The psychology of human leadership: how to develop charisma and authority
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English German |
| Veröffentlicht: |
Heidelberg [u.a.]
Springer
2014
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| Schlagworte: | |
| Online-Zugang: | Inhaltstext Inhaltsverzeichnis |
| Beschreibung: | Erschienen 2013 |
| Beschreibung: | XII, 245 S. Ill., graph. Darst. 235 mm x 155 mm |
| ISBN: | 9783642370533 3642370535 |
Internformat
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Datensatz im Suchindex
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Titel: The psychology of human leadership
Autor: Paschen, Michael
Jahr: 2014
Contents
The Philosophy of Leadership: Directing and Being Directed. 1
1.1 What Leadership Is and What Leadership Is Not. 2
1.1.1 Leadership and Language. 2
1.1.2 The Antitheses of Leadership. 3
1.1.3 The Three Essential Characteristics of Leadership. 5
1.2 The Leadership Process: What We Observe When We See
Leadership. 7
1.3 Leadership and Goals. 11
1.4 Leading and Being Led: Difficulties in the Leadership Process . . 14
1.5 On the Formation of Leadership Goals. 16
1.6 Leadership as a Condition for a Self-Determined Life. 18
1.7 Leadership and Leadership Challenges. 19
1.8 Why Does Leadership Exist?. 21
1.8.1 Reducing Complexity. 21
1.8.2 Decision-Making Speed. 22
1.8.3 Competence. 22
1.9 The "Sculpture" of Leadership. 23
Leadership, Personality, and Charisma: How to Generate
Leadership Strength Through Confidence and Trust. 27
2.1 The Leadership Attribute of Charisma. 28
2.2 The Rational and Irrational Side of Leadership. 30
2.3 Charisma and Biology. 32
2.4 Leadership and Fear: The Psychological Bases of Charisma . 33
2.5 The Psychological Bases of the Leadership Relationship. 39
2.5.1 The Charismatic Relationship Contract. 45
2.5.2 Unresponsiveness to Charisma. 49
2.6 Development of Charisma. 50
2.6.1 Psychological Development Steps Along the Path to
Becoming a Charismatic Leader. 50
2.6.2 How Can Leaders Develop Charisma?. 54
2.7 Do We Need Charismatic Leaders?. 59
x Contents
3 Leadership, Psychology, and Knowledge of Human Nature: How
to Generate Leadership Strength Through Motivation, Persuasion,
and Assertion. 61
3.1 The Mechanism of Influencing Behavior. 62
3.2 The Three Leadership Strengths. 62
3.3 The Three Leadership Strategies: How to Use Leadership
Strengths in Practice. 67
3.3.1 Endowing with Meaning and Persuasion. 68
3.3.2 Power and Assertion. 76
3.3.3 Initiative and Motivation. 81
3.4 The Basic Mode of Action of Leadership: A Metaphor. 88
4 Leadership, Threats, and Change: How to Generate Leadership
Strength by Understanding Problems and Crises. 91
4.1 Psychological Skills of the Manager in Handling Situations:
Situational Sensitivity and Interpretive Ability. 93
4.1.1 Process Steps in Generating the Need for Leadership . 96
4.1.2 Elements of Interpretive Ability in Leaders: How Are
Situations Explained?. 99
4.1.3 Explaining and Interpreting Situations Using Metaphors . . 101
4.2 Situation and Goals. 104
4.3 From Crisis to Cruelty. 106
5 Leadership, Challenge, and Perspective: How to Generate
Leadership Strength Using Stimulating and Enticing Goals. 109
5.1 On the Character of Goals. 110
5.1.1 Hypotheses on the True Nature of Goals in Leadership . Ill
5.1.2 On the Misunderstandings of Many Typical Target
Agreement Systems. 113
5.1.3 The Three Cornerstones of Goals: Criteria for Goals that
Can Unleash Leadership Strength. 115
5.2 The Origin and Types of Goals. 117
5.2.1 Latent Goals Versus Innovative Goals. 117
5.2.2 Individual Goals Versus Collective Goals. 117
5.2.3 Defensive Goals Versus Change Goals. 118
5.2.4 Autonomy Goals Versus Integration Goals. 118
5.3 Goals and Delegation. 119
5.4 Goals in Politics. 121
6 Leadership, Culture, and Custom: How to Generate Leadership
Strength by Creating Structures. 125
6.1 How Structures Work. 127
6.1.1 Inner Structures and External Structures. 127
6.1.2 On the Nature of Leadership Structures. 129
6.1.3 Creating Leadership Structures. 131
6.1.4 Leadership and Leadership Efficiency. 135
Contents x¡
6.2 Leadership Problems and Leadership Structure. 135
