Holdings: Full range leadership development

Full range leadership development: pathways for people, profit, and planet

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Bibliographic Details
Main Author:	Sosik, John J. (Author)
Format:	Book
Language:	English
Published:	New York [u.a.] Routledge 2010
Subjects:	Führung Leadership Unternehmen Führungslehre
Online Access:	Inhaltsverzeichnis
Item Description:	Includes bibliographical references and index
Physical Description:	XXIII, 394 S. Ill.
ISBN:	9781848728066 9781848728059

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MARC


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adam_text	Contents About the Authors ........................................................................................xv Foreword .....................................................................................................xvii Preface .........................................................................................................xix 1 Introducing Full Range Leadership Development ............................1 Why Full Range Leadership Development Is Essential for Exceptional Performance Today ........................................................3 Leadership for Our Dynamic World and Lives ..............................4 Demographic Changes .........................................................4 Technology Trends ...............................................................4 Geopolitical Alterations ........................................................4 New Generations of Workers Bring New Ideas .....................5 Organizational Modifications ...............................................5 Environmental Issues ............................................................6 And the Research Says .................................................................7 The Components of Full Range Leadership Development Theory ..........9 Laissez-Faire ..................................................................................9 Passive Management-by-Exception ..............................................10 Active Management-by-Exception ...............................................12 Contingent Reward .....................................................................13 The 4Is of Transformational Leadership ......................................13 Idealized Influence .............................................................15 Inspirational Motivation .....................................................15 Intellectual Stimulation ......................................................16 Individualized Consideration .............................................17 Full Range Leadership Development and the History of Leadership Thought ..........................................................................19 Trait Theory .................................................................................19 vi ■ Contents Psychodynamic Theory ................................................................22 Skills Theory ................................................................................23 Emotional Intelligence ........................................................23 Pragmatic or Problem-Solving Leadership Theory ..............24 Style Theory .................................................................................25 Situational Leadership Theory .....................................................26 Contingency Theory ....................................................................27 Path-Goal Theory .......................................................................28 Leader—Member Exchange Theory ..............................................29 Authentic Leadership Theory .......................................................30 Putting Transformational Leadership Into Practice as You Read This Book ....................................................................................32 Meta-Cognition and Critical Questioning ...................................32 Summary Questions and Reflective Exercises .......................................34 Notes ....................................................................................................40 The Full Range Leadership Development System ...........................43 Sidney Pokier and To Sir, With Love .....................................................45 Leadership Is a System ..........................................................................47 Leader ..........................................................................................50 Follower .......................................................................................51 Situation ......................................................................................53 GE and Its Passion for Leadership Development ................54 Confluence of Leader, Follower, and Situation .............................56 Full Range Leadership Systems Thinking .............................................60 Process Model for Understanding Full Range Leadership Development .............................................................61 Outcomes of Leadership at the Individual, Team, and Organizational/Macro Levels .............................................64 Putting Full Range Leadership Development Systems Thinking Into Practice .........................................................................................67 First Step Is the Most Difficult ....................................................67 View Your World Through a FRLD Process Model Lens .............68 Take the Multifactor Leadership Questionnaire Now ..................68 Establish a Personal Leadership Mission Statement .....................71 Find a Learning Partner ...............................................................71 Make FRLD Reflection a Part of Your Schedule ..........................73 Use Self-Rewards and Positive Affirmations .................................73 Set Goals With a Personal Leadership Development Plan ............74 Summary Questions and Reflective Exercises .......................................74 Notes ....................................................................................................77 Contents ■ vii Idealized Influence Behaviors and Attributes: The Humane Side of Transformational Leadership .........................79 The Idealized Leadership of Mohandas Gandhi ....................................82 Idealized Influence Behaviors: Definition and Examples .......................83 Talk About Your Most Important Values and Beliefs ...................84 Talk About the Importance of Trusting Each Other ....................86 Specify the Importance of Having a Strong Sense of Purpose ......88 Consider the Moral/Ethical Consequences of Your Decisions .....89 Emphasize the Importance of Teamwork .....................................91 Champion Exciting New Possibilities That Can Be Achieved Through Teamwork ......................................................92 Idealized Influence Attributes: Definition and Examples ......................93 Instill Pride in Others for Being Associated With You .................93 Go Beyond Self-Interests for the Good of Others ........................95 Act in Ways That Build Others Respect ......................................98 Display a Sense of Power and Confidence ....................................98 Reassure Others That Obstacles Will Be Overcome ...................100 Thinking About Idealized Influence ...................................................101 Close and Distant Leadership ....................................................101 Impression Management, Self-Construals, and Self-Presentation .................................................................102 Desired Identity Images ....................................................103 Hoped-for Possible Selves Versus Actual Selves and Impression Management Tactics ...............................103 Self-Monitoring ................................................................105 Putting Idealized Influence Into Practice ............................................106 Display the Behaviors Described in This Chapter ......................106 Identify and Leverage Your Strengths and Those of Others .......106 Improve Your Perspective-Taking Capacity ................................107 Work on Your Self-Awareness ....................................................107 Gauging Your Leadership Self-Awareness .........................108 Learn About Becoming an Authentic Transformational Leader ........................................................................................112 Summary Questions and Reflective Exercises .....................................112 Notes .................................................................................................. 114 Inspirational Motivation: The Emotional Side of Transformational Leadership .........................................................117 Inspirational Motivation: Definition and Examples ............................120 Talk Optimistically About the Future .......................................120 Talk Enthusiastically About What Needs to Be Accomplished .... 122 viii ■ Contents Articulate a Compelling Vision of the Future ............................124 Provide an Exciting Image of What Is Essential to Consider .....128 Express Confidence That Goals Will Be Achieved .....................130 Thinking About Inspirational Motivation ...........................................132 The Dark Side of Charisma ........................................................132 Personalized Versus Socialized Charismatic Leaders .........133 The Inspiring Leadership of Winston Churchill and the Fatal Attraction of Adolph Hitler .........................136 Perspective-Taking Capacity and Moral Development ......140 The Rhetoric of Inspirational Leadership ...................................141 Putting Inspirational Motivation Into Practice ...................................144 Display the Behaviors Described in This Chapter ......................144 Boost Your Self-Confidence .......................................................145 Write Mission and Vision Statements for Your Organization .....145 Work to Improve Your Public Speaking Ability .........................146 Use Storytelling Techniques to Articulate Your Vision ..............147 Build Consensus Around Your Vision .......................................148 Summary Questions and Reflective Exercises .....................................149 Notes ..................................................................................................152 Intellectual Stimulation: The Rational Side of Transformational Leadership .......................155 The Dynamic Leadership Duo of Anne Mulcahy and Ursula Burns at Xerox ..................................................................158 Intellectual Stimulation: Definition and Behavioral Examples ............159 Reexamine Critical Assumptions to Question Whether They Are Appropriate ................................................................159 Seek Different Perspectives When Solving Problems ..................161 Get Others to Look at Problems From Many Different Angles.... 163 Suggest New Ways of Looking at How to Complete Assignments ..............................................................165 Encourage Nontraditional Thinking to Deal With Traditional Problems ........................................................168 Encourage Rethinking Those Ideas That Have Never Been Questioned Before ............................................................170 Thinking About Intellectual Stimulation ............................................171 Roadblocks to Intellectual Stimulation ......................................171 Your Organization ............................................................173 Your Leader ......................................................................173 Your Followers ..................................................................174 Contents ■ ix Your Problem Orientation ................................................ 174 Yoursel£............................................................................175 Intellectual Stimulation and Pragmatic/ Problem-Solving Leadership .......................................................175 Putting Intellectual Stimulation Into Practice .....................................179 Display the Behaviors Described in This Chapter ......................179 Use Brainstorming .....................................................................179 Promote the Use of Fantasy .......................................................180 Imagine Alternative States .........................................................181 Learn to Think Differently ........................................................182 Ask Challenging Questions .......................................................183 Reverse the Figure and Ground .................................................184 Summary Questions and Reflective Exercises .....................................185 Notes ..................................................................................................188 Individualized Consideration: The Nurturing Side of Transformational Leadership .....................191 The Developmental Power of Pat Summitt .........................................193 Individualized Consideration: Definition and Behavioral Examples... 195 Consider Individuals as Having Different Needs, Abilities, and Aspirations From Others .....................................................196 Treat Others as Individuals Rather Than a Member of a Group... 