Leadership: theory and practice
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
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Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
SAGE
[2022]
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| Ausgabe: | Ninth edition, international student edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxiv, 495, R-52, I-21 Seiten Illustrationen |
| ISBN: | 9781071840917 9781071836149 |
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| 245 | 1 | 0 | |a Leadership |b theory and practice |c Peter G. Northouse, Western Michigan University |
| 250 | |a Ninth edition, international student edition | ||
| 264 | 1 | |a Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne |b SAGE |c [2022] | |
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| 500 | |a Includes bibliographical references and index | ||
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Datensatz im Suchindex
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| adam_text | Detailed Contents A3ŰU՜ THE лит-DR ABO JT Trii. COK ТЯГ-·JTORS Chapter 1 Chapter Introduction 2 l շ LEADERSHIP DEFINED Ways o՜ Conceptualizing Leadership Definition and Components 6 6 LEADERSHIP DESCRIBED Trait Versus Process Leadership Assigned Versus Emergent Leade-ship Leadership and Power Leadership and Coercion Leadership anc Morality Leadership is a Neutral Process Leadership Is ә Moral Process Leadership and Management 8 8 8 ¡0 13 13 14 15 16 PLAN OF THE BOOK 18 CASE STUD՝/ Case 1.1 Open Mouth . 19 LFADERS-iP l STR JvENT Conceptualizing Leadership Questionnaire 22 23 SUMMARY 25 ! іи it Approach DESCRIPTION Intelligence Self -Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadersnip Strengths and Leadership Emotional Intelligence HOW DOES THE TRAIT APPROACH WORK? 27 32 33 33 34 34 35 36 38 40 STRENGTHS CRITICISMS APPLICATION 42
CASESTUDIES Case 21 Choosing a New Director ot Research Case 2.2 Recruiting for the Bank Case 2 3 Cion Musk LEADERSHIP INSTRUMENT Leadership Trait Questionnaire (LTQ) SUMMARY՜ ter 3 Skills Approach DESCRIPTION Three-Skii, Approach Technical Skills Human Skills Conceptual Skills Summary of the Three-Skill Approach Skills Model Individual Attributes Competencies Influences on Skills Development Leadership Outcomes Summary of the Skills Model 45 47 51 52 54 56 56 56 S7 S7 58 59 59 61 62 67 68 69 HOW DOES THE SKILLS APPROACH WORK? 69 STRENGTHS 70 CRITICISMS 71 APPLICATION 72 CASE STUDIES Case 3.1 A Strained Research Team Case 3.2 Andy s Recipe Case 3 3 2019 Global Teacher of the Year: Peter Tabichi LEADERSHIP INSTRUMENT Skills Inventory SUMMARY 1ER Ճ5 46 4 Bcha ioral Approach DESCRIPTION Task and Relationship Behaviors Task Orientation Relationship Orientation H stoncal Background of the Behavioral Approach The Ohio State Studies The University of Michigan Studies Bleke and Moutoo s Managerial (Leadership) Grid Paternalism/Maternahsm Opportunism Recent Studies 73 73 74 76 7Э 80 S2 S4 84 85 85 85 85 85 86 87 90 90 91
HOW DOES THE BEHAVIORAL APPROACH WORK? 92 STRENGTHS 93 CRITICISMS 94 APPLICATION ՛. ֊ : ■ Case 4.1 A Drill 96 Sergeant at First 97 97 98 100 104 105 SUMMARY 107 Situational Vppio.icli 109 DESCRIPTION Leadership Style Development Level 109 110 112 HOW DOES Sül·՝ WORK? 112 STRENGTHS 114 CRITICISMS 116 APPLICATION 119 CASS STUDIES Case 5.1 Marathon Runners at Different Levels Case 5 2 Getting the Message Across Case 5.3 Philosophies of Chinese Leadership 20 120 121 122 LEADERSHIP INSTRUMENT SLIh Questionnaire: Sample Items 127 128 SUMMARY Path-Coal Them՛} DESCRIPTION Leader Behaviors Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership Follower Characteristics Task Characteristics HOW DOES PATH-GOAL THEORY WORK? 131 132 132 134 135 135 135 136 137 138 139 STRENGTHS 141 CRITICISMS 142 APPLICATION 143 CASE STUDIES Case 61 Three Shifts, Three Supervisors Case 6.2 Playing in the Orchestra Case 6.3 Row the Boat 145 145 147 149
