Leadership: theory and practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
SAGE
[2019]
|
| Ausgabe: | Eighth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | "Fully updated eighth edition" - Umschlag |
| Beschreibung: | xxxii, 493 Seiten Diagramme, Illustration |
| ISBN: | 9781506362311 9781544331942 |
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| 100 | 1 | |a Northouse, Peter Guy |0 (DE-588)128958774 |4 aut | |
| 245 | 1 | 0 | |a Leadership |b theory and practice |c Peter G. Northouse, Western Michigan University |
| 250 | |a Eighth edition | ||
| 264 | 1 | |a Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne |b SAGE |c [2019] | |
| 264 | 4 | |c © 2019 | |
| 300 | |a xxxii, 493 Seiten |b Diagramme, Illustration | ||
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| 500 | |a "Fully updated eighth edition" - Umschlag | ||
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| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Leadership |v Case studies | |
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Datensatz im Suchindex
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| adam_text |
Brief Contents
Preface xix
Acknowledgments XXV
About the Author xxix
About the Contributors xxxi
1. Introduction 1
2. Trait Approach 19
3. Skills Approach 43
4. Behavioral Approach 73
5. Situational Approach 95
6. Path-Goal Theory 117
7. Leader---Member Exchange Theory 139
8. Transformational Leadership 163
9. Authentic Leadership 197
10. Servant Leadership 227
11. Adaptive Leadership 257
12. Followership 293
13. Leadership Ethics 335
14. Team Leadership 371
15. Gender and Leadership 403
16. Culture and Leadership 433
Author Index 473
Subject Index 483
Detailed Contents
Preface xix
Acknowledgments xxv
About the Author xxix
About the Contributors xxxi
1. Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
2. Trait Approach
Description
Intelligence
Self- Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Strengths and Leadership
Emotional Intelligence
1
2
5
5
6
7
8
9
11
12
14
15
16
19
19
23
24
24
25
25
26
27
28
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a Nezo Director of Research
Case 2.2 A Remarkable Turnaround
Case 2.3 Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (lICQ)
Summary
References
Skills Approach\
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 A Shift for Lieutenant Colonel Adams
Case 3.3 Andys Recipe
Leadership Instrument
Skills Inventory
Summary
References
4. Behavioral Approach
Description
The Ohio State Studies
The University of Michigan Studies 75
Blake and Moutons Managerial (Leadership) Grid 76
Authority-Compliance (9,1) 77
Country-Club Management (1,9) 77
Impoverished Management (1,1) 78
Middle-of-the-Road Management (5,5) 78
Team Management (9,9) 78
Paternalism/Maternalism 78
Opportun ism 79
How Does the Behavioral Approach Work? 80
Strengths 81
Criticisms 82
Application 83
Case Studies 84
Case 4.1 A Drill Sergeant at First 84
Case 4.2 Eating Lunch Standing Up 85
Case 4.3 We Are Family 86
Leadership Instrument 88
Leadership Behavior Questionnaire 89
Summary 91
References 92
5. Situational Approach 95
Description 95
Leadership Style 96
Development Level 98
How Does the Situational Approach Work? 98
Strengths 100
Criticisms 102
Application 105
Case Studies 105
Case 5.1 Marathon Runners at Different Levels 105
Case 5.2 Why Aren t They Listening? 107
Case 5.3 Getting the Message Across 108
Leadership Instrument HO
Situational Leadership® Questionnaire: Sample Items 111
Summary 114
References H5
6. Path-Goal Theory 117
Description 1H
Leader Behaviors 11 '9
Directive Leadership 120
Supportive Leadership 120
Participative Leadership 120
Achievement-Oriented Leadership 120
Follower Characteristics 121
Task Characteristics 122
How Does Path-Goal Theory Work? 123
Strengths 124
Criticisms 125
Application 126
Case Studies 127
Case 6.1 Three Shifts, Three Supervisors 127
Case 6.2 Direction for Some, Supportfor Others 129
Case 6.3 Playing in the Orchestra 131
Leadership Instrument 133
Path—Goal Leadership Questionnaire 134
Summary 136
References 137
7. Leader—Member Exchange Theory 139
Description 139
Early Studies 139
Later Studies 141
Leadership Making 144
How Does LMX Theory Work? 146
Strengths 147
Criticisms 148
Application 150
Case Studies 151
Case 7.1 His Team Gets the Best Assignments 151
Case 7.2 Working Hard at Being Fair 153
Case 7.3 Taking on Additional Responsibilities 154
Leadership Instrument 156
LMX 7 Questionnaire 157
Summary 159
References 160
8. Transformational Leadership 163
Description 163
Transformational Leadership Defined 164
Transformational Leadership and Charisma 166
A Model of Transformational Leadership 168
Transformational Leadership Factors 169
Transactional Leadership Factors 173
Nonleadership Factor 174
