Full range leadership development: pathways for people, profit, and planet
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York
Routledge, Taylor & Francis Group
2018
|
| Edition: | second edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | xxii, 329 Seiten |
| ISBN: | 9781138053670 9781138053649 |
Staff View
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Record in the Search Index
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|---|---|
| adam_text | Contents
About the Authors xiii
Foreword xv
Bruce J. Avolio
Preface to Second Edition xvü
Preface to First Edition xix
1 Introducing Full Range Leadership Development 1
Why Fui! Range Leadership Development Is Essential for
Exceptional Performance Today 3
Leadership for Our Dynamic World and Lives 3
Demographic Changes 3
Technology Trends 3
Geopolitical Alterations 4
New Generations of Workers Bring New Ideas 4
Organizational Modifications 5
Environmental Issues 5
And the Research Says . . . 5
The Components of Full Range Leadership Development Theory 6
Laissez-Faire 7
Passive Management-by-Exception 8
Active Management-by-Exception 9
Contingent Reward 10
The 51s of Transformational Leadership 11
Idealized Influence—Behaviors and Attributes 11
Inspirational Motivation 13
Intellectual Stimulation 14
Individualized Consideration 15
Full Range Leadership Development and the History of
Leadership Thought 16
Trait Theory 18
Psychodynamic Theory 19
Skills Theory 20
Emotional Intelligence 20
Pragmatic or Problem-Solving Leadership Theory 21
V
Contents
Style Theory 21
Situational Leadership Theory 22
Contingency Theory 23
Path-Goal Theory 24
Leader-Member Exchange (LMX) Theory 25
Servant Leadership Theory 26
Ethical Leadership Theory 27
Authentic Leadership Theory 28
Summary Questions and Reflective Exercises 30
Notes 34
2 The Full Range Leadership Development System 38
Sidney Politer and To Sir, With Love 39
Leadership Is a System 41
Leader 43
Follower 44
Situation 45
Confluence of Leader, Follower, and Situation 48
The Total Leadership System 52
Full Range Leadership Systems Thinking 56
Process Model for Understanding Full Flange Leadership
Development 56
Putting Full Range Leadership Development Systems Thinking
into Practice 60
Be Honest with Yourself 60
Personal Reflections are Essentiai for FRLD 60
Take the Multi factor Leadership Questionnaire Now 61
Establish a Personal Leadership Mission Statement 62
Find a Learning Partner 63
Make FRLD Reflection a Part of Your Schedule 63
Use Self-Re wards and Positive A f firms tions 64
Set Goals with a Personal Leadership Development Plan 64
Summary Questions and Reflective Exercises 65
Notes 68
3 Idealized Influence Behaviors and Attributes: The Humane Side
of Transformational Leadership 71
The Idealized Leadership of Mohandas Gandhi 72
Idealized Influence Behaviors: Definition and Examples 76
Talk About Your Most important Values and Beliefs 76
Talk About the importance of Trusting Each Other 79
Specify the Importance of Having a Strong Sense of Purpose 81
Consider the Moral/Ethical Consequences of Your Decisions 82
Emphasize the Importance of Teamwork 85
Champion Exciting New Possibilities That Can Be Achieved
Through Teamwork 86
vi
Contents
Idealized Influence Attributes: Definition and Examples 86
Instill Pride in Others for Being Associated with You 87
Go Beyond Self-Interests for the Good of Others 88
Act in Ways That Build Others Respect 90
Display a Sense of Power and Confidence 91
Reassure Others That Obstacles Will Be Overcome 92
Rationale for and Effects of Idealized Influence Behaviors
and Attributes 92
Putting Idealized Influence into Practice 93
Display the Behaviors Described in This Chapter 93
Identify and Leverage Your Strengths and Those of Others 94
Improve Your Perspective-Taking Capacity 94
Work on Your Self-Awareness 95
Gauging Your Leadership Self-Awareness 95
Learn About Becoming an Authentic Transformational Leader 97
Summary Questions and Reflective Exercises 98
Notes 99
4 Inspirational Motivation: The Emotional Side of
Transformational Leadership 102
Inspirational Motivation: Definition and Examples 105
Talk Optimistically About the Future 106
Talk Enthusiastically About What Needs to Be Accomplished 107
Articulate a Compelling Vision of the Future 108
Provide an Exciting Image of What Is Essential to Consider 111
Express Confidence That Goals Will Be Achieved 113
Rationale for and Effects of Inspirational Motivation 114
Charisma as an Important Foundation of Inspirational Motivation:
Pros and Cons 115
Putting Inspirational Motivation into Practice 121