-EADERSH P INSTRUMENT Path-Goal Leadership) Questionnaire °7ER 7 156 í,í՝;i(Jei-Nlember J ac)í¿)))“(·Тікрп 157 DESCRIPTION Early Studies Late-Studies Leadership։ Development Emotions and LMX Development 157 158 160 162 164 HOW DOES LMX THEORY WORK? 166 STRENGTHS 168 CRITICISMS 169 APPLICATION 171 CASES~UD ES Case 7.1 His Team Gets the Best Assignments Case 7.2 Working Hard at Being Far Case 7.3 Pixar: Creating Space for Success J75 173 7?4 176 -EADERSH1P INSTRUMENT LMX-7 Questionnaire 180 181 SUMMARY PTER 8 153 154 SUMMARY Transformational Leadership DESCRIPTION Transformational Leadership Defined Transformational Leadershio and Charisma A Model of Transformational Leadership Transformational Leadership Factors Transactional Leadership Factors Nonleadership Factor Transformational Leadership Measurements Other Transformational Perspectives Bennis and Nanus Kouzes and Posner HOW DOES THE TRANSFORMATIONAL LEADERSHIP APPROACH WORK? 183 IS5 185 186 188 190 191 195 196 197 197 19g 199 201 STRENGTHS 203 CRITICISMS 205 APPLICATION 208 CASE STUDIES Case 8.1 The Vision Failed Case 8.2 An Exploration in Leadership Case 8.3 Grandmothers and Benches LEADERSHIP INSTRUMENT Transformational Leadership Inventory SUMMARY 210 2Ю 212 213 218 2 9 220
chapter g iithentic Leadership DESCRIPTION Authentic Leadersh p Defined Approaches to Authentic Lesdei snip Practical Approach Theoretical Approach HOW DOES AUTHENTIC LEADERSHIP WORK? chatter ì՜ 221 221 222 223 226 231 STRENGTHS 232 CRITICISMS 234 APPLICATION 235 CASE STUDIES Case 9.1 At i Radily a Leader? Case 9.2 Kassy s Story Case 9 3 The Arena of Authenticity 237 237 239 243 LEADERSHIP iN3TR jME! ]՜ Authentic Leadership Self-Assessment Questionnaire 243 SUMMARY CHAPTER 10 221 Seniilit 1 ,елек vsili]) 249 251 253 DESCRIPTION Servant Leade-ship Defined Historical Bas.s of Servant Leadership Ten Characteristics of a Servant Leader Burdmg a Tneory About Servant Leade-srnp 253 254 254 255 257 MODEL OF SERVANT LEADERSHIP Antecedan; Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership 253 259 261 264 266 HOW DOES SERVANT LEADERSHIP WORK? 266 STRENGTHS 267 CRITICISMS 269 APPLICATION 270 CASS STUDIES Case 101 Global Health Care Case 10.2 Servant Leadership Takes Plight Case 10.3 Energy to Inspire the World 272 272 274 276 LEADERSHIP INSTRUMENT Servant Leadership Questionnaire 27Ց 280 SUMMARY 283 Adaptive Leadership 285 DESCRIPTION Adaptive Leadership Defined 285 286
A MODEL OF ADAPTIVE LEADERSHIP Situational Challenges Technical Challenges Technical and Adaptive Challenges Adaptive Challenges Leader Behaviors Adaptive Work HOW DOES ADAPTIVE LEADERSHIP WORK? 288 288 288 289 289 290 299 300 STRENGTHS 302 CRITICISMS 304 APPLICATION 306 CASESTUD ES Case 11.1 Silence, Stigma, and Menial illness Case 11 2 Taming Bacchus Case 11 3 Agonizing Opuons for Marlboro College 3C2 308 310 LEADERSH P INSTRUMENT Adaptive Leadership Questionnaire SUMMARY PTEK 12 İncilisin: Leadership 311 315 316 320 322 Donna Chrobot-Mason and Quinetta Roberson DESCRIPTION Inclusion Defined 322 324 A MODEL OF INCLUSIVE LEADERSHIP Antecedent Conditions Leader Characteristics Group Diversity Cognitions Organizational Policies and Practices Inclusive Leadership Behaviors Outcomes 328 328 328 329 330 331 332 HOW DOES INCLUSIVE LEADERSHIP WORK? 333 STRENGTHS 334 CRITICISMS 334 APPLICATION Assessment Challenge Support CASESTUDIES Case 12.1 Difficult Decision Case 12.2 The Extraversión Advantage Case 12.3 inclusive Leadership During a C isis 335 336 337 338 339 339 340 341 LEADERSHIP INSTRUMENT inclusive Leadership Reflection Instrument 345 346 SUMMARY 350
