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First Published in 2008. Routledge is an imprint of Taylor & Francis, an informa company.
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First Published in 2008. Routledge is an imprint of Taylor & Francis, an informa company.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 290
- Erscheinungstermin: 30. Juli 2008
- Englisch
- Abmessung: 249mm x 180mm x 23mm
- Gewicht: 703g
- ISBN-13: 9780805864397
- ISBN-10: 0805864393
- Artikelnr.: 23414940
- Verlag: Taylor & Francis
- Seitenzahl: 290
- Erscheinungstermin: 30. Juli 2008
- Englisch
- Abmessung: 249mm x 180mm x 23mm
- Gewicht: 703g
- ISBN-13: 9780805864397
- ISBN-10: 0805864393
- Artikelnr.: 23414940
Dr. Hollander has been CUNY Distinguished Professor of Psychology at Baruch College and the Graduate Center since 1989. A longtime Professor at SUNY Buffalo, he also served there as Provost of Social Sciences and Administration, and was the founding director of the Doctoral Program in Social/Organizational Psychology. His BS in Psychology was earned at Case Western Reserve and his Ph.D. at Columbia University. Subsequently, he taught at Carnegie Mellon, Washington (St. Louis), and American University (Washington). He has held visiting appointments as a Fulbright Professor at Istanbul University, an NIMH Senior Fellow at the Tavistock Institute in London, and as a faculty member at Wisconsin, Harvard, Oxford, and the Institute of American Studies in Paris, among others. He also served as Study Director of the Committee on Ability Testing at the National Academy of Sciences. Dr. Hollander's major interests have focused on group and organizational leadership, innovation, and autonomy. His current research is directed toward understanding follower expectations and perceptions of leaders, and their consequences to the relationship. Specifically, he has recently been studying the sources of evaluation of leaders, including gender. His books include Leaders, Groups, and Influence (1964), Leadership Dynamics (1978), and Principles and Methods of Social Psychology (4 ed., 1981), and he co-edited the series Current Perspectives in Social Psychology (4 ed., 1976) with Raymond Hunt, and the companion volume Classic Contributions to Social Psychology (1972). He also is author of many chapters and papers on leadership.
Series Foreword by Edwin Fleishman and Jeanette Cleveland. Preface. Part 1.
Introduction. 1. Overview of Inclusive Leadership (IL). 2. Historical
Background of Modern Leadership Study. 3. Applications and Implications of
Inclusive Leadership (IL). Part 2. Leadership-Followership Issues. 4. What
is the Crisis of Leadership? 5. With James W. Julian, Contemporary Trends
in the Analysis of Leadership Processes. 6. The Essential Interdependence
of Leadership and Followership. 7. Women and Leadership. 8. Leadership,
Followership, Self, and Others. 9. College and University Leadership. 10.
Presidential Leadership. 11. With Lynn R. Offermann, Power and Leadership
in Organizations. 12. Organizational Leadership and Followership: The Role
of Interpersonal Relations. 13. Legitimacy, Power, and Influence: A
Perspective on Relational Features of Leadership. 14. Ethical Challenges in
the Leader-Follower Relationship. 15. With Lynn R. Offermann, The Balance
of Leadership and Followership: An Introduction. Part 3.
Conformity-Nonconformity and Independence. 16. Conformity, Status, and
Idiosyncrasy Credit. 17. With Richard H. Willis, Some Current Issues in the
Psychology of Conformity and Nonconformity. 18. Independence, Conformity,
and Civil Liberties: Some Implications from Social Psychological Research.
Part 4. Conclusions. 19. Summing Up: Lessons from Experience. Afterword: A
Career in Leadership: A Life in Psychology. Appendix: Measuring Inclusive
Leadership with a New Scale (ILS-16).
Introduction. 1. Overview of Inclusive Leadership (IL). 2. Historical
Background of Modern Leadership Study. 3. Applications and Implications of
Inclusive Leadership (IL). Part 2. Leadership-Followership Issues. 4. What
is the Crisis of Leadership? 5. With James W. Julian, Contemporary Trends
in the Analysis of Leadership Processes. 6. The Essential Interdependence
of Leadership and Followership. 7. Women and Leadership. 8. Leadership,
Followership, Self, and Others. 9. College and University Leadership. 10.
