35986841_10216840653711318_1105697261150535680_n

The art and science of leadership / Afsaneh Nahavandi.

By: Nahavandi, Afsaneh
Material type: TextTextPublisher: Upper Saddle River, N.J. : Pearson/Prentice Hall, c2006Edition: 4th edDescription: xv, 344 p. : ill. ; 24 cmISBN: 0131485415 (pbk.)Subject(s): Leadership | Leadership -- Cross-cultural studiesDDC classification: 158.4 LOC classification: BF637.L4 | N35 2006
Contents:
Preface xi Part I: Building Blocks 1 CHAPTER 1 Definition and Significance of Leadership Effective leadership What is leadership? Who Is a Leader? What Is Effectiveness? When is a leader effective? Culture and Leadership Levels of Culture Models of national and ethnic culture Hall's high context and low context cultural framework Hofstede's five cultural dimensions Trompenaars dimensions of culture Global Leadership and Organizational Behavior Effectiveness (GLOBE) research Obstacles to Effective Leadership Leadership and Management Roles and Functions of Leaders Managerial Roles Functions of the Leader: Creation and Maintenance of an Organizational Culture Does Leadership Make a Difference? Arguments Against the Impact of Leadership Arguments for the Impact of Leadership Reconciling the Differences Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 1-1: What Is Leadership? Exercise 1-2: Images of Leadership Exercise 1-3: Narian Bridges Exercise 1-4: The Context of Leadership Case: Leadership in Action: Jet Blue's David Neeleman Reinvents an Airline CHAPTER 2 Leadership: Past, Present, and Future A History of Modern Leadership Theory The Trait Era: Late 1800s to Mid-1940s Behavior Era: Mid-1940s to Early 1970s The Contingency Era: Early 1960s to Present The Present: Current Trends in Leadership Practice and Research Leader Characteristics and Traits Revisited Changes in Organizations and in Expectations of Leaders Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 2-1: Old Wines and New Skins Exercise 2-2: The Toy Factory Exercise 2-3: Leadership and Gender Case: Leadership in Action: The Caring Dictator CHAPTER 3 Individual Differences and Traits Elements of Individual Differences Characteristics Multiple Perspectives and the Impact of the Situation Individual Characteristics Set the Limits Values Value System and Culture Abilities and Skills Intelligence and Emotional Intelligence Creativity Skills Relevant Personality Traits The Big-Five Personality Dimensions Other Individual Personality Traits Using Individual Characteristics Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 3-1: Your Ideal Organization Self-Assessment 3-1: Value Systems Self-Assessment 3-2: Emotional Intelligence Self-Assessment 3-3: Locus of Control Self-Assessment 3-4: Type A Behavior Pattern Self-Assessment 3-5: Self-Monitoring Self-Assessment 3-6: MBTI Self-Assessment 3-7: Machiavellianism Case: Leadership in Action: Pernille Spears-Lopez assembles a winning team at Ikea CHAPTER 4 Power and Leadership Power in Organizations: Definition and Consequences Consequences of Using Power Distribution of Power Sources of Power Sources of Power Related to Individuals Sources of Power Related to Organizational Structure Special Power Sources of Top Executives The Dark Side of Power: Corruption Causes and processes Consequences of corruption Solutions Empowerment: The Changing Face of Power Steps to Empowerment Impact of Empowerment Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 4-1: Recognizing Blocks to Empowerment Self-Assessment 4-1: Views of Power Case: Leadership in Action: The power of Dick Grasso Part II: Contingency Models CHAPTER 5 Contingency Models: Using Resources Effectively Fiedler's Contingency Model Leader's Style Situational Control Predictions of the Contingency Model Evaluation and Applications Using the Contingency Model The Normative Decision Model Leader's Decision Styles Contingency Variables: Defining the Problem The Normative Decision Model's Predictions Evaluation and Application Cognitive Resources Theory Leader Characteristics and Contingency Factors