TY  - BOOK
AU  - Northouse,Peter G.
TI  - Leadership: theory and practice 
SN  - 141294161X (pbk.)
AV  - HM 1261 .N67 2007
PY  - 2007///
CY  - Thousand Oaks
PB  - SAGE Publications
KW  - Leadership
KW  - Case studies
N1  - Includes bibliographical references and indexes; 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 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 --; 3; 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; 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 --; 4; 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; 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 5.1 : Why aren't they listening? --; Case 5.3 : Getting the message across --; Leadership instrument --; Situational leadership : a brief questionnaire --; Scoring interpretation --; Summary --; References --; 6; 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 --; 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 --; Scoring --; Scoring interpretation --; 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 --; Scoring interpretation --; Summary --; References --; 9; 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; 10; Team leadership; Susan E. Kogler Hill --; 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 --; 11; Psychodynamic approach; Ernest L. Stech --; 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; 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 --; 12; Women and leadership; Crystal L. 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 --; 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 --; 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 --; 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; 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 --; 14; 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; 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
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