Verfügbarkeit: The art and science of leadership

The art and science of leadership:

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Bibliographische Detailangaben
1. Verfasser:	Nahavandi, Afsaneh (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Upper Saddle River, N.J. Pearson Prentice Hall 2009
Ausgabe:	5. ed., [internat. ed.]
Schlagworte:	Führung Leadership Leadership > Cross-cultural studies Kulturelle Identität
Online-Zugang:	Table of contents Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references (p. 359-392) and indexes
Beschreibung:	XXIII, 406 S. graph. Darst. 24 cm
ISBN:	9780132089951 0132089955

Internformat

MARC


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Datensatz im Suchindex

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adam_text	Brief Conteifl: Preface xvii Part і: Building Blocks і Chapter 1 Definition and Significance of Leadership 3 Chapter 2 The Global and Cultural Contexts 33 Chapter 3 Early Theories: The Foundations of Modern Leadership 66 Chapter 4 Individual Differences and Traits 110 Chapter 5 Power and Leadership 159 Part II: Contemporary Concepts 191 Chapter 6 New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers 193 Chapter 7 Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits 225 Part III: Leading 265 Chapter 8 Participative Management and Leading Teams 267 Chapter 9 Leading Change 298 Chapter 10 Developing Leaders 329 References 359 Author Index 393 Subject Index 400 vu Contesi Preface xvii Part і: Building Blocks і CHAPTER 1 Definition and Significance of Leadership 3 Effective Leadership 3 What Is Leadership ? Who Is a Leader? 3 What Is Effectiveness ? When Is a Leader Effective ? 4 Why Do We Need Leaders ? 8 Obstacles to Effective Leadership 8 Leadership and Management 10 Roles and Functions of Leaders 11 Managerial Roles 11 Functions of the Leader: Creation and Maintenance of an Organizational Culture 12 Does Leadership Make a Difference? 15 Arguments against the Impact of Leadership 16 Arguments for the Impact of Leadership 17 Reconciling the Differences 17 Changes in Organizations and Expectations of Leaders 18 New Roles for Leaders 18 Factors Fueling Changes 20 Barriers to Change 23 Summary and Conclusions 24 Leadership Challenge: Moving to Leadership 26 Review and Discussion Questions 27 Exercise 1-1: What Is Leadership? 28 Exercise 1-2: Images of Leadership 29 Exercise 1-3: Understanding the Leadership Context 30 Leadership in Action: JetBlue s David Neeleman Reinvents an Airline 31 CHAPTER 2 The Global and Cultural Contexts 33 Definition and Levels of Culture 33 Definition and Characteristics 34 Levels of Culture 34 Models of National Culture 36 Hall s High-Context and Low-Context Cultural Framework 36 Hofstede s Five Cultural Dimensions 38 ІХ Contents Trompenaars s Dimensions of Culture 40 Global Leadership and Organizational Behavior Effectiveness Research 41 Group Culture: Gender and Diversity 43 Gender and Leadership 44 Current StaU 45 Causes of Gender Differences in Leadership 46 Solutions 49 Summary and Conclusion 53 Leadership Challenge: Juggling Cultures 54 Review and Discussion Questions 55 Exercise 2-1: Proverbs as a Window to Leadership 56 Exercise 2-2: Narian Bridges 57 Exercise 2-3: Leadership and Gender 59 Exercise 2-4: Is This Sexual Harassment? 60 Self-Assessment and Reflection 2-1: Exploring views of women 63 Leadership in Action: Indra Nooyi: The Indian-Born CEO of Pepsi Sets New Standards 64 CHAPTER 3 Early Theories: The Foundations of Modern Leadership 66 A History of Modern Leadership Theory: Three Eras 66 The Trait Era: Late 1800s to Mid-19405 67 The Behavior Era: Mid-1940s to Early 1 970s 68 The Contingency Era: Early 1 960s to Present 69 Early Theories 70 Fiedler s Contingency Model 70 The Normative Decision Model 76 Path-Goal Theory 80 Attributional Models 83 Substitutes for Leadership 85 Leader-Member Exchange 8 7 Summary and Conclusion 93 Leadership Challenge: The In-Group Applicant 95 Review and Discussion Questions 96 Exercise 3-1 : The Toy Factory 97 Exercise 3-2: Using the Normative Decision Model 98 Self-Assessment 3-1: Determining Your LPC 101 Self-Assessment 3-2: Assessing a Leadership Situation 102 Self-Assessment 3-3: Identifying Your In-Group and Out-Group 106 Leadership in Action: The Caring Dictator 108 Contents Xl CHAPTER 4 Individual Differences and Traits 110 Elements of Individual Difference Characteristics 