Leadership: theory and practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles [u.a.]
Sage
2010
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XVI, 435 S. Ill., graph. Darst. |
| ISBN: | 9781412974882 |
Internformat
MARC
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| 100 | 1 | |a Northouse, Peter Guy |e Verfasser |0 (DE-588)128958774 |4 aut | |
| 245 | 1 | 0 | |a Leadership |b theory and practice |c Peter G. Northouse |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a Los Angeles [u.a.] |b Sage |c 2010 | |
| 300 | |a XVI, 435 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Leadership |v Case studies | |
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Datensatz im Suchindex
| _version_ | 1804140979601539072 |
|---|---|
| adam_text | Titel: Leadership
Autor: Northouse, Peter Guy
Jahr: 2010
Contents
Preface xiii
Special Features xiv
Audience xiv
Acknowledgments xv
1. Introduction 1
Leadership Defined 2
Ways of Conceptualizing Leadership 2
Definition and Components 2
Leadership Described 4
Trait Versus Process Leadership 4
Assigned Versus Fanergent Leadership S
Leadership and Power 7
Leadership and Coercion 9
leadership and Management 9
Plan of the Book 12
Summary 12
References 14
2. Trait Approach 15
Description 1 t
Intelligence 20
Self-Confidcnce 20
Determination 20
Integrity 21
Sociability 21
Five-Factor Personality Model and Leadership 22
Kmotional Intelligence 2^
1 low Does the Trait Approach Work? 24
Strengths 2^
Criticisms 26
27
Application
Case Studies 28
Case 2.1 Choosing a New Director of Research 28
Case 2.2 A Remarkable Turnaround 30
Case 2.3 Recruiting for the Bank 51
Leadership Instrument
Leadership Trait Questionnaire (LTQ) 34
Summary
References
Skills Approach
Description
Three-Skill Approach 40
Skills Model 43
How Does the Skills Approach Work? 52
Strengths 54
Criticisms 54
Application 5 ?
Case Studies 56
Case 3.1 A Strained Research Team 57
Case 3.2 A Shift for Lieutenant Colonel Adams 58
Case 3.3 Andy s Recipe 61
Leadership Instrument 63
Skills Inventory 64
Summary 65
References 66
Style Approach 69
Description 69
The Ohio State Studies 70
The University of Michigan Studies 71
Blake and Mouton s Managerial (Leadership) Grid 72
Paternalism/Maternalism 75
Opportunism 75
How Does the Style Approach Work? 77
Strengths 78
Criticisms 79
Application 79
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 84
Style Questionnaire 85
Summary 86
References 88
5. Situational Approach 89
Description 89
Leadership Styles 91
Development Levels 92
How Does the Situational Approach Work? 93
Strengths 94
Criticisms 95
Application 98
Case Studies 99
Case 5.1 What Style Do I Use? 99
Case 5.2 Why Aren t The}- Listening? 100
Case 5.3 Getting the Message Across 102
Leadership Instrument 103
Situational Leadership 104
Summary 107
References 108
6. Contingency Theory 111
Description 113
Leadership Styles 111
Situational Variables 112
How Does Contingency Theory Work? 114
Strengths 11
Criticisms 116
Application 118
Case Studies 11S
Case 6.1 No Control Oxer the Student Council 119
Case 6.2 Giving Him a Hard Time 119
Case 6.3 What s the Best Leader Match? 120
Leadership Instrument 121
Least Preferred Coworker (LPC) Measure 122
Summary 123
References 123
¦)
9.
Path-Goal Theory 125
Description 125
Leader Behaviors 127
Subordinate Characteristics 129
Task Characteristics 130
How Does Path-Goal Theory Work? 131
Strengths 132
Criticisms 133
Application 135
Case Studies 136
Case 7.1 Three Shifts, Three Supervisors 136
Case 7.2 Direction for Some, Support for Others 138
Case 7.3 Marathon Runners at Different Levels 140
Leadership Instrument 142
Path-Goal Leadership Questionnaire 143
Summary 144
References 145
Leader-Member Exchange Theory 147
Description 147
Early Studies 147
Later Studies 150
Leadership Making 151
How Does LMX Theory Work? 154
Strengths 155
Criticisms 156
Application 157
Case Studies 159
Case 8.1 His Team Gets the Best Assignments 159
Case 8.2 Working Hard at Being Fair 161
Case 8.3 Taking on Additional Responsibilities 162
Leadership Instrument 164
LMX 7 Questionnaire 165
Summary- 166
References 168
Transformational Leadership 171
Description 171
Transformational Leadership Defined 172
Transformational Leadership and Charisma 173
A Model of Transformational Leadership 175
Other Transformational Perspectives 182
How Does the Transformational Approach Work? 185
Strengths 186
Criticisms 188
Application 190
Case Studies 191
Case 9.1The Vision Failed 191
Case 9.2 Students Dig It 193
Case 9.3 Her Vision of a Model
Research Center 195
Leadership Instrument 198
Sample Items From the Multifaetor Leadership
Questionnaire (MLQ) Form 5X-Short 199
Summary 200
References 201
10. Authentic Leadership 205
Description 205
Authentic Leadership Defined 206
Approaches to Authentic Leadership 208
How Does Authentic Leadership Theory Work? 221
Strengths 221
Criticisms 223
Application 224
Case Studies 225
Case 10.1 Am I Really a Leader? 22 5
Case 10.2 Moving Mountains for
Education and Peace 228
Case 10.3 The Reluctant First Lady 231
Leadership Instrument 235
Authentic Leadership Self-Assessment
Questionnaire 236
Summary 237
References 239
11. Team Leadership 241
Susan bl. KoglerHill
Description 241
Team Leadership Model 243
12.