DESCRIPTION Followership Defined Role-3aseđ and Relational-Based Perspectives Typologies of Followership The Zaleznik Typology The Kelley Typology The Chaleff Typology The Kelleman Typology 352 ՅՏՅ 354 354 355 356 357 360 THEORETICAL APPROACHES TO FOLLOWERSHIP Reversing the Lens The Leadership Co-Created Process New Perspectives on Followership Perspective T Followers Get the Job Done Perspective 2. Followers Work in the Best Interest of the Organization s Mission Perspective 3: Followers Challenge Leaders Perspective 4: Followers Support the Leader Perspective 5: Followers Learn From Leaders Followership and Destructive Leaders 7. Our Need for Reassunng Authority Figures 2. Our Need for Security and Certainty 3. Our Need to Feel Chosen or Special 4. Our Need ñor Membership in the Human Community 5. Our Pear of Ostracism, Isolation, and Social Death 6. Our Fear of Powerlessness to Challenge e Bad Leader 362 363 364 366 366 HOW DOES FOLLOWERSHIP WORK? 366 367 368 368 369 370 370 371 371 372 372 373 STRENGTHS 374 CRITICISMS 376 APPLICATION 377 CUE -SUDILS Case 13.1 Bluebird Care Case 13.2 Olympic Rowers Case 13 3 Penn State Sexual Abuse Scandal .379 379 381 383 -EADĽRSH P ¡ Чъ HUM F N1 Followership Questionnaire 5R7 388 SUMMARY (.lender and Leadership 392 394 Stefanie Simon and Crystal L Hoyt DESCRIPTION The Glass Ceiling Turned Labyrinth Evidence of the Leadership Labyrinth Understanding the Labyrinth 394 394 394 395 GENDER DIFFERENCES IN LEADERSHIP STYLES AND EFFECTIVENESS Navigating the Labyrinth 398 404
STRENGTHS 406 CRITICISMS 408 APPLICATION 408 CASESTUDIES Case 14.1 Тле Glass Ceiling Case 14.2 Pregnancy as a Barrier to Jcö Staus Case 14 3 Jacmda Ardern, Prime Minister of New Zealand 410 4)0 411 LEADERSHIP INSTRUMENT Gender-Leader Bias Questionnaire 418 ¿19 SUMMARY CH4PÍLR1G I .c-iidersliip Ktliics chapter 412 421 422 DESCRIPTION Ethics Defined Level 1. Preconventionsl Morality Levei г Conventional Morality Level 3. Postconventional Morality Ethical Theories Centrality of Ethics to Leadership Heifetz s Perspective on Ethical Leadership Burns s Perspective on Ethica1 Leadership The Dark Side of Leade Ship Principles of Ethical Leadership Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community 422 423 423 424 425 426 429 410 430 431 433 434 434 435 437 438 STRENGTHS CRITICISMS 439 441 APPLICATION 442 CASE STUDIES Case 15.1 Choosing a Research Assistant Case 15.2 Reexamining a Proposal Case 15.3 Ship Shape 444 444 445 447 LEADERSHIP INSTRUMENT Ethical Leadership Style Questionnaire (Short Form; 452 453 SUMMARY 459 16 Team leadership d61 Susan £ Kogler Hitt DESCRIPTION Team Leadership Model Team Effectiveness Leadership Decisions Leadership Actions 461 464 466 471 475
HOW DOES THE TEAM LEADERSHIP MODEL WORK? 479 STRENGTHS 480 CRITICISMS 481 APPLICATION 482 CASF STLDI = 5 Case 16.1 Team Cr sis Within :he Gates Case 16.? Starts With a Barg, Enas Wi;h а Whirrpe՛ Case 16.3 1980 U.S. Olympic Hockey Team 484 484 485 486 LEADERS֊ )» INSTRUMENT Team Excellerce and Collaborative Team Leade Questionnaire 493 SUMMARY 495 REFERENCES 491 R-l