111 Multiple Perspectives and the Impact of the Situation 113 Individual Characteristics Provide a Range 113 Traits Revisited: A Fresh Look at Leaders Individual Characteristics and Leader Behaviors 114 The Demographic Characteristics of Leaders 116 Values 117 Value System and Culture 117 Generational Differences 118 Values and Ethics 120 Abilities and Skills 121 Intelligence 121 Practical and Emotional Intelligence 122 Creativity 125 SkilL· 126 Relevant Personality Traits 126 77г« Big Five Personality Dimensions 127 Other Individual Personality Traits 130 Characteristics of Leaders Who Fail 140 Using Individual Characteristics 140 Summary and Conclusion 141 Leadership Challenge: Using Psychological Testing 143 Review and Discussion Questions 144 Exercise 4-1: Your Ideal Organization 145 Self-Assessment 4-1: Value Systems 146 Self-Assessment 4-2: Emotional Intelligence 147 Self-Assessment 4-3: Locus of Control 149 Self-Assessment 4-4: Type A Behavior Pattern 150 Self-Assessment 4-5: Self-Monitoring 151 Self-Assessment 4-6: MBTI 152 Self-Assessment 4-7: Machiavellianism 154 Self-Assessment 4-8: Narcissism 155 Leadership in Action: Perniile Spiers-Lopez Assembles a Winning Team at IKEA 157 CHAPTER 5 Power and Leadership 159 Power in Organizations: Definition and Consequences 160 Consequences of Using Power 160 Distribution of Power 161 Sources of Power 163 Sources of Power Related to Individuals 163 XU Contents Sources of Power Related to Organizational Structure 166 Spedai Power Sources of Top Executives 169 The Dark Side of Power: Corruption 170 Causes and Processes 171 Corruption Cycle 173 Consequences of Corruption 175 Solutions 176 Empowerment: The Changing Face of Power 177 Steps to Empowerment 178 Impact of Empowerment 181 Summary and Conclusions 182 Leadership Challenge: How Much is Enough? 183 Review and Discussion Questions 184 Exercise 5-1: Recognizing Blocks to Empowerment 185 Self-Assessment 5-1 : Views of Power 186 Leadership in Action: The Power of Dick Grasso of the New York Stock Exchange 188 Part II: Contemporary Concepts 191 CHAPTER 6 New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers 193 A Brief History of Neo-charismatic Leadership 194 Charismatic Leadership: A Relationship between Leaders and Followers 195 Characteristics of Charismatic Leaders 196 Characteristics of Followers 198 The Charismatic Situation 199 The Dark Side of Charisma 202 Evaluation and Application 203 Transactional and Transformational Leadership 204 Transactional Leadership 205 Transformational Leadership 206 Evaluation and Application 208 Spiritual, Value-based, and Authentic Leadership 210 Spiritual and Value-Based Leadership 211 Authentic Leadership 211 Links to Other Concepts 214 Evaluation and Application 215 Summary and Conclusions 215 Leadership Challenge: Standing Up to a Charismatic but Unethical Leader 217 Review and Discussion Questions 218 Exercise 6-1: Do You Know a Charismatic Leader? 219 Contents ХШ Exercise 6-2: Charismatic Speech 221 Self-Assessment 6-1: Authentic leadership 222 Leadership in Action: Andrea Jung Orchestrates Avon s Makeover 223 CHAPTER 7 Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits 225 Differences between Micro and Upper-Echelon Strategic Leadership 226 The Domain and Impact of Strategic Leadership 228 Role of Strategic Leaders 229 Executive Discretion: Factors that Moderate the Power of Leaders 229 Characteristics of Upper-Echelon Leaders 233 Demographic and Personalty Traits 233 Strategic Leadership Types 235 Strategic Leadership: Culture and Gender 240 How Do Executives Affect Their Organization? 242 Direct Decisions 242 Allocation of Resources and Control over the Reward System 243 Setting the Norms and Modeling 244 Strategic Leaders Accountability 245 Unique Challenges of Nonprofit Organizations 249 Characteristics of Nonprofit Organizations 249 Leadership Challenges 250 Summary and Conclusions 251 Leadership Challenge: The Board of Directors (BOD) and CEOs 253 Review and Discussion Questions 254 Exercise 7-1: Understanding Strategic Forces 255 Exercise 7-2: Your Organization 257 Exercise 7-3: Influence Processes 258 Self-Assessment 7-1 : What Is Your Strategic Leadership Type? 260 Leadership in Action: A.G. Lafley Reinvents Procter & Gamble 262 Part III: Leading 265 CHAPTER 8 Participative Management and Leading Teams 267 When Should Participation and Teams Be Used? 268 Criteria for Participation 2 70 The Role of Culture 2 71 The Issue Of Delegation 272 Benefits of Delegation 273 Guidelines for Good Delegation 2 73 Why Do Leaders Fail to Delegate ? 