"Leadership Dynamics" is for leaders and aspiring leaders who want to learn more about the practicalities of the leader-follower relationship and the concepts of effective leadership. Emphasizing the transactional view of leadership as a two-way process of influence, it covers recent research findings (with more than 300 citations) and highlights such crucial topics as as attaining and maintaining the leader role and making needed changes.
"Leadership Dynamics" is for leaders and aspiring leaders who want to learn more about the practicalities of the leader-follower relationship and the concepts of effective leadership. Emphasizing the transactional view of leadership as a two-way process of influence, it covers recent research findings (with more than 300 citations) and highlights such crucial topics as as attaining and maintaining the leader role and making needed changes.
Edwin P. Hollander has written extensively on leadership and related topics in social psychology. He is Professor of Psychology at the State University of New York at Buffalo, where he has also served as Provost of Social Sciences. A Columbia Ph.D., he began his leadership research while on duty as a navel aviation psychologist, and has taught at Carnegie-Mellon, Washington (St. Louis), and American universities, with visiting appointments at Istanbul, Wisconsin, Harvard, and Oxford universities. A Fellow of the American Psychological Association, Hollander is former president of its Division of General Psychology.
Inhaltsangabe
Contents Introduction Preface 1. Leadership: What Is it? Leadership Is an Influence Process Background Varieties of Leadership Leadership and the Leader Leaders and Followers The Leader-Follower Transaction Sharing Leadership Activities Responsibility and Accountability Summary 2. Ways of Approaching Leadership The Person and/or the Times? Traits and Leader Functions The Description of Leader Behavior Leader Style The Situational Approach Contingency Models The Transactional Approach Idiosyncrasy Credit: Earned Status and Innovation Summary 3. Leader Authority and Followership Authority and Legitimacy among Followers The Perception of Status and Credibility Becoming and Staying a Leader Effects of Appointed or Elected Leadership Effects of Followers' Behavior on Leader Behavior Summary 4. Social Exchange in Leadership Basic Concepts of Social Exchange What Makes for a "Fair Exchange" in Leadership? Leadership as a Transaction System Progress and Leader-Follower Team Effectiveness Distributive Justice and Equity Leader-Follower Roles and Power Summary 5. Leadership Functions in Organizations Leadership Roles and Group Maintenance Resources and Powers in Management and Administration Defining Group Functions and Goals Adaptively The Leader's Task and Human Relations Functions Participative Leadership Job Satisfaction and Dissatisfaction Job Enrichment and Management by Objectives Summary 6. Leadership Effectiveness Effectiveness for What? Identifying Leadership Effectiveness Interpersonal Qualities in Leadership Effectiveness Enablement, Restraint, and Autocratic Leadership Foresight and Planning Leader Training and the Identification of Effective and Ineffective Leaders Maintaining the Leader Role Summary 7. Leadership and Social Change Making Needed Changes Organizational and Institutional Responses to Change Organizational Renewal Group Dynamics and Change Charismatic Leaders Organizational Structure, Control, and Limits to Innovation Summary 8. Leadership Dynamics: A Summing Up How the Transactional Approach Is Different Variations on Leader Competence Variations on Leader Style Variations on Leadership Effectiveness Parting Thoughts Notes Works Cited Name Index Subject Index
Contents Introduction Preface 1. Leadership: What Is it? Leadership Is an Influence Process Background Varieties of Leadership Leadership and the Leader Leaders and Followers The Leader-Follower Transaction Sharing Leadership Activities Responsibility and Accountability Summary 2. Ways of Approaching Leadership The Person and/or the Times? Traits and Leader Functions The Description of Leader Behavior Leader Style The Situational Approach Contingency Models The Transactional Approach Idiosyncrasy Credit: Earned Status and Innovation Summary 3. Leader Authority and Followership Authority and Legitimacy among Followers The Perception of Status and Credibility Becoming and Staying a Leader Effects of Appointed or Elected Leadership Effects of Followers' Behavior on Leader Behavior Summary 4. Social Exchange in Leadership Basic Concepts of Social Exchange What Makes for a "Fair Exchange" in Leadership? Leadership as a Transaction System Progress and Leader-Follower Team Effectiveness Distributive Justice and Equity Leader-Follower Roles and Power Summary 5. Leadership Functions in Organizations Leadership Roles and Group Maintenance Resources and Powers in Management and Administration Defining Group Functions and Goals Adaptively The Leader's Task and Human Relations Functions Participative Leadership Job Satisfaction and Dissatisfaction Job Enrichment and Management by Objectives Summary 6. Leadership Effectiveness Effectiveness for What? Identifying Leadership Effectiveness Interpersonal Qualities in Leadership Effectiveness Enablement, Restraint, and Autocratic Leadership Foresight and Planning Leader Training and the Identification of Effective and Ineffective Leaders Maintaining the Leader Role Summary 7. Leadership and Social Change Making Needed Changes Organizational and Institutional Responses to Change Organizational Renewal Group Dynamics and Change Charismatic Leaders Organizational Structure, Control, and Limits to Innovation Summary 8. Leadership Dynamics: A Summing Up How the Transactional Approach Is Different Variations on Leader Competence Variations on Leader Style Variations on Leadership Effectiveness Parting Thoughts Notes Works Cited Name Index Subject Index
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