The art and science of leadership / (Record no. 9423)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 09524cam a22003014a 4500 |
| 001 - CONTROL NUMBER | |
| control field | 13903677 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20180702123614.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 050317s2006 njua b 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER | |
| LC control number | 2005007744 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 0131485415 (pbk.) |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (OCoLC)ocm58604760 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | DLC |
| Transcribing agency | DLC |
| Modifying agency | BAKER |
| -- | C#P |
| -- | DLC |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | pcc |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER | |
| Classification number | BF637.L4 |
| Item number | N35 2006 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 158.4 |
| Edition number | 22 |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Nahavandi, Afsaneh. |
| 245 14 - TITLE STATEMENT | |
| Title | The art and science of leadership / |
| Statement of responsibility, etc | Afsaneh Nahavandi. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 4th ed. |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Upper Saddle River, N.J. : |
| Name of publisher, distributor, etc | Pearson/Prentice Hall, |
| Date of publication, distribution, etc | c2006. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xv, 344 p. : |
| Other physical details | ill. ; |
| Dimensions | 24 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE | |
| Bibliography, etc | Includes bibliographical references (p. 307-332) and indexes. |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Preface xi<br/>Part I: Building Blocks 1<br/>CHAPTER 1 Definition and Significance of Leadership <br/>Effective leadership<br/> What is leadership? Who Is a Leader? <br/> What Is Effectiveness? When is a leader effective?<br/>Culture and Leadership <br/> Levels of Culture <br/> Models of national and ethnic culture <br/> Hall's high context and low context cultural framework<br/> Hofstede's five cultural dimensions<br/> Trompenaars dimensions of culture<br/> Global Leadership and Organizational Behavior Effectiveness (GLOBE) research<br/>Obstacles to Effective Leadership <br/>Leadership and Management <br/>Roles and Functions of Leaders <br/> Managerial Roles <br/> Functions of the Leader: Creation and Maintenance of an Organizational Culture <br/>Does Leadership Make a Difference? <br/> Arguments Against the Impact of Leadership <br/> Arguments for the Impact of Leadership <br/> Reconciling the Differences <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 1-1: What Is Leadership? <br/>Exercise 1-2: Images of Leadership <br/>Exercise 1-3: Narian Bridges <br/>Exercise 1-4: The Context of Leadership<br/>Case: Leadership in Action: Jet Blue's David Neeleman Reinvents an Airline<br/>CHAPTER 2 Leadership: Past, Present, and Future <br/>A History of Modern Leadership Theory <br/> The Trait Era: Late 1800s to Mid-1940s <br/> Behavior Era: Mid-1940s to Early 1970s <br/> The Contingency Era: Early 1960s to Present <br/>The Present: Current Trends in Leadership Practice and Research <br/> Leader Characteristics and Traits Revisited <br/> Changes in Organizations and in Expectations of Leaders <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 2-1: Old Wines and New Skins <br/>Exercise 2-2: The Toy Factory <br/>Exercise 2-3: Leadership and Gender <br/>Case: Leadership in Action: The Caring Dictator <br/>CHAPTER 3 Individual Differences and Traits <br/>Elements of Individual Differences Characteristics <br/> Multiple Perspectives and the Impact of the Situation <br/> Individual Characteristics Set the Limits <br/>Values <br/> Value System and Culture <br/>Abilities and Skills <br/> Intelligence and Emotional Intelligence <br/> Creativity <br/> Skills <br/>Relevant Personality Traits <br/> The Big-Five Personality Dimensions <br/> Other Individual Personality Traits <br/>Using Individual Characteristics <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 3-1: Your Ideal Organization <br/>Self-Assessment 3-1: Value Systems <br/>Self-Assessment 3-2: Emotional Intelligence <br/>Self-Assessment 3-3: Locus of Control <br/>Self-Assessment 3-4: Type A Behavior Pattern <br/>Self-Assessment 3-5: Self-Monitoring <br/>Self-Assessment 3-6: MBTI <br/>Self-Assessment 3-7: Machiavellianism <br/>Case: Leadership in Action: Pernille Spears-Lopez assembles a winning team at Ikea <br/>CHAPTER 4 Power and Leadership <br/>Power in Organizations: Definition and Consequences <br/> Consequences of Using Power <br/> Distribution of Power <br/>Sources of Power <br/> Sources of Power Related to Individuals <br/> Sources of Power Related to Organizational Structure <br/> Special Power Sources of Top Executives <br/>The Dark Side of Power: Corruption <br/> Causes and processes<br/> Consequences of corruption<br/> Solutions <br/>Empowerment: The Changing Face of Power <br/> Steps to Empowerment <br/> Impact of Empowerment <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 4-1: Recognizing Blocks to Empowerment <br/>Self-Assessment 4-1: Views of Power <br/>Case: Leadership in Action: The power of Dick Grasso<br/>Part II: Contingency Models <br/>CHAPTER 5 Contingency Models: Using Resources Effectively <br/>Fiedler's Contingency Model <br/> Leader's Style <br/> Situational Control <br/> Predictions of the Contingency Model <br/> Evaluation and Applications <br/> Using the Contingency Model <br/>The Normative Decision Model <br/> Leader's Decision Styles <br/> Contingency Variables: Defining the Problem <br/> The Normative Decision Model's Predictions <br/> Evaluation and Application <br/>Cognitive Resources Theory <br/> Leader Characteristics and Contingency Factors <br/> CRT's Predictions <br/> Evaluation and Application <br/>Contingency Models and Culture <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 5-1: Changing the Leader's Sit Con <br/>Exercise 5-2: Using the Normative Decision Model <br/>Exercise 5-3: Creating an Atmosphere That Encourages Participation <br/>Exercise 5-4: Using the Cognitive Resource Theory<br/>Self-Assessment 5-1: Determining Your LPC <br/>Self-Assessment 5-2: Assessing a Leadership Situation <br/>Case: Leadership in Action: The Cosmetic Queen and the Software King <br/>CHAPTER 6 Exchange and Relationship Development and Management <br/>Path-Goal Theory <br/> The Framework <br/> Limitations and Applications <br/>Attributional Models <br/> Limitations and Applications <br/>Leader-Member Exchange (LMX) <br/> Limitations and Applications <br/>Substitutes for Leadership <br/> Limitations and Applications <br/>Situational Leadership <br/> Limitations and Applications <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 6-1: Removing Obstacles <br/>Exercise 6-2: In-Group/Out-Group <br/>Self-Assessment 6-1: Identifying Your In-Group and Out-Group <br/>Self-Assessment 6-2: Leadership Substitutes <br/>Case: Leadership in Action: The Caring Navy Commander <br/>Part III: Current Developments and Applications <br/>CHAPTER 7 Participative Management and Leading Teams <br/>When Should Participation Be Used? <br/> Criteria for Participation <br/> The Role of Culture <br/>The Issue of Delegation <br/> Benefits of Delegation <br/> Guidelines for Good Delegation <br/> Why Do Leaders Fail to Delegate? <br/>Evolution of Participative Management: Teams and Superleadership <br/> Characteristics of Teams <br/> Self-Managed Teams <br/> Helping teams become effective<br/>Super- and Self-Leadership <br/>Role of Leaders in a Team Environment <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 7-1: To Delegate or Not to Delegate? <br/>Exercise 7-2: Strategies for Becoming a Superleader <br/>Self-assessment 7-1: Delegation scale <br/>Self-Assessment 7-2: Are You a Team Leader? <br/>Case: Leadership in Action: Whole Foods<br/>CHAPTER 8 Change-Oriented Leadership <br/>A Brief History of Charismatic and Transformational Leadership <br/>Charismatic Leadership: A Relationship Between Leaders and Followers <br/> Characteristics of Charismatic Leaders <br/> Characteristics of Followers <br/> The Charismatic Situation <br/> The Dark Side of Charisma <br/> Evaluation and Application <br/>Transactional and Transformational Leadership <br/> Transactional Leadership <br/> Transformational Leadership <br/> Evaluation and Application <br/>Change-Oriented and Visionary Leadership <br/> Evaluation and Application <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 8-1: Do You Know a Charismatic Leader? <br/>Exercise 8-2: Charismatic Speech <br/>Self-Assessment 8-1: Building Credibility <br/>Case: Leadership in Action: Andrea Jung Orchestrates Avon's Makeover <br/>CHAPTER 9 The Upper-Echelon View: Strategic Leadership <br/>Differences Between Micro and Upper-Echelon Strategic Leadership <br/>The Domain and Impact of Strategic Leadership <br/> Role of Strategic Leaders <br/> Executive Discretion: Moderating Factors of the Role of Leaders <br/>Characteristics of Upper-Echelon Leaders <br/> Demographic and Personality Traits <br/> Strategic Leadership Types <br/> Strategic Leadership: Culture and Gender <br/>How Do Executives Affect Their Organization? <br/> Direct Decisions <br/> Allocation of Resources and Control over the Reward System <br/> Setting the Norms and Modeling <br/>Strategic Leaders' Accountability <br/>Summary and Conclusion <br/>Leadership Challenge <br/>Review and Discussion Questions <br/>Searching the Web <br/>Exercise 9-1: Understanding Strategic Forces <br/>Exercise 9-2: Your Organization <br/>Exercise 9-3: Influence Processes <br/>Self-Assessment 9-1: What Is Your Strategic Leadership Type? <br/>Case: Leadership in Action: A.G. Lafley reinvents Procter & Gamble <br/>Part IV: Looking Toward the Future <br/>CHAPTER 10 Looking Toward the Future: What Will We Be When We Grow Up? <br/>What We Know and What We Don't Know <br/> What Do We Know? <br/> What Don't We Know? <br/>Changes in the Leadership Context and Its Consequences <br/> Changing Context <br/> Changing leadership <br/>Looking to the Future <br/> What' on the research horizon?<br/> What's a leader to do?<br/>Self-Assessment 10.1: My Personal Mission Statement <br/>References <br/>Author Index <br/>Subject Index |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Leadership. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Leadership |
| Form subdivision | Cross-cultural studies. |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) | |
| a | 7 |
| b | cbc |
| c | orignew |
| d | 1 |
| e | ecip |
| f | 20 |
| g | y-gencatlg |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Total Checkouts | Full call number | Barcode | Date last seen | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | Centeral Library | Centeral Library | First Floor - Mass communication | 16.11.2016 | 158.4 N.A.A 2006 | 11093 | 16.11.2016 | 16.11.2016 | Books |