Other Transformational Perspectives 174
Bennis and Nanus 175
Kouzes and Posner 176
How Does the Transformational Leadership
Approach Work? 177
Strengths 178
Criticisms 180
Application 183
Case Studies 184
Case 8.1 The Vision Failed 184
Case 8.2 An Exploration in Leadership 186
Case 8.3 Her Vision of a Model Research Center 187
Leadership Instrument 189
Sample Items From the Multifactor
Leadership Questionnaire (MLQ)
Form 5X-Short 191
Summary 192
References 193
9. Authentic Leadership 197
Description 197
Authentic Leadership Defined 197
Approaches to Authentic Leadersh ip 198
Practical Approach 199
Theoretical Approach 202
How Does Authentic Leadership Work? 206
Strengths 208
Criticisms 209
Application 210
Case Studies 211
Case 9.1 Am I Really a Leader ? 211
Case 9.2 A Leader Under Fire 214
Case 9.3 The Reluctant First Lady 216
Leadership Instrument 219
Authentic Leadership Self-Assessment Questionnaire 220
Summary 222
References 223
10. Servant Leadership 227
Description 227
Servant Leadership Defined 228
Historical Basis of Servant Leadership 228
Ten Characteristics of a Servant Leader 229
Building a Theory About Servant Leadership 231
Model of Servant Leadership 233
Antecedent Conditions 233
Servant Leader Behaviors 235
Outcomes 238
Summary of the Model of Servant Leadership 240
How Does Servant Leadership Work? 240
Strengths 241
Criticisms 242
Application 243
Case Studies 244
Case 10A Everyone Loves Mrs. Noble 244
Case 10.2 Doctor to the Poor 246
Case 10.3 Servant Leadership Takes Flight 248
Leadership Instrument 250
Servant Leadership Questionnaire 251
Summary 253
References 254
11. Adaptive Leadership 257
Description 257
Adaptive Leadership Defined 25 8
A Model of Adaptive Leadership 260
Situational Challenges 260
Technical Challenges 260
Technical and Adaptive Challenges 261
Adaptive Challenges 262
Leader Behaviors 262
Adaptive Work 271
How Does Adaptive Leadership Work? 272
Strengths 273
Criticisms 274
Application 275
Case Studies 277
Case 11A Silence, Stigma,, and Mental Illness 277
Case 11.2 Tam ing Bacchus 279
Case 11.3 Redskins No More 281
Leadership Instrument 284
Adaptive Leadership Questionnaire 285
Summary 290
References 291
12. Followership 293
Description 293
Follovoership Defined 294
Role-Based and Relational-Based Perspectives 295
Typologies of Followership 296
The Zaleznik Typology 296
The Kelley Typology 297
The Chaleff Typology 298
The Kellerman Typology 300
Theoretical Approaches to Followership 302
Reversing the Lens 303
The Leadership Co-Created Process 304
New Perspectives on Followership 306
Perspective 1: Followers Get the Job Done 307
Perspective 2: Followers Work in the Best
Interest of the Organization's Mission 307
Perspective 3: Followers Challenge Leaders 307
Perspective 4: Followers Support the Leader 308
Perspective 5: Followers Learn From Leaders 309
Followership and Destructive Leaders 309
1. Our Need for Reassuring Authority Figures 310
2. Our Need for Security and Certainty 310
3. Our Need to Feel Chosen or Special 311
4. Our Need for Membership in
the Human Community 311
5. Our Fear of Ostracism, Isolation, and
Social Death 312
6. Our Fear of Powerlessness to
Challenge a Bad Leader 312
How Does Followership Work? 313
Strengths 314
Criticisms 315
Application 316
Case Studies 317
Case 12,1 Bluebird Care 318
Case 12.2 Olympic Rowers 320
Case 12.3 Penn State Sexual Abuse Scandal 322
Leadership Instrument 326
Followership Questionnaire 326
Summary 330
References 331
13. Leadership Ethics 335
Description 335
Ethics Defined 336
Level 1. Preconventional Morality 336
Level 2. Conventional Morality 337
Level 3. Postconventional Morality 338
Ethical Theories 339
Centrality of Ethics to Leadership 342
Heifetzs Perspective on Ethical Leadership 343
Burns's Perspective on Ethical Leadership 343
The Hark Side of Leadership 344
Principles of Ethical Leadership 346
Ethical Leaders Respect Others 346
Ethical Leaders Serve Others 347
Ethical Leaders Are Just 348
Ethical Leaders Are Honest 350
Ethical Leaders Build Community 351
Strengths 352
Criticisms 353
Application 354
Case Studies 355
Case 13.1 Choosing a Research Assistant 355
Case 13.2 How Safe Is Safe? 356
Case 13.3 Reexamining a Proposal 358
Leadership Instrument 359
Ethical Leadership Style Questionnaire (Short Form) 360
Summary 365
References 366
14. Team Leadership 371
Susan E. Kogler Hill
Description 371
Team Leadersh ip Model 373
Team Effectiveness 375
Leadership Decisions 380
Leadership Actions 384
How Does the Team Leadership Model Work? 388
Strengths 389
Criticisms 390
Application 391
Case Studies 392
Case 14.1 Can This Virtual Team Work f 392
Case 14.2 Team Crisis Within the Gates 393
Case 14.3 Starts With a Bang, Ends With a Whimper 394
Leadership Instrument 395
Team Excellence and Collaborative Team.