CRT's Predictions Evaluation and Application Contingency Models and Culture Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 5-1: Changing the Leader's Sit Con Exercise 5-2: Using the Normative Decision Model Exercise 5-3: Creating an Atmosphere That Encourages Participation Exercise 5-4: Using the Cognitive Resource Theory Self-Assessment 5-1: Determining Your LPC Self-Assessment 5-2: Assessing a Leadership Situation Case: Leadership in Action: The Cosmetic Queen and the Software King CHAPTER 6 Exchange and Relationship Development and Management Path-Goal Theory The Framework Limitations and Applications Attributional Models Limitations and Applications Leader-Member Exchange (LMX) Limitations and Applications Substitutes for Leadership Limitations and Applications Situational Leadership Limitations and Applications Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 6-1: Removing Obstacles Exercise 6-2: In-Group/Out-Group Self-Assessment 6-1: Identifying Your In-Group and Out-Group Self-Assessment 6-2: Leadership Substitutes Case: Leadership in Action: The Caring Navy Commander Part III: Current Developments and Applications CHAPTER 7 Participative Management and Leading Teams When Should Participation Be Used? Criteria for Participation The Role of Culture The Issue of Delegation Benefits of Delegation Guidelines for Good Delegation Why Do Leaders Fail to Delegate? Evolution of Participative Management: Teams and Superleadership Characteristics of Teams Self-Managed Teams Helping teams become effective Super- and Self-Leadership Role of Leaders in a Team Environment Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 7-1: To Delegate or Not to Delegate? Exercise 7-2: Strategies for Becoming a Superleader Self-assessment 7-1: Delegation scale Self-Assessment 7-2: Are You a Team Leader? Case: Leadership in Action: Whole Foods CHAPTER 8 Change-Oriented Leadership A Brief History of Charismatic and Transformational Leadership Charismatic Leadership: A Relationship Between Leaders and Followers Characteristics of Charismatic Leaders Characteristics of Followers The Charismatic Situation The Dark Side of Charisma Evaluation and Application Transactional and Transformational Leadership Transactional Leadership Transformational Leadership Evaluation and Application Change-Oriented and Visionary Leadership Evaluation and Application Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 8-1: Do You Know a Charismatic Leader? Exercise 8-2: Charismatic Speech Self-Assessment 8-1: Building Credibility Case: Leadership in Action: Andrea Jung Orchestrates Avon's Makeover CHAPTER 9 The Upper-Echelon View: Strategic Leadership Differences Between Micro and Upper-Echelon Strategic Leadership The Domain and Impact of Strategic Leadership Role of Strategic Leaders Executive Discretion: Moderating Factors of the Role of Leaders Characteristics of Upper-Echelon Leaders Demographic and Personality Traits Strategic Leadership Types Strategic Leadership: Culture and Gender How Do Executives Affect Their Organization? Direct Decisions Allocation of Resources and Control over the Reward System Setting the Norms and Modeling Strategic Leaders' Accountability Summary and Conclusion Leadership Challenge Review and Discussion Questions Searching the Web Exercise 9-1: Understanding Strategic Forces Exercise 9-2: Your Organization Exercise 9-3: Influence Processes Self-Assessment 9-1: What Is Your Strategic Leadership Type? Case: Leadership in Action: A.G. Lafley reinvents Procter & Gamble Part IV: Looking Toward the Future CHAPTER 10 Looking Toward the Future: What Will We Be When We Grow Up? What We Know and What We Don't Know What Do We Know? What Don't We Know? Changes in the Leadership Context and Its Consequences Changing Context Changing leadership Looking to the Future What' on the research horizon? What's a leader to do? Self-Assessment 10.1: My Personal Mission Statement References Author Index Subject Index
Tags from this library: No tags from this library for this title. Log in to add tags.
