Introduction to leadership: concepts and practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London ; New Delhi ; Singapore
Sage
[2025]
|
| Ausgabe: | Sixth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxiii, 384 Seiten Illustrationen |
| ISBN: | 9781071884928 |
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Datensatz im Suchindex
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BRIEF CONTENTS Preface XV Acknowledgments xix xxiii About the Author 1 Chapter 1 Understanding Leadership Chapter 2 Recognizing Your Traits 23 Chapter 3 Understanding Leadership Styles 55 Chapter 4 Attending to Tasks and Relationships 77 Chapter 5 Developing Leadership Skills 99 Chapter 6 Engaging Strengths 125 Chapter 7 Creating a Vision 157 Chapter 8 Working With Groups 177 Chapter 9 Embracing Diversity and Inclusion 219 Chapter 10 Managing Conflict 261 Chapter 11 Addressing Ethics in Leadership 293 Chapter 12 Exploring Destructive Leadership 323 Glossary of Key Terms 359 References 365 Index 379
DETAILED CONTENTS xv Preface Acknowledgments About the Author Chapter 1 Understanding Leadership xix xxiii 1 Introduction 1 Ways of Viewing Leadership 1 Leadership Is a Trait 2 Leadership Is an Ability 2 Leadership Is a Skill 3 Leadership Is a Behavior 3 Leadership Is a Relationship A 5 5 Leadership Is an Influence Process New and Evolving Approaches to Leadership Leadership and Management 7 Leadership and Culture 7 Leadership’s "Dark Side" 8 Understanding Effective Leadership 8 Summary 11 Key Terms 12 Chapter 2 Recognizing Your Traits 23 Introduction 23 Leadership Traits Explained 23 Confidence Charisma 24 24 25 Determination Sociability Integrity 26 26 27 Intelligence Leadership Traits in Practice 30 Harriet Tubman (c. 1820-1913) Traitsand Characteristics 30 31 Winston Churchill (1874-1965) Traits and Characteristics 31 32
VÜi Introduction to Leadership Mother Teresa (1910-1997) Traits and Characteristics Dr. Anthony Fauci (1940-) Traits and Characteristics Oprah Winfrey (1954-I Traits and Characteristics LeBron James (1984-) Traits and Characteristics 32 33 33 34 35 35 36 37 Summary 37 Key Terms 38 Chapters Understanding Leadership Styles 55 Introduction 55 Leadership Philosophy Explained 55 TheoryX 56 Assumption 1: The average person dislikes work and will avoid it if possible. 56 Assumption 2: People need to be directed and controlled. 56 Assumption 3: People want security, not responsibility. Theory Y 57 57 Assumption 1 : The average person does not inherently dislike work. Doing work is as natural as play. 57 Assumption 2: People will show responsibility and self-control toward goals to which they are committed. 58 Assumption 3: In the proper environment, the average person learns to accept and seek responsibility. 58 Leadership Styles Explained 59 Authoritarian Leadership Style 60 Democratic Leadership Style 61 Laissez-Faire Leadership Style 62 Leadership Styles in Practice 65 Summary 66 Key Terms 67 Chapter 4 Attending to Tasksand Relationships 77 Introduction 77 Task and Relationship Styles Explained 78 Task Style 78 Relationship Style 79 Task and Relationship Leadership inPractice Task Leadership 80 83 Relationship Leadership 84 Integrating Task and Relationship Leadership 85 Summary 86 Key Terms 86
Detailed Contents Chapters Developing Leadership Skills ÎX 99 Introduction 99 Administrative Skills Explained 99 Administrative Skills in Practice 99 Managing People 100 Managing Resources 101 Showing Technical Competence 101 Interpersonal Skills Explained Interpersonal Skills in Practice 102 102 Being Socially Perceptive 102 Showing Emotional Intelligence 103 Managing Interpersonal Conflict 106 Conceptual Skills Explained Conceptual Skills in Practice 107 107 Problem Solving 107 Strategic Planning 109 Creating Vision 110 Summary 111 Key Terms 111 Chapter 6 Engaging Strengths 125 Introduction 125 Strengths-Based Leadership Explained 126 Historical Background Gallup Positive Psychology Identifying and Measuring Strengths 126 126 127 127 Gallup and the CliftonStrengths Profile 128 VIA Institute on Character and Inventory of Strengths 130 Centre of Applied Positive Psychology and the Strengths Profile Assessment 131 Strengths-Based Leadership in Practice 134 Discovering Your Strengths 135 Developing Your Strengths 136 Addressing Your Weaknesses 137 Recognizing and Engaging the Strengths of Others 139 Fostering a Positive Strengths-Based Environment 141 Summary 141 Key Terms 143 Chapter? Creating a Vision 157 Introduction 157 Vision Explained 158 A Picture 158
X Introduction to Leadership A Change 158 Values A Map 162 A Challenge ^82 Vision in Practice Articulating a Vision Implementing a Vision ^3 ^2 ^8/l Summary ^^ Key Terms 1^6 Chapters Working With Groups 177 Introduction 177 Groups Explained 178 Types of Groups 178 Task Groups 179 Process Groups 179 Stages of Groups 179 Forming 180 Storming 180 Norming 181 Performing 182 Adjourning 182 Individual Group Roles 183 Group Task Roles 183 Group-Building and Maintenance Roles 184 Individual Roles 185 Benefits of Group Work 187 Groups in Practice 187 Establish a Constructive Climate 187 Provide Structure 188 Clarify Goals 189 Clarify Group Norms 190 Build Cohesiveness 191 Ways to Build Group Cohesion Promote Standards of Excellence 192 193 Require Results 194 Review Results 194 Reward Results Address Out-Group Members 1% 194 Strategy 1: Listen to Out-Group Members 197 Strategy 2: Show Empathy to Out-Group Members 197 Strategy 3: Recognize the Unique Contributions of Out-Group Members 197 Strategy 4: Help Out-Group Members Feel Included 19g Strategy 5: Create a Special Relationship With Out-Group Members 199 Strategy 6: Give Out-Group Members a Voice and Empower Them to Act 199
Detailed Contents xi Summary 202 Key Terms 203 Chapter 9 Embracing Diversity and Inclusion 219 Introduction 219 Diversity and Inclusion Explained 219 Diversity 219 Inclusion 221 Equity 221 Approaches to Diversity 222 Early Years- 1960s and 1970s 223 Era of Valuing Diversity—1980s and 1990s 224 Diversity Management and Inclusion in the 21st Century—2000 to Present 224 Inclusion Framework 226 Diversity and Inclusion in Practice 230 Model of Inclusive Practices 230 Leader Practices That Advance Diversity and Inclusion 232 1. Feeling Safe 232 2. Feeling Involved and Engaged 234 3. Feeling Respected and Valued 234 4. Feeling Influential 234 5. Feeling Authentic and Whole 6. Recognizing, Attending to, and Honoring Diversity Barriers to Embracing Diversity and Inclusion Ethnocentrism 235 235 236 236 Prejudice 237 Unconscious Bias 238 Stereotypes 238 Privilege 239 Summary 241 Key Terms 242 Chapter 10 Managing Conflict 261 Introduction 261 Conflict Explained 261 Communication and Conflict 263 Conflict on the Content Level 264 Conflict Regarding Beliefs and Values 264 Conflict Regarding Goals 266 Conflict on the Relational Level 267 Relational Conflict and Issues of Esteem 267 Relational Conflict and Issues of Control 268 Relational Conflict and Issues of Affiliation 269
xii Introduction to Leadership Managing Conflict in Practice The Fisher and Ury Approach to Conflict Principle 1: Separate the People From the Problem 270 270 271 Principle 2: Focus on Interests, Not Positions 271 Principle 3: Invent Options for Mutual Gains 273 Principle 4: Insist on Using Objective Criteria 273 Communication Strategies for Conflict Resolution 274 Differentiation 274 Fractionation 275 Face Saving The Kilmann and Thomas Styles of Approaching Conflict 276 277 Avoidance 278 Competition 279 Accommodation 279 Compromise 280 Collaboration 280 Summary 281 Key Terms 282 Chapter 11 Addressing Ethics in Leadership Introduction 293 293 Leadership Ethics Explained 294 Leadership Ethics in Practice 294 The Character of the Leader 295 The Actions of the Leader 295 The Goals of the Leader 301 The Honesty of the Leader 301 The Power of the Leader 302 The Values of the Leader 304 Culture and Leadership Ethics 305 Summary 305 Key Terms 306 Chapter 12 Exploring Destructive Leadership 323 Introduction 323 Destructive Leadership Explained 324 Toxic Triangle 325 Destructive Leaders 325 Susceptible Followers 327 Conducive Environments 331
Detailed Contents Confronting Destructive Leadership in Practice Leaders Followers Context xiii 334 334 335 337 Summary 341 Key Terms 342 Glossary of Key Terms 359 References 365 Index 379 |
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| spelling | Northouse, Peter Guy Verfasser (DE-588)128958774 aut Introduction to leadership concepts and practice Peter G. Northouse, Western Michigan University Sixth edition London ; New Delhi ; Singapore Sage [2025] © 2025 xxiii, 384 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Leadership Führungstheorie (DE-588)4247909-5 gnd rswk-swf Führungslehre (DE-588)4247908-3 gnd rswk-swf Führungslehre (DE-588)4247908-3 s Führungstheorie (DE-588)4247909-5 s DE-604 Erscheint auch als Online-Ausgabe 978-1-0718-8495-9 Erscheint auch als Online-Ausgabe, EPUB 9781071884942 Erscheint auch als Online-Ausgabe, PDF 9781071884966 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=035006242&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Northouse, Peter Guy Introduction to leadership concepts and practice Leadership Führungstheorie (DE-588)4247909-5 gnd Führungslehre (DE-588)4247908-3 gnd |
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| title | Introduction to leadership concepts and practice |
| title_auth | Introduction to leadership concepts and practice |
| title_exact_search | Introduction to leadership concepts and practice |
| title_full | Introduction to leadership concepts and practice Peter G. Northouse, Western Michigan University |
| title_fullStr | Introduction to leadership concepts and practice Peter G. Northouse, Western Michigan University |
| title_full_unstemmed | Introduction to leadership concepts and practice Peter G. Northouse, Western Michigan University |
| title_short | Introduction to leadership |
| title_sort | introduction to leadership concepts and practice |
| title_sub | concepts and practice |
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| topic_facet | Leadership Führungstheorie Führungslehre |
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