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Detailed Contents A3ŰU՜ THE лит-DR ABO'JT Trii. COK ТЯГ-·JTORS Chapter 1 Chapter Introduction 2 l շ LEADERSHIP DEFINED Ways o՜ Conceptualizing Leadership Definition and Components 6 6 LEADERSHIP DESCRIBED Trait Versus Process Leadership Assigned Versus Emergent Leade-ship Leadership and Power Leadership and Coercion Leadership anc Morality Leadership is a Neutral Process Leadership Is ә Moral Process Leadership and Management 8 8 8 ¡0 13 13 14 15 16 PLAN OF THE BOOK 18 CASE STUD՝/ Case 1.1 Open Mouth . 19 LFADERS-iP l\STR'JvENT Conceptualizing Leadership Questionnaire 22 23 SUMMARY 25 ! іи it Approach DESCRIPTION Intelligence Self -Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadersnip Strengths and Leadership Emotional Intelligence HOW DOES THE TRAIT APPROACH WORK? 27 32 33 33 34 34 35 36 38 40 STRENGTHS CRITICISMS APPLICATION 42
CASESTUDIES Case 21 Choosing a New Director ot Research Case 2.2 Recruiting for the Bank Case 2 3 Cion Musk LEADERSHIP INSTRUMENT Leadership Trait Questionnaire (LTQ) SUMMARY՜ ter 3 Skills Approach DESCRIPTION Three-Skii, Approach Technical Skills Human Skills Conceptual Skills Summary of the Three-Skill Approach Skills Model Individual Attributes Competencies Influences on Skills Development Leadership Outcomes Summary of the Skills Model 45 47 51 52 54 56 56 56 S7 S7 58 59 59 61 62 67 68 69 HOW DOES THE SKILLS APPROACH WORK? 69 STRENGTHS 70 CRITICISMS 71 APPLICATION 72 CASE STUDIES Case 3.1 A Strained Research Team Case 3.2 Andy's Recipe Case 3 3 2019 Global Teacher of the Year: Peter Tabichi LEADERSHIP INSTRUMENT Skills Inventory SUMMARY 1ER Ճ5 46 4 Bcha\ioral Approach DESCRIPTION Task and Relationship Behaviors Task Orientation Relationship Orientation H stoncal Background of the Behavioral Approach The Ohio State Studies The University of Michigan Studies Bleke and Moutoo's Managerial (Leadership) Grid Paternalism/Maternahsm Opportunism Recent Studies 73 73 74 76 7Э 80 S2 S4 84 85 85 85 85 85 86 87 90 90 91
HOW DOES THE BEHAVIORAL APPROACH WORK? 92 STRENGTHS 93 CRITICISMS 94 APPLICATION ՛. ֊ : ■ ' Case 4.1 A Drill 96 Sergeant at First 97 97 98 100 104 105 SUMMARY 107 Situational Vppio.icli 109 DESCRIPTION Leadership Style Development Level 109 110 112 HOW DOES Sül·՝ WORK? 112 STRENGTHS 114 CRITICISMS 116 APPLICATION 119 CASS STUDIES Case 5.1 Marathon Runners at Different Levels Case 5 2 Getting the Message Across Case 5.3 Philosophies of Chinese Leadership '20 120 121 122 LEADERSHIP INSTRUMENT SLIh Questionnaire: Sample Items 127 128 SUMMARY Path-Coal Them՛} DESCRIPTION Leader Behaviors Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership Follower Characteristics Task Characteristics HOW DOES PATH-GOAL THEORY WORK? 131 132 132 134 135 135 135 136 137 138 139 STRENGTHS 141 CRITICISMS 142 APPLICATION 143 CASE STUDIES Case 61 Three Shifts, Three Supervisors Case 6.2 Playing in the Orchestra Case 6.3 Row the Boat 145 145 147 149
-EADERSH'P INSTRUMENT Path-Goal Leadership) Questionnaire °7ER 7 156 í,í՝;i(Jei-Nlember J'ac)í¿)))“(·Тікрп 157 DESCRIPTION Early Studies Late-Studies Leadership։ Development Emotions and LMX Development 157 158 160 162 164 HOW DOES LMX THEORY WORK? 166 STRENGTHS 168 CRITICISMS 169 APPLICATION 171 CASES~UD'ES Case 7.1 His Team Gets the Best Assignments Case 7.2 Working Hard at Being Far Case 7.3 Pixar: Creating Space for Success J75 173 7?4 176 -EADERSH1P INSTRUMENT LMX-7 Questionnaire 180 181 SUMMARY PTER 8 153 154 SUMMARY Transformational Leadership DESCRIPTION Transformational Leadership Defined Transformational Leadershio and Charisma A Model of Transformational Leadership Transformational Leadership Factors Transactional Leadership Factors Nonleadership Factor Transformational Leadership Measurements Other Transformational Perspectives Bennis and Nanus Kouzes and Posner HOW DOES THE TRANSFORMATIONAL LEADERSHIP APPROACH WORK? 183 IS5 185 186 188 190 191 195 196 197 197 19g 199 201 STRENGTHS 203 CRITICISMS 205 APPLICATION 208 CASE STUDIES Case 8.1 The Vision Failed Case 8.2 An Exploration in Leadership Case 8.3 Grandmothers and Benches LEADERSHIP INSTRUMENT Transformational Leadership Inventory SUMMARY 210 2Ю 212 213 218 2'9 220
