Peter G. Northouse

Leadership

Theory and Practice

• Broschiertes Buch

Produktbeschreibung

Main description:
For anyone seeking to explore how an understanding of leadership theory can inform and direct the way leadership is practiced, the Fourth Edition of Leadership: Theory and Practice is an indispensable tool. Adopted as a textbook at over 250 colleges and universities, this bestselling volume is equally useful for private-sector leadership development training programs.

New to the Fourth Edition:

- A chapter on cross-cultural leadership and diversity

- New material on the Globe study

- New material on servant leadership

- New material on spiritual leadership

- New material on followership

- New material on Konzes Posner//LPI

Review quote:
... 'The book seems to have been sprung from the author's experiences of teaching and consulting on leadership issues. This is evident from the way in which the approaches and theories to leadership are structured for easy application and practice in active scenarios. A clear positive aspect of the book is the Summary at the end of each chapter with serves the purpose of integrating several dimensions that the chapter deals with.'. Venkatesh Pamu(Book Reviews, 20060627)

Table of contents:
Preface
Special Features
Audience
Acknowledgments
1. Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
2. Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model
Emotional Intelligence
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1: Choosing a New Director of Research
Case 2.2: A Remarkable Turnaround
Case 2.3: Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
References
3. Skills Approach
Description
Three-Skill Approach
Technical Skill
Human Skill
Conceptual Skill
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1: A Strained Research Team
Case 3.2: A Shift for Lieutenant Colonel Adams
Case 3.3: Andy?s Recipe
Leadership Instrument
Skills Inventory
Summary
References
4. Style Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton?s Managerial (Leadership) Grid
Paternalism/Maternalism
Opportunism
How Does the Style Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 4.1: A Drill Sergeant at First
Case 4.2: Eating Lunch Standing Up
Case 4.3: Enhancing the Department?s Culture
Leadership Instrument
Style Questionnaire
Summary
References
5. Situational Approach
Description
Leadership Styles
Development Levels
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1: What Style Do I Use?
Case 5.2: Why Aren?t They Listening?
Case 5.3: Getting the Message Across
Leadership Instrument
Situational Leadership: A Brief Questionnaire
Summary
References
6. Contingency Theory
Description
Leadership Styles
Situational Variables
How Does Contingency Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1: No Control Over the Student Council
Case 6.2: Giving Him a Hard Time
Case 6.3: What?s the Best Leader Match?
Leadership Instrument
Least Preferred Coworker (LPC) Measure
Summary
References
7. Path-Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Subordinate Characteristics
Task Characteristics
How Does Path-Goal Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1: Three Shifts, Three Supervisors
Case 7.2: Direction for Some, Support for Others
Case 7.3: Marathon Runners at Different Levels
Leadership Instrument
Path-Goal Leadership Questionnaire
Summary
References
8. Leader-Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1: His Team Gets the Best Assignments
Case 8.2: Working Hard at Being Fair
Case 8.3: Taking On Additional Responsibilities
Leadership Instrument
LMX 7 Questionnaire
Summary
References
9. Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 9.1: The Vision Failed
Case 9.2: Students Dig It
Case 9.3: Her Vision Was a Model Research Center
Leadership Instrument
Multifactor Leadership Questionnaire (MLQ) Form 6S
Summary
References
10. Team Leadership - Susan E. Kogler Hill
Description
Team Leadership Model
Leadership Decisions
Leadership Actions
Team Effectiveness
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 10.1: Can This Virtual Team Work?
Case 10.2: They Dominated the Conversation
Case 10.3: Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader Questionnaire
Summary
References
11. Psychodynamic Approach - Ernest L. Stech
Description
Background
Eric Berne and Transactional Analysis
Sigmund Freud and Personality Type
Carl Jung and Personality Types
Sixteen Types and Leadership
Dealing With Followers
How Does the Psychodynamic Approach Work?
Strengths
Criticisms
Case Studies
Case 11.1: Not the Type Who Sees the Big Picture
Case 11.2: Staff Meeting Problems
Case 11.3: Unexpected Reactions
Leadership Instrument
Psychodynamic Approach Survey
Summary
References
12. Women and Leadership - Crystal Hoyt
Description
Gender and Leadership Styles
Gender and Leadership Effectiveness
The Glass Ceiling
Evidence of the Glass Ceiling
Motives for Removing the Barriers
Explaining the Glass Ceiling
Breaking the Glass Ceiling
Strengths
Criticisms
Application
Case Studies
Case 12.1: The Glass Ceiling
Case 12.2: Lack of Inclusion and Credibility
Case 12.3: Pregnancy as a Barrier to Job Status
Leadership Instrument
The Gender-Leader Implicit Association Test
Summary
References
13. Culture and Leadership
Description
Culture Defined
Related Concepts
Ethnocentrism
Prejudice
Dimensions of Culture
Uncertainty Avoidance
Power Distance
Institutional Collectivism
In-Group Collectivism
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Human Orientation
Clusters of World Cultures
Characteristics of Clusters
Leadership Behavior and Culture Clusters
Eastern Europe Leadership Profile
Latin America Leadership Profile
Latin Europe Leadership Profile
Confucian Asia Leadership Profile
Nordic Europe Leadership Profile
Anglo Leadership Profile
Sub-Saharan Africa Leadership Profile
Southern Asia Leadership Profile
Germanic Europe Leadership Profile
Middle East Leadership Profile
Universally Desirable and Undesirable Leadership Attributes
Strengths
Criticisms
Application
Case Studies
Case 13.1: A Challenging Workplace
Case 13.2: A Special Kind of Financing
Case 13.3: Whose Fire Station Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Summary
References
14. Leadership Ethics
Ethics Defined
Ethical Theories
Centrality of Ethics to Leadership
Heifetz?s Perspective on Ethical Leadership
Burns?s Perspective on Ethical Leadership
Greenleaf?s Perspective on Ethical Leadership
Principles of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
Case 14.1: A Struggling Company With Not Enough Cash
Case 14.2: How Safe Is Safe?
Case 14.3: Reexamining a Proposal
Leadership Instrument
Perceived Leader Integrity Scale (PLIS)
Summary
References
Author Index
Subject Index
About the Author
About the Contributors

Produktdetails

• Verlag: Paul Chapman Publishing
• Englisch
• ISBN-13: 9781412941617
• ISBN-10: 141294161X
• Artikelnr.: 22426009

Autorenporträt

Peter G. Northouse (Ph.D., University of Denver) is Professor of Communication at Western Michigan University. For more than 20 years, he has taught leadership and organizational communication on both the undergraduate and graduate levels. He is the author of Leadership: Theory and Practice, (3rd ed), 2003, SAGE Publications. In addition to several book chapters, he has also published many articles in professional journals and is co-author of Health Communication: Strategies for Health Professionals, (3rd ed.), Prentice-Hall. He serves on the editorial board of the Journal of Health Communication. His research interests include leadership ethics, transformational leadership, and conflict resolution. He has worked as a consultant in a variety of areas, including leadership development, conflict management, cancer communication, and organizational communication. He holds a doctorate in speech communication from the University of Denver, and a masters and bachelors degree in communication education from Michigan State University.