Leadership : Theory and Practice
ISBN: 9781412974882 | 1412974887
Edition: 5thFormat: Paperback
Publisher: SAGE Publications, Inc
Pub. Date: 10/6/2009
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Now with new coverage of authentic leadership and servant leadership, the Fifth Edition of Peter Northouse's Leadership remains the market-leading survey text for leadership courses across disciplines.The new edition combines an academically robust account of major theories, approaches, models, and themes of leadership with an accessible style and numerous practical exercises to allow students to apply what they learn about leadership both to themselves and to specific contexts and situations.Features and Benefits:- Breadth of theory coverage is substantial yet synthesized in such a way as to leave room for specific application and greater discussion of discipline or program-specific issues.- Numerous, contemporary case studies supplement each major theory or topic to allow students to apply leadership concepts to specific scenarios.- Leadership instruments and questionnaires provide effective reflection opportunities and often add a a significant and immediate reality check to the theory presented.- The chapter on Women and Leadership is expanded to broader diversity issues.- The enhanced Instructor's Resources CD offers more test items, new cases, and access to academic journal articles, organized by topic and//or discipline.- A new accompanying Study Site featuring additional topics, exercises, projects, cases, chapter summaries, video clips, and social networking tools encourages active participation and learning among groups inside or outside the classroom.
| 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 Po... MORE | |
| Leadership and Coercion | |
| Leadership and Management | |
| Plan of the Book | |
| Summary | |
| 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 | |
| Choosing a New Director of Research | |
| A Remarkable Turnaround | |
| Recruiting for the Bank | |
| Leadership Instrument | |
| Leadership Trait Questionnaire (LTQ) | |
| Scoring Interpretation | |
| Summary | |
| Skills Approach | |
| Description | |
| Three-Skill Approach | |
| Technical Skill | |
| Human Skill | |
| Conceptual Skill | |
| Summary of the Three-Skill Approach | |
| Skills Model | |
| Competencies | |
| Problem-Solving Skills | |
| Social Judgment Skills | |
| Knowledge | |
| Individual Attributes | |
| General Cognitive Ability | |
| 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 | |
| A Strained Research Team | |
| A Shift for Lieutenant Colonel Adams | |
| Andy's Recipe | |
| Leadership Instrument | |
| Skills Inventory | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| A Drill Sergeant at First | |
| Eating Lunch Standing Up | |
| Enhancing the Department's Culture | |
| Leadership Instrument | |
| Style Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Situational Approach | |
| Description | |
| Leadership Styles | |
| Development Levels | |
| How Does the Situational Approach Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| What Style Do I Use? | |
| Why Aren't They Listening? | |
| Getting the Message Across | |
| Leadership Instrument | |
| Situational Leadership: A Brief Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| Contingency Theory | |
| Description | |
| Leadership Styles | |
| Situational Variables | |
| How Does Contingency Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| No Control Over the Student Council | |
| Giving Him a Hard Time | |
| What's the Best Leader Match? | |
| Leadership Instrument | |
| Least Preferred Coworker (LPC) Measure | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| Three Shifts, Three Supervisors | |
| Direction for Some, Support for Others | |
| Marathon Runners at Different Levels | |
| Leadership Instrument | |
| Path-Goal Leadership Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Leader-Member Exchange Theory | |
| Description | |
| Early Studies | |
| Later Studies | |
| Leadership Making | |
| How Does LMX Theory Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| His Team Gets the Best Assignments | |
| Working Hard at Being Fair | |
| Taking On Additional Responsibilities | |
| Leadership Instrument | |
| LMX 7 Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| The Vision Failed | |
| Students Dig It | |
| Her Vision Was a Model Research Center | |
| Her Vision Was a Model Research Center | |
| Leadership Instrument | |
| Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short | |
| Summary | |
| Authentic Leadership | |
| Description | |
| Authentic Leadership Defined | |
| Intapersonal Definition | |
| Developmental Definition | |
| Interpersonal Definition | |
| Approaches to Authentic Leadership | |
| Practical Approaches | |
| Robert Terry's Authentic Leadership Approach | |
| Bill George's Authentic Leadership Approach | |
| Theoretical Approach | |
| Background to the Theoretical Approach | |
| Components of Authentic Leadership | |
| Factors that Influence Authentic Leadership | |
| How Does Authentic Leadership Work? | |
| Strengths | |
| Criticisms | |
| Application | |
| Case Studies | |
| Am I Really a Leader? | |
| Moving Mountains for Education and Peace | |
| The Reluctant First Lady | |
| Leadership Instrument | |
| Authentic Leadership Self Assessment Questionnaire | |
| Summary | |
| Team Leadership | |
| Description | |
| Team Leadership Model | |
| Leadership Decisions | |
| Leadership Decision 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 | |
| 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 | |
| Can This Virtual Team Work? | |
| They Dominated the Conversation | |
| Starts With a Bang, Ends With a Whimper | |
| Leadership Instrument | |
| Team Excellence and Collaborative Team Leader Questionnaire | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| Case Studies | |
| Not the Type Who Sees the Big Picture | |
| Staff Meeting Problems | |
| Unexpected Reactions | |
| Leadership Instrument | |
| Psychodynamic Approach Survey | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| The Glass Ceiling | |
| Lack of Inclusion and Credibility | |
| Pregnancy as a Barrier to Job Status | |
| Leadership Instrument | |
| The Gender-Leader Implicit Association Test | |
| Scoring | |
| Summary | |
| 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 | |
| A Challenging Workplace | |
| A Special Kind of Financing | |
| Whose Hispanic Center Is It? | |
| Leadership Instrument | |
| Dimensions of Culture Questionnaire | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| 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 | |
| A Struggling Company With Not Enough Cash | |
| How Safe Is Safe? | |
| Reexamining a Proposal | |
| Leadership Instrument | |
| Perceived Leader Integrity Scale (PLIS) | |
| Scoring | |
| Scoring Interpretation | |
| Summary | |
| Name Index | |
| Subject Index | |
| About the Author | |
| About the Contributors | |
| Table of Contents provided by Ingram. All Rights Reserved. |