Presidential Leadership. 11. With Lynn R. Offermann, Power and Leadership
in Organizations. 12. Organizational Leadership and Followership: The Role
of Interpersonal Relations. 13. Legitimacy, Power, and Influence: A
Perspective on Relational Features of Leadership. 14. Ethical Challenges in
the Leader-Follower Relationship. 15. With Lynn R. Offermann, The Balance
of Leadership and Followership: An Introduction. Part 3.
Conformity-Nonconformity and Independence. 16. Conformity, Status, and
Idiosyncrasy Credit. 17. With Richard H. Willis, Some Current Issues in the
Psychology of Conformity and Nonconformity. 18. Independence, Conformity,
and Civil Liberties: Some Implications from Social Psychological Research.
Part 4. Conclusions. 19. Summing Up: Lessons from Experience. Afterword: A
Career in Leadership: A Life in Psychology. Appendix: Measuring Inclusive
Leadership with a New Scale (ILS-16).
Series Foreword by Edwin Fleishman and Jeanette Cleveland. Preface. Part 1.
Introduction. 1. Overview of Inclusive Leadership (IL). 2. Historical
Background of Modern Leadership Study. 3. Applications and Implications of
Inclusive Leadership (IL). Part 2. Leadership-Followership Issues. 4. What
is the Crisis of Leadership? 5. With James W. Julian, Contemporary Trends
in the Analysis of Leadership Processes. 6. The Essential Interdependence
of Leadership and Followership. 7. Women and Leadership. 8. Leadership,
Followership, Self, and Others. 9. College and University Leadership. 10.
Presidential Leadership. 11. With Lynn R. Offermann, Power and Leadership
in Organizations. 12. Organizational Leadership and Followership: The Role
of Interpersonal Relations. 13. Legitimacy, Power, and Influence: A
Perspective on Relational Features of Leadership. 14. Ethical Challenges in
the Leader-Follower Relationship. 15. With Lynn R. Offermann, The Balance
of Leadership and Followership: An Introduction. Part 3.
Conformity-Nonconformity and Independence. 16. Conformity, Status, and
Idiosyncrasy Credit. 17. With Richard H. Willis, Some Current Issues in the
Psychology of Conformity and Nonconformity. 18. Independence, Conformity,
and Civil Liberties: Some Implications from Social Psychological Research.
Part 4. Conclusions. 19. Summing Up: Lessons from Experience. Afterword: A
Career in Leadership: A Life in Psychology. Appendix: Measuring Inclusive
Leadership with a New Scale (ILS-16).
Introduction. 1. Overview of Inclusive Leadership (IL). 2. Historical
Background of Modern Leadership Study. 3. Applications and Implications of
Inclusive Leadership (IL). Part 2. Leadership-Followership Issues. 4. What
is the Crisis of Leadership? 5. With James W. Julian, Contemporary Trends
in the Analysis of Leadership Processes. 6. The Essential Interdependence
of Leadership and Followership. 7. Women and Leadership. 8. Leadership,
Followership, Self, and Others. 9. College and University Leadership. 10.
Presidential Leadership. 11. With Lynn R. Offermann, Power and Leadership
in Organizations. 12. Organizational Leadership and Followership: The Role
of Interpersonal Relations. 13. Legitimacy, Power, and Influence: A
Perspective on Relational Features of Leadership. 14. Ethical Challenges in
the Leader-Follower Relationship. 15. With Lynn R. Offermann, The Balance
of Leadership and Followership: An Introduction. Part 3.
Conformity-Nonconformity and Independence. 16. Conformity, Status, and
Idiosyncrasy Credit. 17. With Richard H. Willis, Some Current Issues in the
Psychology of Conformity and Nonconformity. 18. Independence, Conformity,
and Civil Liberties: Some Implications from Social Psychological Research.
Part 4. Conclusions. 19. Summing Up: Lessons from Experience. Afterword: A
Career in Leadership: A Life in Psychology. Appendix: Measuring Inclusive
Leadership with a New Scale (ILS-16).