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050	0	0	_aBF637.L4 _bN35 2006
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100	1		_aNahavandi, Afsaneh.
245	1	4	_aThe art and science of leadership / _cAfsaneh Nahavandi.
250			_a4th ed.
260			_aUpper Saddle River, N.J. : _bPearson/Prentice Hall, _cc2006.
300			_axv, 344 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references (p. 307-332) and indexes.
505			_aPreface 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
650		0	_aLeadership.
650		0	_aLeadership _vCross-cultural studies.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK