The art and science of leadership:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, N.J.
Pearson Prentice Hall
2009
|
| Edition: | 5. ed., [internat. ed.] |
| Subjects: | |
| Online Access: | Table of contents Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references (p. 359-392) and indexes |
| Physical Description: | XXIII, 406 S. graph. Darst. 24 cm |
| ISBN: | 9780132089951 0132089955 |
Staff View
MARC
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| 245 | 1 | 0 | |a The art and science of leadership |c Afsaneh Nahavandi |
| 250 | |a 5. ed., [internat. ed.] | ||
| 264 | 1 | |a Upper Saddle River, N.J. |b Pearson Prentice Hall |c 2009 | |
| 300 | |a XXIII, 406 S. |b graph. Darst. |c 24 cm | ||
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| 500 | |a Includes bibliographical references (p. 359-392) and indexes | ||
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| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Leadership |v Cross-cultural studies | |
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Record in the Search Index
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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
|
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| id | DE-604.BV036768060 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:47:39Z |
| institution | BVB |
| isbn | 9780132089951 0132089955 |
| language | English |
| lccn | 2008000915 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-020684964 |
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| owner | DE-473 DE-BY-UBG |
| owner_facet | DE-473 DE-BY-UBG |
| physical | XXIII, 406 S. graph. Darst. 24 cm |
| publishDate | 2009 |
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| publisher | Pearson Prentice Hall |
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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 |
| subject_GND | (DE-588)4018776-7 (DE-588)4033542-2 |
| 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 |
| url | http://www.loc.gov/catdir/toc/ecip088/2008000915.html 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 |
| work_keys_str_mv | AT nahavandiafsaneh theartandscienceofleadership |