    Average rating: 0.0 (0 votes)
Item type Current location Call number Status Date due Barcode
Books Books Centeral Library
First Floor - Mass communication
158.4 N.A.A 2006 (Browse shelf) Available 11093

Includes bibliographical references (p. 307-332) and indexes.

Preface xi
Part I: Building Blocks 1
CHAPTER 1 Definition and Significance of Leadership
Effective leadership
What is leadership? Who Is a Leader?
What Is Effectiveness? When is a leader effective?
Culture and Leadership
Levels of Culture
Models of national and ethnic culture
Hall's high context and low context cultural framework
Hofstede's five cultural dimensions
Trompenaars dimensions of culture
Global Leadership and Organizational Behavior Effectiveness (GLOBE) research
Obstacles to Effective Leadership
Leadership and Management
Roles and Functions of Leaders
Managerial Roles
Functions of the Leader: Creation and Maintenance of an Organizational Culture
Does Leadership Make a Difference?
Arguments Against the Impact of Leadership
Arguments for the Impact of Leadership
Reconciling the Differences
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 1-1: What Is Leadership?
Exercise 1-2: Images of Leadership
Exercise 1-3: Narian Bridges
Exercise 1-4: The Context of Leadership
Case: Leadership in Action: Jet Blue's David Neeleman Reinvents an Airline
CHAPTER 2 Leadership: Past, Present, and Future
A History of Modern Leadership Theory
The Trait Era: Late 1800s to Mid-1940s
Behavior Era: Mid-1940s to Early 1970s
The Contingency Era: Early 1960s to Present
The Present: Current Trends in Leadership Practice and Research
Leader Characteristics and Traits Revisited
Changes in Organizations and in Expectations of Leaders
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 2-1: Old Wines and New Skins
Exercise 2-2: The Toy Factory
Exercise 2-3: Leadership and Gender
Case: Leadership in Action: The Caring Dictator
CHAPTER 3 Individual Differences and Traits
Elements of Individual Differences Characteristics
Multiple Perspectives and the Impact of the Situation
Individual Characteristics Set the Limits
Values
Value System and Culture
Abilities and Skills
Intelligence and Emotional Intelligence
Creativity
Skills
Relevant Personality Traits
The Big-Five Personality Dimensions
Other Individual Personality Traits
Using Individual Characteristics
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 3-1: Your Ideal Organization
Self-Assessment 3-1: Value Systems
Self-Assessment 3-2: Emotional Intelligence
Self-Assessment 3-3: Locus of Control
Self-Assessment 3-4: Type A Behavior Pattern
Self-Assessment 3-5: Self-Monitoring
Self-Assessment 3-6: MBTI
Self-Assessment 3-7: Machiavellianism
Case: Leadership in Action: Pernille Spears-Lopez assembles a winning team at Ikea
CHAPTER 4 Power and Leadership
Power in Organizations: Definition and Consequences
Consequences of Using Power
Distribution of Power
Sources of Power
Sources of Power Related to Individuals
Sources of Power Related to Organizational Structure
Special Power Sources of Top Executives
The Dark Side of Power: Corruption
Causes and processes
Consequences of corruption
Solutions
Empowerment: The Changing Face of Power
Steps to Empowerment
Impact of Empowerment
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 4-1: Recognizing Blocks to Empowerment
Self-Assessment 4-1: Views of Power
Case: Leadership in Action: The power of Dick Grasso
Part II: Contingency Models
CHAPTER 5 Contingency Models: Using Resources Effectively
Fiedler's Contingency Model
Leader's Style
Situational Control
Predictions of the Contingency Model
Evaluation and Applications
Using the Contingency Model
The Normative Decision Model
Leader's Decision Styles
Contingency Variables: Defining the Problem
The Normative Decision Model's Predictions
Evaluation and Application
Cognitive Resources Theory
Leader Characteristics and Contingency Factors
CRT's Predictions
Evaluation and Application
Contingency Models and Culture
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 5-1: Changing the Leader's Sit Con
Exercise 5-2: Using the Normative Decision Model
Exercise 5-3: Creating an Atmosphere That Encourages Participation
Exercise 5-4: Using the Cognitive Resource Theory
Self-Assessment 5-1: Determining Your LPC
Self-Assessment 5-2: Assessing a Leadership Situation
Case: Leadership in Action: The Cosmetic Queen and the Software King
CHAPTER 6 Exchange and Relationship Development and Management
Path-Goal Theory
The Framework
Limitations and Applications
Attributional Models
Limitations and Applications
Leader-Member Exchange (LMX)
Limitations and Applications
Substitutes for Leadership
Limitations and Applications
Situational Leadership
Limitations and Applications
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 6-1: Removing Obstacles
Exercise 6-2: In-Group/Out-Group
Self-Assessment 6-1: Identifying Your In-Group and Out-Group
Self-Assessment 6-2: Leadership Substitutes
Case: Leadership in Action: The Caring Navy Commander
Part III: Current Developments and Applications
CHAPTER 7 Participative Management and Leading Teams
When Should Participation Be Used?