199 Listen Attentively to Others Concerns ......................................202 Help Others Develop Their Strengths ........................................204 Spend Time Teaching and Coaching .........................................205 Promote Self-Development ........................................................207 Thinking About Individualized Consideration ...................................208 Individuation .............................................................................209 Diversity Leadership Issues ...............................................210 Diversimilarity and Transformational Leadership ............212 Mentoring ..................................................................................214 Benefits of Mentoring .......................................................214 Mentoring Functions ........................................................215 Mentoring and Transformational Leadership ...................215 Two Faces of Transformational Leadership: Empowerment and Dependency ........................................................................216 Developing Followers Through Delegation ................................217 Putting Individualized Consideration Into Practice ............................218 Display the Behaviors Described in This Chapter ......................218 Become Interested in the Weil-Being of Others .........................219 Contents Celebrate Diversity ....................................................................219 Establish Mentoring Programs in Your Organization ................220 Create Strategies for Continuous Personal Improvement ...........220 Summary Questions and Reflective Exercises .....................................221 Notes ..................................................................................................224 7 Contingent Reward and Management-by-Exception Active: The Two Faces of Transactional Leadership ..................................227 The Transactional Leadership of Sam Palmisano at IBM ....................229 Contingent Reward — Definition and Behavioral Examples ................230 Set Goals for and With Followers ..............................................233 Suggest Pathways to Meet Performance Expectations ................234 Actively Monitor Followers Progress and Provide Supportive Feedback ..................................................................235 Provide Rewards When Goals Are Attained ..............................236 Management-by-Exception Active — Definition and Behavioral Examples ....................................................................237 Closely Monitor Work Performance for Errors ..........................238 Focus Attention on Mistakes, Complaints, Failures, Deviations, and Infractions .......................................................241 Arrange to Know If and When Things Go Wrong ....................243 Thinking About Transactional Leadership ..........................................244 When Is MBE-A Appropriate? ...................................................244 Goal Setting ..............................................................................245 Set SMARTER Goals .......................................................247 Extrinsic Rewards and Punishments ..........................................248 Timing of Rewards ...........................................................250 Advantages and Disadvantages of Extrinsic Rewards ........250 Putting Transactional Leadership Into Practice ..................................252 Applying Contingent Reward Leadership ..................................252 Display the Behaviors Described in This Chapter .............252 Give Praise When It Is Deserved ......................................253 Provide the Resources Needed by Followers to Reach Their Goals ........................................................253 Use Rewards to Support Six Sigma and Total Quality Management Initiatives ....................................................254 Applying ΜΒΕΆ Leadership .....................................................255 Display the Behaviors Described in This Chapter .............255 Set Standards ....................................................................256 Preach Accountability and Responsibility .........................256 Assess Risk and Be Alert ...................................................256 Contents ■ xi Summary Questions and Reflective Exercises .....................................258 Notes ..................................................................................................260 8 Management-by-Exception Passive and Laissez-Faire: Inactive Forms of Leadership ........................................................263 The Legacy of Lazy Leaders ................................................................265 Management-by-Exception Passive — Definition and Behavioral Examples ....................................................................266 Intervene Only If Standards Are Not Met .................................267 Wait for Things to Go Wrong Before Taking Action .................269 Believe That If It Ain t Broke, Don t Fix It ..............................270 React to Mistakes Reluctantly ...................................................271 Laissez-Faire — Definition and Behavioral Examples ..........................272 Avoid Getting Involved, Making Decisions, or Solving Problems ...................................................................273 Be Absent When Needed ...........................................................275 Delay and Fail to Follow Up ......................................................276 Avoid Emphasizing Results ........................................................277 Thinking About Inactive Forms of Leadership ....................................278 Social Loafing and Free Riding Are Outcomes of Passive Leadership .................................................................278 Should You Let Things Settle Naturally? ...................................279 Is It Empowerment or Just Laissez-Faire? ...................................281 Exception Reporting and Reactive Leadership ...........................282 Putting Passive Forms of Leadership Into Practice ..............................283 Applying MBEP Leadership ......................................................283 Display the Behaviors Described in This Chapter .............283 Place Energy on Maintaining the Status Quo ...................284 Enforce Corrective Action When Followers Make Mistakes ...........................................................................284 Fix the Problem and Get Back to Coasting Along ............285 Applying Laissez-Faire Leadership .............................................286 Please Avoid the Behaviors Described in This Chapter ......286 Talk About Getting Things Done, But Let Others Take the Lead ...................................................................287 Show Lack of Interest When Things Go Wrong ...............288 Let Things Settle Naturally ..............................................289 Summary Questions and Reflective Exercises .....................................289 