Display the Behaviors Described in This Chapter 121
Boost Your Self-Confidence 122
Write Mission and Vision Statements for Your Organization 122
Study the Rhetoric of Inspirational Leadership 123
Work to Improve Your Public Speaking Ability 124
Use Storytelling Techniques to Articulate Your Vision 126
Build Consensus Around Your Vision 126
Summary Questions and Reflective Exercises 127
Notes 129
5 Intellectual Stimulation: The Rational Side of
Transformational Leadership 132
Intellectual Stimulation: Definition and Behavioral Examples 135
Reexamine Critical Assumptions to Question Whether They
Are Appropriate 136
Seek Different Perspectives When Solving Problems 138
vii
Get Others to Look at Problems from Many Different Angles 138
Suggest New Ways of Looking at How to Complete Assignments 140
Encourage Nontraditional Thinking to Deal with Traditional
Problems 141
Encourage Rethinking Those ideas That Have Never Been
Questioned Before 142
Rationale for and Effects of Intellectual Stimulation 144
Putting Intellectual Stimulation into Practice 145
Display the Behaviors Described in This Chapter 145
Identify and Remove Roadblocks to Intellectual Stimulation 145
Your Organization 146
Your Leader 146
Your Followers 147
Yourself 147
Use Pragmatic/Problem-Solving Leadership 148
Use Brainstorming 150
Promote the Use of Fantasy 151
Imagine Alternative States 152
Learn to Think Differently 152
Ask Challenging Questions 153
Summary Questions and Reflective Exercises 154
Notes 156
Individualized Consideration: The Nurturing Side of
Transformational Leadership 159
Individualized Consideration: Definition and Behavioral Examples 163
Consider Individuals as Having Different Needs, Abilities, and
Aspirations from Others 164
Treat Others as individuals Rather Than a Member of a Group 167
Listen Attentively to Others Concerns 170
Help Others Develop Their Strengths 171
Spend Time Teaching and Coaching 173
Promote Self-Development 174
Rationale for and Effects of Individualized Consideration 176
Putting Individualized Consideration into Practice 177
Display the Behaviors Described in This Chapter 177
Individuation 178
Diversity Leadership Issues 179
Creating Cultures of Diversity Leadership 181
Mentoring 181
Benefits and Functions of Mentoring 182
Become Interested in the Wellbeing and Character Strengths
of Others 183
Celebrate Diversity 186
Establish Mentoring/Coaching Programs in Your Organization 186
Create Strategies for Continuous Personal Improvement 188
Contents
Summary Questions and Reflective Exercises 188
Notes 191
7 Contingent Reward and Management-by-Exception Active:
The Two Faces of Transactional Leadership 194
Contingent Reward: Definition and Behavioral Examples 196
Set Goals for and with Followers 197
Suggest Pathways to Meet Performance Expectations 199
Actively Monitor Followers Progress and Provide
Supportive Feedback 200
Provide Rewards When Goals Are Attained 201
Management-by-Exception Active: Definition and Behavioral Examples 202
Closely Monitor Work Performance for Errors 204
Focus Attention on Mistakes, Complaints, Failures, Deviations,
and Infractions 205
Arrange to Know If and When Things Go Wrong 206
Rationale for and Effects of Transactional Leadership Behaviors 207
Contingent Reward: Justification and Expected Outcomes 207
MBE-A: Justification and Expected Outcomes 212
Putting Transactional Leadership into Practice 214
Applying Con tingen t Re ward Leadership 214
Display the Behaviors Described in This Chapter 214
Provide the Resources Needed by Followers to Reach
Their Goals 214
Use Rewards to Support Six Sigma and Total Quality
Management Initiatives 215
Applying MBE-A L eadership 216
Display the Behaviors Described in This Chapter 216
Set Standards 216
Emphasize Accountability and Responsibility 217
Assess Risk and Be Alert 217
Summary Questions and Reflective Exercises 218
Notes 219
8 Management-by-Exception Passive and Laissez-Faire:
Inactive Forms of Leadership 222
The Legacy of Lazy Leaders 223
Management-by-Exception Passive: Definition and
Behavioral Examples 225
Intervene Only If Standards Are Not Met 226
Wait for Things to Go Wrong Before Taking Action 227
Believe That If It Ain t Broke, Don t Fix It 228
React to Mistakes Reluctantly 229
Laissez-Faire: Definition and Behavioral Examples 230
Avoid Getting Involved, Making Decisions, or Solving Problems 232
Be Absent When Needed 233
IX
Delay and Fail to Follow Up 233
Avoid Emphasizing Results 234
Rationale for and Effects of Passive Leadership Behaviors 235
MBE-P: Justification and Expected Outcomes 235