6.2.1 Problems in Groups in Which Too Many Structures
Have Been Created. 135
6.2.2 Problems in Groups in Which Too Few Structures
Have Been Created. 136
6.3 Changing Structures. 138
6.3.1 What Makes Changes So Difficult?. 138
6.3.2 Notes on Successfully Implementing Changes. 140
7 Leadership, the Group, and Dynamics: How to Generate
Leadership Strength in Conflict Situations. 143
7.1 Psychological Causes of Conflicts. 144
7.1.1 Conflicts and Relationships. 148
7.1.2 Conflicts and Roles. 150
7.1.3 Exacerbating Circumstances in Conflicts. 152
7.1.4 Goals of Successful Conflict Management. 154
7.2 Conflicts and Conflict Management in Leadership. 155
7.2.1 Conflict Management as an Act of Leadership. 155
7.2.2 Phases in the Development of Conflicts. 156
7.2.3 Strategies of Conflict Management. 158
7.3 Leadership and Group Dynamics. 165
7.4 Typical Misunderstandings About Conflict Management. 167
8 Leadership, Influence, and Communication: How to Generate
Leadership Strength Through Sensitive and Clear Interaction . 169
8.1 Quality Criteria for Leadership Communication. 170
8.2 Levels of Leadership Communication. 171
8.2.1 Communicative Requirements at the Contextual Level . . 172
8.2.2 Communicative Requirements at the Nonverbal Level . 174
8.2.3 Communicative Requirements at the Verbal Level. 176
8.3 Typical Problems in Leadership Communication. 179
9 Leadership, Power, and Dominance: How to Gain Power and Use
It Maturely and Constructively. 183
9.1 Power Is Possibility, Not Action. 185
9.2 Sources of Power. 187
9.3 Psychological Stages in Developing Awareness of One's Power . . 189
9.4 Strategies for Obtaining Power. 192
9.4.1 Power Strategy: Skill Acquisition and Development. 192
9.4.2 Power Strategy: Networking. 192
9.4.3 Power Strategy: Selection and Shaping
of the Environment. 193
9.4.4 Power Strategy: Loyalty and Willingness to Work. 193
9.5 Personality Changes as a Result of Power. 193
9.6 Taming and Limiting Power. 195
xii Contents
10 Leadership, Disorders, and Problems of the Powerful: The
Abnormal Psychological Developments to Which Managers Are
Especially Susceptible. 197
10.1 Psychopathology and Power. 197
10.2 Life Circumstances of Managers. 200
10.3 Typical Abnormal Mental Developments in Managers. 204
10.3.1 Managers with Abnormal Developments from the
Narcissistic Spectrum. 204
10.3.2 Tips on Coaching Narcissistic Managers. 206
10.3.3 Managers with Disorders from the Depressive
Spectrum. 208
10.3.4 Tips on Coaching Depressive Managers. 209
10.3.5 Managers with Dispositions from the Compulsive
Spectrum. 209
10.3.6 Tips on Coaching Compulsive Managers. 210
10.3.7 Managers with Disorders from the Egocentric
Spectrum. 210
10.3.8 Tips on Coaching Egocentric Managers. 211
11 Leadership, Success, and Morality: How to Make the Right
Decision in Ethical Dilemmas. 213
11.1 Ethics and Morality: Explaining the Basic Terms
and Problems. 213
11.1.1 Dispositional Ethics and Ethics of Conduct as the
Framework of Justification for Ethical Behavior. 215
11.1.2 The Fundamental Ethical Dilemma of Leadership . 217
11.2 Morality and Ethics: How Would You Decide?. 219
11.3 Rules as a Compass for Ethical Dilemmas. 221
11.4 Responsibility and Weighing Up Options in Leadership. 222
11.5 Developing Ethical Leadership Conduct and a Sense of
Responsibility. 226
11.6 The Legitimization of Leadership and Power. 228
Appendix . 233
Index . 241 |
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| dewey-ones | 658 - General management 158 - Applied psychology |
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| dewey-search | 658.0019 158.4 |
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| dewey-tens | 650 - Management and auxiliary services 150 - Psychology |
| discipline | Psychologie Wirtschaftswissenschaften |
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| title | The psychology of human leadership how to develop charisma and authority |
| title_alt | Psychologie der Menschenführung |
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| title_short | The psychology of human leadership |
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