Holdings: The art and science of leadership

The art and science of leadership:

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Bibliographic Details
Main Author:	Nahavandi, Afsaneh (Author)
Format:	Book
Language:	English
Published:	Boston ; Munic [u.a.] Pearson 2015
Edition:	7. ed., global ed.
Subjects:	Führung Leadership Leadership > Cross-cultural studies Kulturelle Identität
Online Access:	Inhaltsverzeichnis
Physical Description:	415 S. Ill.
ISBN:	9780133546767 9781292060187 1292060182

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Record in the Search Index

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adam_text	BRIEF CONTENTS PART I Building Blocks Chapter 1 Definition and Significance of Leadership 24 Chapter 2 The Global and Cultural Contexts 50 Chapter 3 The Foundations of Modern Leadership 86 Chapter 4 Individual Differences and Traits 126 Chapters Power 164 PART II Contemporary Concepts Chapter 6 Current Era in Leadership: Inspiration and Connection to Followers 200 Chapter 7 Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits 233 PARTIU Leading Chapters Leading Teams 268 Chapter 9 Leading Change 300 Chapter 10 Developing Leaders 332 References 360 Author Index 399 Subject Index 407 CONTENTS Preface 15 Acknowledgments 19 About the Author 21 PART I Building Blocks Chapter 1 Definition and Significance of Leadership 24 Effective Leadership 24 Who Is a Leader? 25 When Is a Leader Effective? 25 Effectiveness versus Success 26 An Integrative Definition 27 Why Do We Need Leaders? 28 Research on Significance of Leadership 28 ■ LEADING CHANGE The Container Store 29 Obstacles to Effective Leadership 30 Leadership and Management 31 Roles and Functions of Leaders 32 Managerial Roles 33 Functions of the Leader: Creation and Maintenance of an Organizational Culture 34 »APPLYING WHAT YOU LEARN Leadership Basics 36 Changes in Organizations and in Expectations of Leaders 36 New Roles for Leaders 37 Factors Fueling Changes 38 Barriers to Change 41 Summary and Conclusions 42 · Review and Discussion Questions 43 · Leadership Challenge: Moving to Leadership 43 · Exercise 1-1: More than Meets the Eye — Characteristics of Leaders 44 · Exercise 1-2: What Is Leadership? 45 · Exercise 1-3: Images of Leadership 46 · Exercise 1-4: Understanding the Leadership Context 47 ► LEADERSHIP IN ACTION David Neeleman Reinvents Airlines 48 Chapter 2 The Global and Cultural Contexts 50 Defintion and Levels of Culture 51 Definition and Characteristics 51 Levels of Culture 51 8 Contents Models of National Culture 53 Hall s Cultural Context Framework 53 Hofstede s Cultural Dimensions 54 Trompenaars Dimensions of Culture 56 GLOBE-Global Leadership and Organizational Behavior Effectiveness Research 58 ■ APPLYING WHAT YOU LEARN Using Culture to be Effective 61 Group Culture: Gender and Leadership 61 Current State of Women in Organizations 62 Causes of Inequality 63 ■ LEADING CHANGE Deloitte Supports All Its Employees 66 Developing a Cultural Mindset 67 Characteristics of a Cultural Mindset 67 The Multicultural Organization 69 Summary and Conclusions 71 · Review and Discussion Questions 72 · Leadership Challenge: Juggling Cultures 72 · Exercise 2-1 : World Map 73 · Exercise 2-2: Proverbs as a Window to Leadership 74 · Exercise 2-3: Narian Bridges 75 · Exercise 2-4: Leadership and Gender 77 · Exercise 2-5: Is This Sexual Harassment? 78 · Self-Assessment 2Ί : What Is Your Primary Cultural Background? 81 · Self-Assessment 2-2: Do You Have a Cultural Mindset? 82 · Self-Assessment 2-3: Exploring Views of Women 83 ► LEADERSHIP IN ACTION Leadership Based On Ancient Principles 84 Chapter 3 The Foundations of Modern Leadership 86 A History of Modern Leadership Theory: Three Eras 87 The Trait Era: Late 1800s to Mid-19405 87 The Behavior Era: Mid-19408 to Early 1970s 88 The Contingency Era: Early 1960s to Present 89 Early Theories 89 Fiedler s Contingency Model 90 ■ APPLYING WHAT YOU LEARN Putting the Contingency Model to Work 95 The Normative Decision Model 95 Path-Goal Theory 99 Substitutes for Leadership 100 ■ LEADING CHANGE Jim Goodnight of SAS 101 Leader-Member Exchange 104 Summary and Conclusions 109 · Review and Discussion Questions 111 · Leadership Challenge: The In-Group Applicant 111 · Exercise 3-1 The Toy Factory 112 · Exercise 3-2 Using the Normative Decision