Laissez-Faire: Justification and Expected Outcomes 238
Putting Passive Forms of Leadership into Practice 240
Applying MBE-P Leadership 241
Display the Behaviors Described in This Chapter 241
Place Energy on Maintaining the Status Quo 241
Fix the Problem and Get Back to Coasting Along 242
Applying Laissez-Faire Leadership 243
Please Avoid the Behaviors Described in This Section 243
Talk About Getting Things Done, But Let Others Take the Lead 244
Show Lack of Interest When Things Go Wrong 244
Let Things Settle Naturally 245
Summary Questions and Reflective Exercises 245
Notes 246
Sharing Full Range Leadership within Teams 249
Team Leadership Lessons from The Beatles 252
Carry That Weight 252
Don t Let Me Down 253
Come Together 254
Tell Me What You See 254
Within You Without You 255
Team Leadership Defined 255
Differences Between Groups and Teams 258
Information and Workflow 258
Synergy 259
Individual Versus Mutual Accountability 262
Overlapping Versus Complementary Skillsets 262
Levels of Team Development 264
Rationale for and Effects of FRLD in Groups and Teams 265
Putting FRLD Into Practice in Teams 266
How to Develop High-Performing Teams 266
How to Share Leadership in Your Team 267
Instill Pride in Team Members for Being Associated with
the Team 269
Go Beyond Self-Interest for the Good of the Team 269
Emphasize the Importance of Having a Collective Sense
of Mission 270
Help Your Team Members to Develop Their Strengths 272
Summary Questions and Reflective Exercises 273
Notes 275
Contents
10 Full Range Leadership Development for Strategic, Social, and
Environmental Initiatives 278
Responsibilities of Executives: How FRLD Can Help 279
Strategic Leadership Defined 283
Strategic Leadership and the Balanced Scorecard 285
How FRLD Enhances This Process 288
Triple Bottom Line 290
Full Range Leadership Development as a Strategic and
Social Intervention 291
Social En trepreneurship 291
Social Entrepreneurship in Action 293
Environmental, Health, and Safety Issues in the Workplace 295
Environmental Leadership Initiatives 298
Putting Full Range Leadership Development into Practice at the
Strategic Level 299
Use Transformational Leadership Measures for Promotion
and Transfer 299
Recruit and Select the Best 300
Use Transformational Leadership as a Career Development Tool 300
Reengineer Jobs and Processes 300
Build a Strong Brand and Corporate Image 301
Periodically Examine and Redesign Your Organizational Structure 303
Leaving Your Own FRLD Legacy of Prosperity and Wellbeing 303
Summary Questions and Reflective Exercises 304
Notes 305
Appendix: Master of Leadership Development Program 309
Index of Leaders and Authors 320
General Index 323
xi
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| spelling | Sosik, John J. Verfasser (DE-588)160965446 aut Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung second edition New York Routledge, Taylor & Francis Group 2018 xxii, 329 Seiten txt rdacontent n rdamedia nc rdacarrier Führung Leadership Führungslehre (DE-588)4247908-3 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Führung (DE-588)4018776-7 s Unternehmen (DE-588)4061963-1 s DE-604 Führungslehre (DE-588)4247908-3 s Jung, Dongil Sonstige (DE-588)1160629730 oth Erscheint auch als Onlineausgabe, ebk 978-1-315-16720-6 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=030656101&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sosik, John J. Full range leadership development pathways for people, profit, and planet Führung Leadership Führungslehre (DE-588)4247908-3 gnd Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd |
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| title | Full range leadership development pathways for people, profit, and planet |
| title_auth | Full range leadership development pathways for people, profit, and planet |
| title_exact_search | Full range leadership development pathways for people, profit, and planet |
| title_full | Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung |
| title_fullStr | Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung |
| title_full_unstemmed | Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung |
| title_short | Full range leadership development |
| title_sort | full range leadership development pathways for people profit and planet |
| title_sub | pathways for people, profit, and planet |
| topic | Führung Leadership Führungslehre (DE-588)4247908-3 gnd Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Führung Leadership Führungslehre Unternehmen |
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