Leadership: practice and perspectives
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford Univ. Press
2014
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 364 S. graph. Darst. |
| ISBN: | 9780199642335 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text |
Detailed contents
Guide to key learning features
xii
Guide to the Online Resource Centre
xiv
PART ONE The Basic Frameworks
1
Introduction
3
Overview
3
Different perspectives
5
Part
1
-Overview of different approaches to leadership
7
Part 2-Related themes
1 3
Conclusion
17
Case study: the Occupy' movement
18
2
Trait theory: description, analysis, and use
20
Overview
20
Evolution of the idea
21
Traits: a brief outline
23
Traits and leaders
25
Decline
26
'Derailing'
28
So where does this leave trait theory and organizations?
31
Summary
34
Casestudy:
Ed Miliband
35
Assignment
37
Questionnaire
37
Further reading
38
3
Behavioural models
39
Foundation principles
40
What are leadership behaviours'7
42
Organizational implications-strengths and weakness
51
Summary
53
Case study: Fred Goodwin
54
Assignment
56
DETAILED
CONTENTS
VII
Questionnaire
Further reading
The style approach to leadership
Introduction
Evolution of the approach
Organizational culture
Widening the choice
Factors affecting style
Style approach-strengths and weaknesses
Summary
Case study
Assignment
Questionnaire
Further reading
Situational leadership
Introduction
Early developments
Hersey and Blanchard's life cycle theory of leadership
How the model operates
Leadership substitutes theory
Summary
Case study: Hugo Chavez
Assignment
Questionnaire
Further reading
Contingency theory
Introduction
Development of the theory
Fiedler's contingency theory
Broader situational factors
Path-Goal theory
Multiple linkages model
Summary
Case study: Margaret Thatcher
Assignment
Questionnaire
Further reading
56
57
59
59
60
62
63
67
74
75
75
77
77
79
80
80
81
85
87
94
97
98
99
100
102
103
103
104
107
109
113
117
119
120
123
123
124
Viii
DETAILED
CONTENTS
Charisma
and Transformational leadership 1
25
Charisma 125
House and Shamir self-concept theory
127
Attribution theory
129
Characteristics of charismatic leaders
133
Context and crisis
135
The negative aspects of charisma
1 36
Transformational leadership
139
Summary
142
Case study: Lord Sebastian
Coe
142
Assignment
144
Questionnaire
144
Further reading
146
Authentic leadership 147
Introduction
147
The background
148
Defining authentic leadership
149
The academic approach
1^1
The practitioner approach
155
Pseudo-authenticity
160
Summary
161
Case study: News International
162
Assignment
163
Questionnaire
164
Further reading
165
Followership
166
Introduction
166
Background
167
The attributes of followers
169
Leader-member exchange theory (LMX)
172
Implications of LMX
175
Attributes of followers and leaders I77
Summary
179
Case study: Sun Myung Moon
180
Assignment
181
Questionnaire
182
Further reading
183
DETAILED
CONTENTS
IX
PART TWO Related Themes
10
Psychodynamic approaches to leadership
Introduction
Freud, Jung, and personality
The Myers-Briggs Type Indicator
Neuro-linguistic programming (NLP)
Criticism of the psychodynamic approach
Summary
Case study:
Jawaharlal
Nehru
Assignment
Further reading
11
Emotional intelligence
Introduction
The architecture of the brain
The nature of intelligence
What is
b
I·1
Golemans
approach
Other perspectives
The 'dark side of El
Criticisms of El
Summary
Case study: Queen Elizabeth I
Assignment
Further reading
12
Diversity and leadership
Introduction
What is'diversity?
Social identity theory'
Leadership and gender
Androgyny
Diversity and culture
Summary
Case study: Iceland
Assignment
Further reading
187
187
188
190
196
201
202
202
204
204
206
206
207
>
1
0
j\
-;
л
5
/18
220
221
222
222
224
224
226
226
227
228
231
236
237
239
239
241
241
DETAILED
CONTENTS
13
14
15
Power, influence, and authority
242
Introduction
242
What is 'power1?
243
Dimensions of power
244
Sources of power
246
The dark side of power
2S3
Summary
256
Case study. Enron and 'The Natwest Three'
257
Assignment
258
Further reading
258
Leadership and teams
259
Introduction
259
The broader historical aspects and the evolution of the organization
260
The changing environment
261
Academic research-different perspectives
262
Complexity strikes
263
'When is a team not a team?'
263
Team models theories
265
Normative team models
266
Descriptive team models
267
Individual role models-Belbin's approach
267
Margerison-McCann team management wheel
270
Time or phase-based models
273
Team mental model
275
The downside of teams
278
Summary
279
Case study: Accident and emergency department
280
Assignment
282
Further reading
282
Leadership and change
283
Introduction
283
History of change
283
Vision
285
Different approaches to change
287
Models of the change process
294
Individual reaction to change
295
Politics of change
297
DETAILED
CONTENTS
XI
Summary
Case study: The Church of England
Assignment
Further reading
1
б
Leadership development
Introduction
What is leadership development?
Why bother?
Organizational factors
Leadership and competencies
How are leaders developed?
Summary
Case study: SELEX Galileo
Assignment
Further reading
17
Strategic leadership
Introduction
What is 'strategic leadership'?
Do we need strategic leaders?
The modern environment
What does a strategic leader 'do'?
Summary
Case study: The state of retailing in Britain
Assignment
Further reading
Bibliography
Index
299
300
301
301
303
303
303
304
309
311
316
318
319
321
321
322
322
322
323
325
327
335
335
337
337
339
359 |
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