Criteria for Participation
The Role of Culture
The Issue of Delegation
Benefits of Delegation
Guidelines for Good Delegation
Why Do Leaders Fail to Delegate?
Evolution of Participative Management: Teams and Superleadership
Characteristics of Teams
Self-Managed Teams
Helping teams become effective
Super- and Self-Leadership
Role of Leaders in a Team Environment
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 7-1: To Delegate or Not to Delegate?
Exercise 7-2: Strategies for Becoming a Superleader
Self-assessment 7-1: Delegation scale
Self-Assessment 7-2: Are You a Team Leader?
Case: Leadership in Action: Whole Foods
CHAPTER 8 Change-Oriented Leadership
A Brief History of Charismatic and Transformational Leadership
Charismatic Leadership: A Relationship Between Leaders and Followers
Characteristics of Charismatic Leaders
Characteristics of Followers
The Charismatic Situation
The Dark Side of Charisma
Evaluation and Application
Transactional and Transformational Leadership
Transactional Leadership
Transformational Leadership
Evaluation and Application
Change-Oriented and Visionary Leadership
Evaluation and Application
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 8-1: Do You Know a Charismatic Leader?
Exercise 8-2: Charismatic Speech
Self-Assessment 8-1: Building Credibility
Case: Leadership in Action: Andrea Jung Orchestrates Avon's Makeover
CHAPTER 9 The Upper-Echelon View: Strategic Leadership
Differences Between Micro and Upper-Echelon Strategic Leadership
The Domain and Impact of Strategic Leadership
Role of Strategic Leaders
Executive Discretion: Moderating Factors of the Role of Leaders
Characteristics of Upper-Echelon Leaders
Demographic and Personality Traits
Strategic Leadership Types
Strategic Leadership: Culture and Gender
How Do Executives Affect Their Organization?
Direct Decisions
Allocation of Resources and Control over the Reward System
Setting the Norms and Modeling
Strategic Leaders' Accountability
Summary and Conclusion
Leadership Challenge
Review and Discussion Questions
Searching the Web
Exercise 9-1: Understanding Strategic Forces
Exercise 9-2: Your Organization
Exercise 9-3: Influence Processes
Self-Assessment 9-1: What Is Your Strategic Leadership Type?
Case: Leadership in Action: A.G. Lafley reinvents Procter & Gamble
Part IV: Looking Toward the Future
CHAPTER 10 Looking Toward the Future: What Will We Be When We Grow Up?
What We Know and What We Don't Know
What Do We Know?
What Don't We Know?
Changes in the Leadership Context and Its Consequences
Changing Context
Changing leadership
Looking to the Future
What' on the research horizon?
What's a leader to do?
Self-Assessment 10.1: My Personal Mission Statement
References
Author Index
Subject Index

There are no comments on this title.

to post a comment.