chapter g \iithentic Leadership DESCRIPTION Authentic Leadersh p Defined Approaches to Authentic Lesdei snip Practical Approach Theoretical Approach HOW DOES AUTHENTIC LEADERSHIP WORK? chatter ì՜ 221 221 222 223 226 231 STRENGTHS 232 CRITICISMS 234 APPLICATION 235 CASE STUDIES Case 9.1 At i Radily a Leader? Case 9.2 Kassy's Story Case 9 3 The Arena of Authenticity 237 237 239 243 LEADERSHIP iN3TR'jME!\]՜ Authentic Leadership Self-Assessment Questionnaire 243 SUMMARY CHAPTER 10 221 Seniilit 1 ,елек vsili]) 249 251 253 DESCRIPTION Servant Leade-ship Defined Historical Bas.s of Servant Leadership Ten Characteristics of a Servant Leader Burdmg a Tneory About Servant Leade-srnp 253 254 254 255 257 MODEL OF SERVANT LEADERSHIP Antecedan; Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership 253 259 261 264 266 HOW DOES SERVANT LEADERSHIP WORK? 266 STRENGTHS 267 CRITICISMS 269 APPLICATION 270 CASS STUDIES Case 101 Global Health Care Case 10.2 Servant Leadership Takes Plight Case 10.3 Energy to Inspire the World 272 272 274 276 LEADERSHIP INSTRUMENT Servant Leadership Questionnaire 27Ց 280 SUMMARY 283 Adaptive Leadership 285 DESCRIPTION Adaptive Leadership Defined 285 286
A MODEL OF ADAPTIVE LEADERSHIP Situational Challenges Technical Challenges Technical and Adaptive Challenges Adaptive Challenges Leader Behaviors Adaptive Work HOW DOES ADAPTIVE LEADERSHIP WORK? 288 288 288 289 289 290 299 300 STRENGTHS 302 CRITICISMS 304 APPLICATION 306 CASESTUD'ES Case 11.1 Silence, Stigma, and Menial illness Case 11 2 Taming Bacchus Case 11 3 Agonizing Opuons for Marlboro College 3C2 308 310 LEADERSH P INSTRUMENT Adaptive Leadership Questionnaire SUMMARY PTEK 12 İncilisin: Leadership 311 315 316 320 322 Donna Chrobot-Mason and Quinetta Roberson DESCRIPTION Inclusion Defined 322 324 A MODEL OF INCLUSIVE LEADERSHIP Antecedent Conditions Leader Characteristics Group Diversity Cognitions Organizational Policies and Practices Inclusive Leadership Behaviors Outcomes 328 328 328 329 330 331 332 HOW DOES INCLUSIVE LEADERSHIP WORK? 333 STRENGTHS 334 CRITICISMS 334 APPLICATION Assessment Challenge Support CASESTUDIES Case 12.1 Difficult Decision Case 12.2 The Extraversión Advantage Case 12.3 inclusive Leadership During a C'isis 335 336 337 338 339 339 340 341 LEADERSHIP INSTRUMENT inclusive Leadership Reflection Instrument 345 346 SUMMARY 350
DESCRIPTION Followership Defined Role-3aseđ and Relational-Based Perspectives Typologies of Followership The Zaleznik Typology The Kelley Typology The Chaleff Typology The Kelleman Typology 352 ՅՏՅ 354 354 355 356 357 360 THEORETICAL APPROACHES TO FOLLOWERSHIP Reversing the Lens The Leadership Co-Created Process New Perspectives on Followership Perspective T Followers Get the Job Done Perspective 2. Followers Work in the Best Interest of the Organization's Mission Perspective 3: Followers Challenge Leaders Perspective 4: Followers Support the Leader Perspective 5: Followers Learn From Leaders Followership and Destructive Leaders 7. Our Need for Reassunng Authority Figures 2. Our Need for Security and Certainty 3. Our Need to Feel Chosen or Special 4. Our Need ñor Membership in the Human Community 5. Our Pear of Ostracism, Isolation, and Social Death 6. Our Fear of Powerlessness to Challenge e Bad Leader 362 363 364 366 366 HOW DOES FOLLOWERSHIP WORK? 366 367 368 368 369 370 370 371 371 372 372 373 STRENGTHS 374 CRITICISMS 376 APPLICATION 377 CUE -SUDILS Case 13.1 Bluebird Care Case 13.2 Olympic Rowers Case 13 3 Penn State Sexual Abuse Scandal .379 379 381 383 -EADĽRSH P ¡ Чъ HUM F N1 Followership Questionnaire 5R7 388 SUMMARY (.lender and Leadership 392 394 Stefanie Simon and Crystal L Hoyt DESCRIPTION The Glass Ceiling Turned Labyrinth Evidence of the Leadership Labyrinth Understanding the Labyrinth 394 394 394 395 GENDER DIFFERENCES IN LEADERSHIP STYLES AND EFFECTIVENESS Navigating the Labyrinth 398 404