Leader Questionnaire 397
Summary 399
References 399
15. Gender and Leadership 403
Stefanie Simon and Crystal L. Hoyt
Description 403
The Glass Ceiling Turned Labyrinth 404
Evidence of the Leadership Labyrinth 404
Understanding the Labyrinth 405
Gender Differences in Leadership Styles
and Effectiveness 407
Navigating the Labyrinth 412
Strengths 414
Criticisms 415
Application 416
Case Studies 417
Case 15.1 The “Glass Ceiling* 417
Case 15.2 Lack of Inclusion and Credibility 418
Case 15.3 Pregnancy as a Barrier to Job Status 419
Leadership Instrument 420
The Gender—Leader Implicit Association Test 421
Summary 424
References 425
16. Culture and Leadership 433
Description 433
Culture Defined 434
Related Concepts 434
Ethnocentrism 434
Prejudice 435
Dimensions of Culture 436
Uncertainty Avoidance 437
Power Distance 438
Institutional Collectivism 438
In-Group Collectivism 438
Gender Egalitarianism 439
Assertiveness 439
Future Orientation 439
Performance Orientation 439
Humane Orientation 440
Clusters of World Cultures 440
Characteristics of Clusters 441
Anglo 443
Confucian Asia 443
Eastern Europe 443
Germanic Europe 443
Latin America 443
Latin Europe 444
Middle East 444
Nordic Europe 444
Southern Asia 445
Sub-Saharan Africa 445
Leadership Behavior and Culture Clusters 445
Eastern Europe Leadership Profile 447
Latin America Leadership Profile 447
Latin Europe Leadership Profile 447
Confucian Asia Leadership Profile 448
Nordic Europe Leadership Profile 449
Anglo Leadership Profile 449
Sub-Saharan Africa Leadership Profile 449
Southern Asia Leadership Profile 450
Germanic Europe Leadership Profile 451
Middle East Leadership Profile 451
Universally Desirable and Undesirable
Leadership Attributes 452
Strengths 454
Criticisms 455
Application 456
Case Studies 457
Case 16 A A Challenging Workplace 457
Case 16.2 A Special Kind of Financing 459
Case 16.3 Whose Latino Center Is It? 460
Leadership Instrument 463
Dimensions of Culture Questionnaire 464
Summary 469
References 470
Author Index 473
Subject Index 483 |
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| indexdate | 2024-07-20T06:21:30Z |
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| isbn | 9781506362311 9781544331942 |
| language | English |
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| spelling | Northouse, Peter Guy (DE-588)128958774 aut Leadership theory and practice Peter G. Northouse, Western Michigan University Eighth edition Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne SAGE [2019] © 2019 xxxii, 493 Seiten Diagramme, Illustration txt rdacontent n rdamedia nc rdacarrier "Fully updated eighth edition" - Umschlag Führung Leadership Leadership Case studies Führung (DE-588)4018776-7 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Führung (DE-588)4018776-7 s DE-604 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030309808&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| subject_GND | (DE-588)4018776-7 (DE-588)4522595-3 |
| title | Leadership theory and practice |
| title_auth | Leadership theory and practice |
| title_exact_search | Leadership theory and practice |
| title_full | Leadership theory and practice Peter G. Northouse, Western Michigan University |
| title_fullStr | Leadership theory and practice Peter G. Northouse, Western Michigan University |
| title_full_unstemmed | Leadership theory and practice Peter G. Northouse, Western Michigan University |
| title_short | Leadership |
| title_sort | leadership theory and practice |
| title_sub | theory and practice |
| topic | Führung Leadership Leadership Case studies Führung (DE-588)4018776-7 gnd |
| topic_facet | Führung Leadership Leadership Case studies Fallstudiensammlung |
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