Leadership : theory and practice /
Peter G. Northouse.
- 4th ed.
- Thousand Oaks : SAGE Publications, c2007.
- xx, 395 p. : ill. ; 23 cm.
Includes bibliographical references and indexes.
Preface -- Special features -- Audience -- Acknowledgments -- 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 -- Trait approach -- Description -- Intelligence -- Self-confidence -- Determination -- Integrity -- Sociability -- Five-factor personality model and leadership -- 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) -- Scoring interpretation -- Summary -- References -- Skills approach -- Description -- Three-skill approach -- Technical skill -- Human skill -- Conceptual skill -- Summary of the three-skill approach -- Skills model -- Problem-solving skills -- Social judgment skills -- Knowledge -- Individual attributes -- Crystallized cognitive ability -- Motivation -- Personality -- Leadership outcomes -- Effective problem solving -- Performance -- Career experiences -- Environmental influences -- Summary of the skills model -- How does the skills approach work? -- Strengths. 1. 2. 3. 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 -- Scoring -- Scoring interpretation -- Summary -- References -- Style approach -- Description -- The Ohio State studies -- The University of Michigan studies -- Blake and Mouton's managerial (leadership) grid -- Authority-compliance (9,1) -- country Club management (1,9) -- Impoverished management (1,1) -- Middle -of-the-road management (5,5) -- Team management (9,9) -- 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 -- Scoring -- Scoring interpretation -- Summary -- References. 4. 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 5.1 : Why aren't they listening? -- Case 5.3 : Getting the message across -- Leadership instrument -- Situational leadership : a brief questionnaire -- Scoring interpretation -- Summary -- References -- Contingency approach -- 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 -- Scoring interpretation -- Summary -- References -- 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 -- Scoring -- Scoring interpretation -- Summary -- References. 5. 6. 7. 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 -- Scoring interpretation -- Summary -- References -- Transformational leadership -- Description -- Transformational leadership defined -- Transformational leadership and charisma -- A model of transformational leadership -- Transformational leadership factors -- Idealized influence -- Inspirational motivation -- Intellectual stimulation -- Individualized consideration -- Transactional leadership factors -- Contingent reward -- Management-by-exception -- Nonleadership factor -- Laissez-faire -- Other transformational perspectives -- Bennis and Nanus -- Kouzes and Posner -- Model the way -- Inspire a shared vision -- Challenge the process -- Enable others to act -- Encourage the heart -- 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 -- Summary -- Sample items from the multifactor leadership questionnaire (MLQ) form 5X-short -- References. 8. 9. Team leadership / Description -- Team leadership model -- Leadership decisions -- Leadership decisions 1 : Should I monitor the team or take action? -- Leadership decision 2 : Should I intervene to meet task or relational needs? -- Leadership decision 3 : Should I intervene internally or externally? -- Leadership actions -- Internal task leadership actions -- Internal relational leadership actions -- External environmental leadership actions -- t Team effectiveness -- Clear, elevating goal -- Results-driven structure -- Competent team members -- Unified commitment -- Collaborative climate -- Standards of excellence -- External support and recognition -- Principled leadership -- 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 -- Scoring interpretation -- Summary -- References -- Psychodynamic approach / Description -- Background -- Eric Berne and transactional analysis -- Sigmund Freud and personality types -- Carl Jung and personality types -- Functions and preferences -- Types and leadership -- Sixteen types and leadership -- Dealing with followers -- How does the psychodynamic approach work? -- Strengths -- Criticisms. Susan E. Kogler Hill -- Ernest L. Stech -- 10. 11. 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 -- Scoring -- Scoring interpretation -- Summary -- References -- Women and leadership / 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 -- Human capital differences -- Gender differences -- Prejudice -- 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 -- Scoring -- Summary -- References -- 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 -- Humane orientation -- Clusters of world cultures -- Characteristics of clusters -- Anglo -- Confucian Asia -- Eastern Europe -- Germanic Europe -- Latin America -- Latin Europe -- Middle East -- Nordic Europe -- Southern Asia -- Sub-Saharan Africa. Crystal L. Hoyt -- 12. 13. 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 Hispanic center is it? -- Leadership instrument -- Dimensions of culture questionnaire -- Scoring -- Scoring interpretation -- Summary -- References -- Leadership ethics -- Description -- 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. 14. Case 14.2 : How safe is safe? -- Case 14.3 : Reexamining a proposal -- Leadership instrument -- Perceived leader integrity scale (PLIS) -- Scoring -- Scoring interpretation -- Summary -- References -- Name index -- Subject index -- About the author -- About the contributors.