13.
How Does the Team Leadership Model Work? 256
Strengths 258
Criticisms 259
Application 260
Case Studies 261
Case 11.1 Can This Virtual Team Work? 261
Case 11.2 They Dominated the Conversation 262
Case 11.3 Starts With a Bang, Ends With a Whimper 263
Leadership Instrument 265
Team Excellence and Collaborative
Team Leader Questionnaire 267
Summary 268
References 269
Psychodynamic Approach 271
Ernest L. Stech
Description 271
Eric Berne and Transactional Analysis 274
Sigmund Freud and Personality Types 277
Social Character and a Shift in
Leadership Perspective 280
Carl Jung and Personality Types 282
Types and Leadership 286
How Does the Psychodynamic Approach Work? 290
Strengths 291
Criticisms 292
Case Studies 293
Case 12.1 Not the Type Who Sees the Big Picture 293
Case 12.2 Staff Meeting Problems 295
Case 12.3 Unexpected Reactions 296
Leadership Instrument 296
Psychodynamic Approach Survey 297
Summary 299
References 299
Women and Leadership 301
Crystal L. Hoyt
Description 301
Gender and Leadership Styles 302
Gender and Leadership Effectiveness 303
The Glass Ceiling Turned Labyrinth 304
Strengths 316
Criticisms 317
Application 318
Case Studies 319
Case 13.1 The Glass Ceiling 319
Case 13.2 Lack of Inclusion and Credibility 320
Case 13.3 Pregnancy as a Barrier to Job Status 321
Leadership Instrument 322
The Gender-Leader Implicit Association Test 323
Summary 326
Note 327
References 327
14. Culture and Leadership 335
Description 335
Culture Defined 336
Related Concepts 336
Dimensions of Culture 338
Clusters of World Cultures 342
Characteristics of Clusters 342
Leadership Behavior and Culture Clusters 347
Universally Desirable and Undesirable 356
Leadership Attributes
Strengths 358
Criticisms 359
Application 360
Case Studies 361
Case 14.1 A Challenging Workplace 361
Case 14.2 A Special Kind of Financing 363
Case 14.3 Whose Hispanic Center Is It7 365
Leadership Instrument 368
Dimensions of Culture Questionnaire 369
Summary 373
Notes 375
References 375
15. Leadership Ethics 377
Description 377
Ethics Defined 378
Ethical Theories 3~8
Centralitv of Ethics to I x-adership 382
Heifet/ s Perspective on Ethical Leadership 383
Burns s Perspective on Ethical Leadership 384
Greenleaf s Perspective on Ethical Leadership 384
Principles of Ethical Leadership 386
Strengths 393
Criticisms 394
Application 395
Case Studies 395
Case 15.1 A Struggling Company 396
Without Enough Cash
Case 15.2 How Safe Is Safe? 397
Case 15.3 Reexamining a Proposal 399
Leadership Instrument 401
Perceived Leader Integrity Scale (PLIS) 402
Summary 404
References 405
Author Index 409
Subject Index 415
About the Author 433
About the Contributors 435
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| spelling | Northouse, Peter Guy Verfasser (DE-588)128958774 aut Leadership theory and practice Peter G. Northouse 5. ed. Los Angeles [u.a.] Sage 2010 XVI, 435 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Führung Leadership 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 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018855441&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Leadership theory and practice |
| title_auth | Leadership theory and practice |
| title_exact_search | 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 |
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| topic | Führung Leadership Leadership Case studies Führung (DE-588)4018776-7 gnd |
| topic_facet | Führung Leadership Leadership Case studies Fallstudiensammlung |
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