Model 113 · Self-Assessment 3-1 : Determining Your LPC 117 · Self-Assessment 3-2: Assessing Contents a Leadership Situation 118 · Self-Assessment 3-3: Identifying Your In-Group and Out-Group 122 ► LEADERSHIP IN ACTION The Caring Dictator 124 Chapter 4 Individual Differences and Traits 126 Elements and Impact of Individual Difference Characteristics 127 Individual Characteristics Provide a Range 128 Demographic Characteristics of Leaders 129 Values 130 National Culture and Values 130 Generational Differences in Values 131 Values and Ethics 133 Abilities and Skills 134 Intelligence 134 Practical and Emotional Intelligence 134 Creativity 137 Skills 138 Personality Traits That Contribute to Leadership 138 The Big Five Personality Dimensions 140 Proactive Personality 142 Type A 143 ■ LEADING CHANGE Jeffrey Katzenberg s Transformation Ί 45 Self-Monitoring 146 The Dark Triad: Machiavellian, Narcissistic, and Psychopathic Personality 147 ■ APPLYING WHAT YOU LEARN Dealing with Abusive Bosses 149 Using Individual Characteristics 150 Summary and Conclusions 150 · Review and Discussion Questions 151 · Leadership Challenge: Using Psychological Testing 151 · Exercise 4-1 Your Ideal Organization 152 · Self- Assessment 4-1 : Value Systems 154 · Self-Assessment 4-2: Emotional Intelligence 155 · Self-Assessment 4-3: Proactivity 157 · Self-Assessment 4-4: Type A 158 · Self- Assessment 4-5: Self-Monitoring 159 · Self-Assessment 4-6: Narcissism 160 ► LEADERSHIP IN ACTION Zhang Xin: The Humble Chinese Billionaire 162 Chapters Power 164 Definitions and Consequences 165 Consequences of Using Power 165 Distribution of Power 167 Power and Culture 167 10 Contents Sources of Power 169 Sources of Power Related to Individuals 169 Organizational Sources of Power: Power for Teams 172 Special Power Sources of Top Executives 174 ■ APPLYING WHAT YOU LEARN Managing Power When You Are a New Manager 175 The Dark Side of Power: Abuse, Corruption, and Destructive Leadership 176 Causes and Processes 177 The Cycle of Abuse, Corruption, and Destruction 179 Consequences of Abuse and Corruption 180 Solutions 181 Empowerment: The Changing Face of Power 183 Requirements of Empowerment 183 Impact of Empowerment 185 ■ LEADING CHANGE Sharing Power and Reaping Profits 186 Summary and Conclusions 187 · Review and Discussion Questions 188 · Leadership Challenge: How Much Is Enough 188 · Exercise 5-1 Words of Wisdom 189 · Exercise 5-2 Who Holds Power in Your Team/Organization? 191 · Self- Assessment 5-1: Understanding Your Sources of Power and Influence 192 · Self-Assessment 5-2: Views of Power 194 Self-Assessment 5-3: Recognizing Blocks to Empowerment 195 ► LEADERSHIP IN ACTION The Last CEO of Lehman Brothers: Richard Fuld 196 PART II Contemporary Concepts Chapter 6 Current Era in Leadership 200 New Era in Leadership Research 201 Charismatic Leadership: A Relationship between Leaders and Followers 201 Characteristics of Charismatic Leaders 202 Characteristics of Followers 204 The Charismatic Situation 205 Culture and Charisma 206 The Dark Side of Charisma 207 Evaluation and Application 209 Transactional and Transformational Leadership 210 Transactional Leadership 210 Transformational Leadership 211 Evaluation and Application 213 Contents 11 ■ LEADING CHANGE The Unconventional Sir Richard Branson 2 Ί 4 Value-Based Leadership: Servant, Authentic, and Positive Approaches 215 Servant Leadership 216 Authentic Leadership 217 Positive Leadership 219 ■ APPLYING WHAT YOU LEARN Balancing a Positive Approach with Realism 221 Evaluation and Application 221 A Critical Look at Value-Based Models 222 Summary and Conclusions 200 · Review and Discussion Questions 223 · Leadership Challenge: Standing Up to a Charismatic but Unethical Leader 223 · Exercise 6-1: Do You Know a Charismatic Leader? 224 · Exercise 6-2: Charismatic Speech 226 · Exercise 6-3: Analyzing a Charismatic Speech 227 · Self-Assessment 6-1 : Authentic Leadership 229 · Self-Assessment 6-2: Positive Leadership 230 ► LEADERSHIP IN ACTION Andrea Jung s Rise and Fall at Avon 231 Chapter 7 Other Leadership Perspectives 233 Definition and Role of Upper-Echelon Leaders 234 Strategic Forces 235 Role of Strategic Leaders 237 Factors That Moderate the Power of Leaders 237 ■ APPLYING WHAT YOU LEARN Managing in Times of Crisis 240 Characteristics of Upper-Echelon Leaders 241 Demographic and Personality Traits 241 Strategic Leadership Types 242 Culture and Gender 246 How Do Executives Affect Their Organization? 248 Direct Decisions 249 Allocation of Resources and Control over the Reward System 249 Setting the Norms and Modeling 250 Strategic Leaders Accountability 251 Unique Case of Nonprofit Organizations 253 Characteristics of Nonprofit Organizations 253 ■ LEADING CHANGE Public Allies: Building Leadership in the Community 254 Leadership Challenges of Nonprofits 255 Summary and Conclusions 235 · Review and Discussion Questions 258 · Leadership Challenge: The Board of Directors (BOD) and CEOs 258 · Exercise 7-1 : Understanding Strategic Forces 259 · Exercise 7-2: Your Organization 261 · Exercise 7-3: 12 Contents Influence Processes 262 · Self-Assessment 7-І : What Is Your Strategic Leadership Type? 263 ► LEADERSHIP IN ACTION Leadership Musical Chairs at P&G 2t34 PART III Leading Chapters Leading Teams 268 Participation and Teams: Benefits and Criteria for Use 269 Benefits of Participation and Teams 269 Criteria for Participation 271 The Role of Culture 272 The Issue of Delegation 273 Benefits of Delegation 274 Guidelines for Good Delegation 274 Why Do Leaders Fail to Delegate? 276 Evolution of Participative Management: Teams and Self-Leadership 277 ■ LEADING CHANGE Google: The Happiest Workplace on Earth? 277 Cha racteristics of Tea ms 278 Self-Managed Teams 279 ■ APPLYING WHAT YOU LEARN Using a Sports Team Model in Management 280 Self-Leadership 281 Leading Teams Effectively 282 Size of the Team 282 Composition of the Team 283 Role of Leaders in a Team Environment 283 Managing Dysfunction in Teams 285 Helping Teams Become Effective 287 Summary and Conclusions 266 · Review and Discussion Questions 289 · Leadership Challenge: Who Gets the Project? 289 · Exercise 8-І: To Delegate or Not to Delegate? 290 · Exercise 8-2: Strategies for Becoming a Self-Leader 292 · Self-Assessment 8-1 : Delegation Scale 296 · Self-Assessment 8-2: Are You a Team Leader? 297 ► LEADERSHIP ÌU ACTION John Mackey of Whole Foods 298 Chapter 9 Leading Change 300 Forces For Change 301 Internal and External Forces 301 Culture and Change 302 Types and Process of Change 303 Types of Change 303 Contents 13 Lewin s Model for Change 304 Process of Planned Change 306 Dealing with Unplanned Change 308 Resistance to Change and Solutions 308 Causes of Resistance 309 Solutions 309 Leading Change: Creativity, Vision, Organizational Learning, and Organizational Culture 311 Creativity 311 Improvisation 312 ■ LEADING CHANGE Mulally Takes on Ford 313 Vision and Inspiration 314 Learning Organizations 317 Positive Approach 319 Changing Organizational Culture 320 ■ APPLYING WHAT YOU LEARN Change Agents and Peer Pressure 321 Summary and Conclusions 299 · Review and Discussion Questions 322 · Leadership Challenge: Implementing Unpopular Change 322 · Exercise 9-1 : Analyzing and Planning for Change 323 · Exercise 9-2: Creativity and Parallel Thinking — The Six Hats Method 326 · Self-Assessment 9-1: Building Credibility 328 · Self-Assessment 9-2: Creativity 329 ► LEADERSHIP IN ACTION Best Buy s Almost Transformation 330 Chapter 10 Developing Leaders 332 Basic Elements of Leader Development 333 Factors in Learning 333 What Is Developed: The Content 336 Required Elements of Effective Development Programs 337 Methods of Leader Development 339 Self-Awareness 339 Experience 341 Developmental Relationships: Coaching and Mentoring 342 Feedback-Intensive Programs 345 Classroom Education 347 Outdoor Challenges 347 ■ LEADING CHANGE Howard Schultz Stirs Up Starbucks 348 Development and Culture 349 Gender and Diversity 350 Effectiveness of Development 351 Organizational and Personal Factors in Development 352 14 Contents ■ APPLYING WHAT YOU LEARN Personal Development 353 Summary and Conclusions 331 · Review and Discussion Questions 354 · Leadership Challenge: Finding the Right Fit 354 · Exercise 10-1: Identifying Your Mentoring Needs and Potential Mentors 355 · Self-Assessment 10-1: My Personal Mission Statement 357 ► LEADERSHIP IN ACTION Developing Leaders at Southwest Airlines 358 References 360 Author Index 399 Subject Index 407
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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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