Notes ..................................................................................................291 xii ■ Contents 9 Sharing Full Range Leadership Within Teams.............................293 Team Leadership Lessons From the Beatles ........................................295 Carry That Weight .....................................................................295 Don t Let Me Down ..................................................................296 Come Together ..........................................................................296 Tell Me What You See ...............................................................297 Within You Without You ...........................................................298 Team Leadership Defined ...................................................................298 Thinking About FRLD in Groups and Teams ....................................300 What s in a Name? Differences Between Groups and Teams .....301 Information and Workflow ...............................................301 Synergy .............................................................................302 Individual Versus Mutual Accountability .........................304 Overlapping Versus Complementary Skill Sets .................305 Shared Leadership and the Miracle on Ice .................................307 Levels of Team Development .....................................................310 Putting FRLD Into Practice in Teams ................................................312 Instill Pride in Team Members for Being Associated With the Team ..........................................................................312 Go Beyond Self-interest for the Good of the Team ....................313 Emphasize the Importance of Having a Collective Sense of Mission ..................................................................................314 Help Your Team Members to Develop Their Strengths ..............315 Summary Questions and Reflective Exercises .....................................316 Notes ..................................................................................................319 10 Full Range Leadership Development for Strategic, Social, and Environmental Initiatives .........................................................321 Steve Jobs and the Resurrection of Apple ............................................323 Strategic Leadership Defined ..............................................................324 Strategic Leadership and the Balanced Scorecard ......................325 How FRLD Enhances This Process ...........................................330 Triple Bottom Line ....................................................................333 Thinking About Full Range Leadership Development as a Strategic and Social Intervention ..................................................334 Social Entrepreneurship .............................................................334 Social Entrepreneurship in Action ....................................336 Environmental, Health, and Safety Issues in the Workplace ......339 Environmental Leadership Initiatives ........................................342 Putting Full Range Leadership Development Into Practice at the Strategic Level ...............................................................................344 Contents ■ xiii Use Transformational Leadership Measures for Promotion and Transfer .......................................................344 Recruit and Select the Best ........................................................345 Use Transformational Leadership as a Career Development Tool .....................................................................345 Reengineer Jobs and Processes ...................................................345 Build a Strong Brand and Corporate Image ...............................346 Periodically Examine and Redesign Your Organizational Structure ...........................................................347 More Evidence That FRLD Promotes Prosperity and Weil-Being .......348 Empowering Women With FRLD ............................................349 Life-Changing Experience .........................................................349 Creating Sustainable Changes With FRLD ...............................350 Raising Funds and Lifting Spirits With FRLD ..........................351 Developing Righteous Minds Through FRLD ..........................352 Negating the Naysayers With FRLD .........................................353 A Most Noble Form of Transformational Leadership ................354 Summary Questions and Reflective Exercises .....................................355 Notes ..................................................................................................357 Appendix: Master of Leadership Development Program ........................359 Author Index ..............................................................................................371 Subject Index ..............................................................................................377
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spelling	Sosik, John J. Verfasser (DE-588)160965446 aut Full range leadership development pathways for people, profit, and planet John J. Sosik ; Don I. Jung New York [u.a.] Routledge 2010 XXIII, 394 S. Ill. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Führung Leadership Führung (DE-588)4018776-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Führungslehre (DE-588)4247908-3 gnd rswk-swf Führung (DE-588)4018776-7 s Unternehmen (DE-588)4061963-1 s DE-604 Führungslehre (DE-588)4247908-3 s Jung, Don I. Sonstige oth Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020609176&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Sosik, John J. Full range leadership development pathways for people, profit, and planet Führung Leadership Führung (DE-588)4018776-7 gnd Unternehmen (DE-588)4061963-1 gnd Führungslehre (DE-588)4247908-3 gnd
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title	Full range leadership development pathways for people, profit, and planet
title_auth	Full range leadership development pathways for people, profit, and planet
title_exact_search	Full range leadership development pathways for people, profit, and planet
title_full	Full range leadership development pathways for people, profit, and planet John J. Sosik ; Don I. Jung
title_fullStr	Full range leadership development pathways for people, profit, and planet John J. Sosik ; Don I. Jung
title_full_unstemmed	Full range leadership development pathways for people, profit, and planet John J. Sosik ; Don I. Jung
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title_sort	full range leadership development pathways for people profit and planet
title_sub	pathways for people, profit, and planet
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topic_facet	Führung Leadership Unternehmen Führungslehre
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