
Criticisms 192
Application 194
Case Studies 195
Case 9.1: The Vision Failed 196
Case 9.2: Students Dig It 197
Case 9.3: Her Vision Was a Model Research Center 199
Leadership Instrument 201
Summary 202
Sample Items From the Multifactor Leadership
Questionnaire (MLQ) Form 5X Short 203
References 204
10. Team Leadership 207
Susan E. Kogler Hill
Description 207
Team Leadership Model 209
Leadership Decisions 210
Leadership Decision 1: Should I
Monitor the Team or Take Action? 211
Leadership Decision 2: Should I
Intervene to Meet Task or Relational Needs? 213
Leadership Decision 3: Should I
Intervene Internally or Externally? 213
Leadership Actions 214
Internal Task Leadership Actions 215
Internal Relational Leadership Actions 215
External Environmental Leadership Actions 216
Team Effectiveness 217
Clear, Elevating Goal 218
Results Driven Structure 219
Competent Team Members 219
Unified Commitment 219
Collaborative Climate 220
Standards of Excellence 220
External Support and Recognition 220
Principled Leadership 221
How Does the Team Leadership Model Work? 223
Strengths 224
Criticisms 225
Application 226
Case Studies 227
Case 10.1: Can This Virtual Team Work? 227
Case 10.2: They Dominated the Conversation 229
Case 10.3: Starts With a Bang,
Ends With a Whimper 230
Leadership Instrument 231
Team Excellence and
Collaborative Team Leader Questionnaire 233
Scoring Interpretation 234
Summary 234
References 235
11. Psvchodynamic Approach 237
Ernest L. Stech
Description 237
Background 239
Eric Berne and Transactional Analysis 240
Sigmund Freud and Personality Types 243
Carl Jung and Personality Types 246
Functions and Preferences 248
Types and Leadership 249
Sixteen Types and Leadership 251
Dealing With Followers 252
How Does the Psychodynamic Approach Work? 254
Strengths 255
Criticisms 256
Case Studies 257
Case 11.1: Not the Type Who Sees the Big Picture 257
Case 11.2: Staff Meeting Problems 258
Case 11.3: Unexpected Reactions 259
Leadership Instrument 260
Psychodynamic Approach Survey 261
Scoring 262
Scoring Interpretation 262
Summary 263
References 264
12. Women and Leadership 265
Crystal L. Hoyt
Description 265
Gender and Leadership Styles 266
Gender and Leadership Effectiveness 267
The Glass Ceiling 268
Evidence of the Glass Ceiling 268
Motives for Removing the Barriers 270
Explaining the Glass Ceiling 270
Human Capital Differences 270
Gender Differences 273
Prejudice 275
Breaking the Glass Ceiling 278
Strengths 281
Criticisms 282
Application 283
Case Studies 284
Case 12.1: The Glass Ceiling 284
Case 12.2: Lack of Inclusion and Credibility 285
Case 12.3: Pregnancy as a Barrier to Job Status 286
Leadership Instrument 287
The Gender Leader Implicit Association Test 288
Scoring 291
Summary 291
References 293
13. Culture and Leadership 301
Description 301
Culture Defined 302
Related Concepts 303
Ethnocentrism 303
Prejudice 304
Dimensions of Culture 305
Uncertainty Avoidance 306
Power Distance 306
Institutional Collectivism 306
In Group Collectivism 307
Gender Egalitarianism 307
Assertiveness 307
Future Orientation 307
Performance Orientation 307
Humane Orientation 308
Clusters of World Cultures 308
Characteristics of Clusters 309
Anglo 310
Confucian Asia 310
Eastern Europe 310
Germanic Europe 310
Latin America 3 12
Latin Europe 312
Middle East 312
Nordic Europe 3 12
Southern Asia 3 13
Sub Saharan Africa 3 I 3
Leadership Behavior and Culture Clusters 313
Eastern Europe Leadership Profile 314
Latin America Leadership Profile 315
Latin Europe Leadership Profile 315
Confucian Asia Leadership Profile 3 16
Nordic Europe Leadership Profile 317
Anglo Leadership Profile 317
Sub Saharan Africa Leadership Profile 318
Southern Asia Leadership Profile 319
Germanic Europe Leadership Profile 319
Middle East Leadership Profile 321
Universally Desirable and
Undesirable Leadership Attributes 321
Strengths 322
Criticisms 324
Application 326
Case Studies 326
Case 13.1: A Challenging Workplace 327
Case 13.2: A Special Kind of Financing 328
Case 13.3: Whose Hispanic Center Is It? 330
Leadership Instrument 333
Dimensions of Culture Questionnaire 334
Scoring 336
Scoring Interpretation 336
Summary 337
References 339
14. Leadership Ethics 341
Description 341
Ethics Defined 342
Ethical Theories 343
Centrality of Ethics to Leadership 346
Heifetz's Perspective on Ethical Leadership 347
Burns's Perspective on Ethical Leadership 348
Greenleaf's Perspective on Ethical Leadership 348
Principles of Ethical Leadership 350
Ethical Leaders Respect Others 351
Ethical Leaders Serve Others 351
Ethical Leaders Are Just 352
Ethical Leaders Are Honest 354
Ethical Leaders Build Community 355
Strengths 356
Criticisms 357
Application 358
Case Studies 358
Case 14.1: A Struggling Company
With Not Enough Cash 359
Case 14.2: How Safe Is Safe? 360
Case 14.3: Reexamining a Proposal 362
Leadership Instrument 363
Perceived Leader Integrity Scale (PLIS) 365
Scoring 366
Scoring Interpretation 366
Summary 367
References 368
Name Index 371
Subject Index 379
About the Author 393
About the Contributors 395 |
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| discipline | Soziologie Psychologie Arbeitswissenschaften Wirtschaftswissenschaften |
| discipline_str_mv | Soziologie Psychologie Arbeitswissenschaften Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV023049351 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:24:01Z |
| indexdate | 2024-07-09T21:09:48Z |
| institution | BVB |
| isbn | 141294161X 9781412941617 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016252752 |
| oclc_num | 846091637 |
| open_access_boolean | |
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| owner_facet | DE-19 DE-BY-UBM DE-91 DE-BY-TUM DE-703 DE-521 DE-11 |
| physical | XX, 395 S. Ill., graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Sage |
| record_format | marc |
| spelling | Northouse, Peter Guy Verfasser (DE-588)128958774 aut Leadership theory and practice Peter G. Northouse 4. ed. Thousand Oaks, Calif. Sage 2007 XX, 395 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and indexes Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Führung (DE-588)4018776-7 s DE-604 http://www.loc.gov/catdir/enhancements/fy0661/2006020191-t.html http://www.loc.gov/catdir/enhancements/fy0664/2006020191-d.html http://www.loc.gov/catdir/enhancements/fy0734/2006020191-b.html HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016252752&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Northouse, Peter Guy Leadership theory and practice Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4522595-3 |
| title | Leadership theory and practice |
| title_auth | Leadership theory and practice |
| title_exact_search | Leadership theory and practice |
| title_exact_search_txtP | Leadership theory and practice |
| title_full | Leadership theory and practice Peter G. Northouse |
| title_fullStr | Leadership theory and practice Peter G. Northouse |
| title_full_unstemmed | Leadership theory and practice Peter G. Northouse |
| title_short | Leadership |
| title_sort | leadership theory and practice |
| title_sub | theory and practice |
| topic | Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Führung (DE-588)4018776-7 gnd |
| topic_facet | Leadership Leadership - Cas, Études de Führung Leadership -- Case studies Fallstudiensammlung |
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