275 XIV Contents Evolution of Participative Management: Teams and Self-Leadership 277 Characteristics of Teams 277 Self-Managed Teams 279 Helping Teams Become Effective 280 Self-Leadership 281 The Role of Leaders in a Team Environment 283 Summary and Conclusions 285 Leadership Challenge: Who Gets the Project? 287 Review and Discussion Questions 288 Exercise 8-1: To Delegate or Not to Delegate? 289 Exercise 8-1: To Delegate or Not to Delegate? 291 Exercise 8-2: Strategies for Becoming a Self-Leader 292 Self-Assessment 8-1: Delegation Scale 294 Self-Assessment 8-2: Are You a Team Leader? 295 Leadership in Action: Whole Foods 296 CHAPTER 9 Leading Change 298 Forces for Change 299 Internal and External Forces 299 Culture and Change 300 Types and Process of Change 301 Types of Change 301 Model for Change 302 Process of Planned Change 304 Dealing with Unplanned Change 305 Resistance to Change and Solutions 306 Causes of Resistance 306 Solutions 307 Leading Change 308 Visionary Leadership 308 Creativity and Improvisation 313 Creativity 313 Improvisation 314 Changing How Organizations Approach Change 314 Learning Organizations 315 Role of Leader in Changing Organizational Culture 317 Summary and Conclusions 318 Leadership Challenge: Implementing Unpopular Change 320 Review and Discussion Questions 321 Exercise 9-1 : Analyzing and Planning for Change 322 Self-Assessment 9-1: Building Credibility 324 Contents XV Self-Assessment 9-2: Creativity 325 Leadership in Action: Best Buy Takes on Its Own Culture 326 CHAPTER 10 Developing Leaders 329 Definitions and Basic Elements 330 Factors in Learning 331 What Is Developed: The Content 333 Criteria for Effective Development Programs 333 Methods of Leader Development 336 Self-Awareness 336 Experience 338 Developmental Relationships: Coaching and Mentoring 339 Feedback-Intensive Programs 341 Classroom Education 343 Outdoor Challenges 343 Development and Culture 345 Gender and Diversity 34 7 Effectiveness of Development 348 Organizational and Personal Factors in Development 348 Summary and Conclusions 350 Leadership Challenge: Finding the Right Fit 351 Review and Discussion Questions 352 Exercise 10-1: Identifying Your Mentoring Needs and Potential Mentors 353 Self-Assessment 10-1: My Personal Mission Statement 355 Leadership in Action: Colleen Barrett — The Soul of Southwest Airlines 356 References 359 Author Index 393 Subject Index 400
any_adam_object	1
author	Nahavandi, Afsaneh
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discipline	Psychologie Wirtschaftswissenschaften
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spelling	Nahavandi, Afsaneh Verfasser (DE-588)170670414 aut The art and science of leadership Afsaneh Nahavandi 5. ed., [internat. ed.] Upper Saddle River, N.J. Pearson Prentice Hall 2009 XXIII, 406 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 359-392) and indexes Führung Leadership Leadership Cross-cultural studies Führung (DE-588)4018776-7 gnd rswk-swf Kulturelle Identität (DE-588)4033542-2 gnd rswk-swf Führung (DE-588)4018776-7 s Kulturelle Identität (DE-588)4033542-2 s 1\p DE-604 http://www.loc.gov/catdir/toc/ecip088/2008000915.html Table of contents Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020684964&sequence=000004&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	Nahavandi, Afsaneh The art and science of leadership Führung Leadership Leadership Cross-cultural studies Führung (DE-588)4018776-7 gnd Kulturelle Identität (DE-588)4033542-2 gnd
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title	The art and science of leadership
title_auth	The art and science of leadership
title_exact_search	The art and science of leadership
title_full	The art and science of leadership Afsaneh Nahavandi
title_fullStr	The art and science of leadership Afsaneh Nahavandi
title_full_unstemmed	The art and science of leadership Afsaneh Nahavandi
title_short	The art and science of leadership
title_sort	the art and science of leadership
topic	Führung Leadership Leadership Cross-cultural studies Führung (DE-588)4018776-7 gnd Kulturelle Identität (DE-588)4033542-2 gnd
topic_facet	Führung Leadership Leadership Cross-cultural studies Kulturelle Identität
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