STRENGTHS 406 CRITICISMS 408 APPLICATION 408 CASESTUDIES Case 14.1 Тле "Glass Ceiling" Case 14.2 Pregnancy as a Barrier to Jcö Staus Case 14 3 Jacmda Ardern, Prime Minister of New Zealand 410 4)0 411 LEADERSHIP INSTRUMENT Gender-Leader Bias Questionnaire 418 ¿19 SUMMARY CH4PÍLR1G I .c-iidersliip Ktliics chapter 412 421 422 DESCRIPTION Ethics Defined Level 1. Preconventionsl Morality Levei г Conventional Morality Level 3. Postconventional Morality Ethical Theories Centrality of Ethics to Leadership Heifetz's Perspective on Ethical Leadership Burns's Perspective on Ethica1 Leadership The Dark Side of Leade'Ship Principles of Ethical Leadership Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community 422 423 423 424 425 426 429 410 430 431 433 434 434 435 437 438 STRENGTHS CRITICISMS 439 441 APPLICATION 442 CASE STUDIES Case 15.1 Choosing a Research Assistant Case 15.2 Reexamining a Proposal Case 15.3 Ship Shape 444 444 445 447 LEADERSHIP INSTRUMENT Ethical Leadership Style Questionnaire (Short Form; 452 453 SUMMARY 459 16 Team leadership d61 Susan £ Kogler Hitt DESCRIPTION Team Leadership Model Team Effectiveness Leadership Decisions Leadership Actions 461 464 466 471 475
HOW DOES THE TEAM LEADERSHIP MODEL WORK? 479 STRENGTHS 480 CRITICISMS 481 APPLICATION 482 CASF STLDI = 5 Case 16.1 Team Cr sis Within :he Gates Case 16.? Starts With a Barg, Enas Wi;h а Whirrpe՛ Case 16.3 1980 U.S. Olympic Hockey Team 484 484 485 486 LEADERS֊')» INSTRUMENT Team Excellerce and Collaborative Team Leade' Questionnaire 493 SUMMARY 495 REFERENCES 491 R-l |
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| author | Northouse, Peter Guy |
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| edition | Ninth edition, international student edition |
| format | Book |
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| id | DE-604.BV047270436 |
| illustrated | Illustrated |
| index_date | 2024-07-03T17:13:54Z |
| indexdate | 2024-08-01T11:32:10Z |
| institution | BVB |
| isbn | 9781071840917 9781071836149 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032674136 |
| oclc_num | 1241185423 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-1102 DE-2070s DE-862 DE-BY-FWS DE-898 DE-BY-UBR DE-N2 |
| owner_facet | DE-355 DE-BY-UBR DE-1102 DE-2070s DE-862 DE-BY-FWS DE-898 DE-BY-UBR DE-N2 |
| physical | xxiv, 495, R-52, I-21 Seiten Illustrationen |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | SAGE |
| record_format | marc |
| spellingShingle | Northouse, Peter Guy Leadership theory and practice Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4018776-7 |
| title | Leadership theory and practice |
| title_auth | Leadership theory and practice |
| title_exact_search | Leadership theory and practice |
| title_exact_search_txtP | 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 (DE-588)4018776-7 gnd |
| topic_facet | Führung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032674136&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT northousepeterguy leadershiptheoryandpractice |
Inhaltsverzeichnis
THWS Schweinfurt Zentralbibliothek Lesesaal
| Signatur: |
2000 QV 584 N876(9) |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |