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Leaders and the Leadership Process

ISBN: 9780072987430 | 007298743X
Edition: 4th
Format: Paperback
Publisher: McGraw-Hill/Irwin
Pub. Date: 4/4/2005

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SummaryTable of Contents
Pierce and Newstrom's Leaders and the Leadership Process, 4e is a collection of readings, self-assessments, case studies and experiential exercises on leadership intended to give students a feel for the breadth and richness of this study. This paperback book provides students with a sense of the complexity associated with leadership in organizations as well as an understanding of the pieces that serve to define leadership. The text encourages students to engage in dialogue and to think critically about the leaders and the leadership process. Se... MORE
Prologuexvii
Self-Assessment: Self-confidence: Generalized Self-efficacyxviii
Reading 1 Perspectives on Leadership from Homer's Odysseyxx
Fred A. Kramer
... MOREPART ONE READINGS
1(474)
Introduction to Leadership
3(26)
Reading 2 On the Meaning of Leadership
7(6)
Jon L. Pierce
John W. Newstrom
Reading 3 A Study of the Leadership Process
13(3)
Albert J. Murphy
Reading 4 Contemporary Trends in the Analysis of Leadership Processes
16(7)
Edwin P. Hollander
James W. Julian
Reading 5 Leadership: The Management of Meaning
23(6)
Linda Smircich
Gareth Morgan
The Leader-Follower Relationship: Fairness, Trust, and Ethical Behavior
29(32)
Self-Assessment: Leader-Member Exchange
33(1)
Self-Assessment: Justice
34(2)
Self-Assessment: Trust in Leadership
36(1)
Reading 6 Rethinking Leader-Member Exchange: An Organizational Justice Perspective
37(9)
Terri A. Scandura
Reading 7 Trust in Leadership and Team Performance: Evidence from NCAA Basketball
46(8)
Kurt T. Dirks
Reading 8 Leadership, Moral Development, and Citizenship Behavior
54(7)
Jill W. Graham
Leaders and the Role of Personal Traits
61(30)
Self-Assessment: Job Affect
66(2)
Self-Assessment: Motivation to Lead
68(1)
Reading 9 Leadership: Do Traits Matter?
69(6)
S. A. Kirkpatrick
E. A. Locke
Reading 10 Personality and Leadership: A Qualitative and Quantitative Review
75(16)
Timothy A. Judge
Remus Ilies
Joyce E. Bono
Megan W. Gerhardt
Leadership and the Role of Gender
91(30)
Self-Assessment: Masculinity--Femininity
93(2)
Reading 11 Effects of Sex and Gender Role on Leader Emergence
95(5)
Russell L. Kent
Sherry E. Moss
Reading 12 Gender and Leadership Style: A Meta-analysis
100(15)
Alice H. Eagly
Blair T. Johnson
Reading 13 Are Androgynous Managers Really More Effective?
115(6)
Galen L. Baril
Nancy Elbert
Sharon Mahar-Potter
George C. Reavy
Leader Emergence
121(18)
Self-Assessment: Self-Monitoring
124(1)
Reading 14 Emergent Leadership and Social Influence
125(4)
E. P. Hollander
Reading 15 Who Gets Power---And How They Hold on to It: A Strategic-Contingency Model of Power
129(5)
Gerald R. Salancik
Jeffrey Pfeffer
Reading 16 The Role of Self-monitoring and Gender on Leader Emergence: A Laboratory and Field Study
134(5)
Gregory H. Dobbins
William S. Long
Esther J. Dedrick
Tayna Cheer Clemons
Leadership as an Influence Process
139(24)
Self-Assessment: Influence Tactics
142(2)
Self-Assessment: Personal Power Profile
144(2)
Reading 17 The Bases of Social Power
146(7)
John R. P. French, Jr.
Bertram Raven
Reading 18 Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss
153(10)
Gary Yukl
J. Bruce Tracey
Leadership and
163(26)
Leader Behaviors
Self-Assessment: Leadership---Michigan Organizational Assessment
167(1)
Self-Assessment: Initiating Structure and Consideration
168(1)
Reading 19 Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership
169(9)
David G. Bowers
Stanley E. Seashore
Reading 20 Patterns of Leadership Behavior Related to Employee Grievances and Turnover
178(7)
Edwin A. Fleishman
Edwin F. Harris
Reading 21 Effects of Leader Warmth and Directiveness on Subordinate Performance on a Subsequent Task
185(4)
Dean Tjosvold
Leadership and Situational Differences
189(40)
Self-Assessment: Least Preferred Co-worker (LPC)
194(1)
Self-Assessment: Need for Leadership
195(1)
Reading 22 Path-Goal Theory of Leadership
196(8)
Robert J. House
Terence R. Mitchell
Reading 23 How Do You Make Leaders More Effective? New Answers to an Old Puzzle
204(6)
Fred E. Fiedler
Reading 24 Situational Leadership®
210(2)
Paul Hersey
Reading 25 A Multidirectional Approach toward Leadership: An Extension of the Concept of Behavioral Complexity
212(8)
Robert Hooijberg
Reading 26 Need for Leadership as a Moderator of the Relationships between Leadership and Individual Outcomes
220(9)
Reinout E. de Vries
Robert A. Roe
Tharsi C. B. Taillieu
Leadership in the Cross-cultural Context
229(28)
Self-Assessment: Individualism--Collectivism
232(2)
Reading 27 Cultural Constraints in Management Theories
234(8)
Geert Hofstede
Reading 28 Leadership in Western and Asian Countries: Commonalities and Differences in Effective Leadership Processes across Cultures
242(15)
Peter W. Dorfman
Jon P. Howell
Shozo Hibino
Jin K. Lee
Uday Tate
Arnoldo Bautista
Followers and the Leadership Process
257(28)
Reading 29 The Reciprocal Nature of Influence between Leader and Subordinate
262(4)
Charles N. Greene
Reading 30 The Follower's Role in Leadership Phenomena
266(4)
Fillmore H. Sanford
Reading 31 Leadership, Followership, Self, and Others
270(9)
Edwin P. Hollander
Reading 32 Effective Followership: Leadership Turned Upside Down
279(6)
Robert P. Vecchio
Participative Leadership
285(34)
Self-Assessment: Participatory Leadership Attitudes
288(2)
Reading 33 Supervisory Style and Productivity: Review and Theory
290(6)
Stephen M. Sales
Reading 34 Leadership and the Decision-Making Process
296(10)
Victor H. Vroom
Reading 35 Participation, Satisfaction, and Productivity: A Meta-analytic Review
306(13)
Katherine I. Miller
Peter R. Monge
Leadership: Substitutes, Neutralizers, and Enhancers
319(24)
Self-Assessment: Substitutes for Leadership
322(1)
Self-Assessment: Group Cohesiveness
323(1)
Self-Assessment: Organization-Based Self-Esteem (OBSE)
324(1)
Reading 36 Substitutes for Leadership: Their Meaning and Measurement
325(10)
Steven Kerr
John M. Jermier
Reading 37 Substitutes for Leadership: Effective Alternatives to Ineffective Leadership
335(8)
Jon P. Howell
David E. Bowen
Peter W. Dorfman
Steven Kerr
Philip M. Podsakoff
Leadership and Work Teams
343(34)
Self-Assessment: Emotional Intelligence
346(2)
Reading 38 Emotional Intelligence as the Basis of Leadership Emergence in Self-managing Teams
348(9)
Steven B. Wolff
Anthony T. Pescosolido
Vanessa Urch Druskat
Reading 39 Leadership for Self-managing Work Teams: A Typology and Integrative Model
357(13)
Greg L. Stewart
Charles C. Manz
Reading 40 Leadership and Semiautonomous Work Team Performance
370(7)
Matthew S. O'Connell
Dennis Doverspike
Alana B. Cober
Charismatic and Transformational Leadership
377(58)
Self-Assessment: Transformational and Charismatic Leadership
381(2)
Reading 41 A 1976 Theory of Charismatic Leadership
383(11)
Robert J. House
Reading 42 Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings
394(9)
Jay A. Conger
Rabindra N. Kanungo
Reading 43 The Motivational Effects of Charismatic Leadership: A Self-concept Based Theory
403(13)
Boas Shamir
Robert J. House
Michael B. Arthur
Reading 44 Transformational Leader Behaviors and Their Effects on Followers' Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors
416(8)
Philip M. Podsakoff
Scott B. MacKenzie
Robert H. Moorman
Richard Fetter
Reading 45 The Two Faces of Transformational Leadership: Empowerment and Dependency
424(11)
Ronit Kark
Boas Shamir
Gilad Chen
Dysfunctional Aspects of Leadership
435(22)
Self-Assessment: Machiavellianism
437(2)
Reading 46 The Dark Side of Leadership
439(6)
Jay A. Conger
Reading 47 Narcissism and Leadership: An Object Relations Perspective
445(12)
Manfred F. R. Kets de Vries
Danny Miller
Does Leadership Really Make a Difference?
457(18)
Point: Leadership Is but a Mirage---It Really Does Not Make a Difference
459(1)
Counterpoint: Leadership Really Does Make a Difference
460(1)
Reading 48 The Ambiguity of Leadership
461(7)
Jeffrey Pfeffer
Reading 49 Executive Leadership and Organizational Performance: Suggestions for a New Theory and Methodology
468(7)
David V. Day
Robert G. Lord
PART TWO Beyond the Theory and into the Practice of Leadership
475(29)
Applications: Case Studies and Experiential Exercises
479(1)
Case Sam Perkins
480(1)
Case A Different Style of Leadership
481(3)
Case Donny Is My Leader
484(2)
Exploring Leadership Beliefs
486(1)
What You See Is (Not Necessarily) What You Get: Connecting Observations of Leadership Figures to Inferences
487(1)
Tinkertoy Construction
488(1)
Choosing a Leader
489(1)
Characteristics of Superior Leaders
490(1)
Leader-Subordinate Friendships (LSFs)
491(3)
Leadership (Locker-room) Talks
494(2)
Follow the Leader
496(1)
Probing Metaphors for Their Leadership Lessons
497(1)
Leadership through Film: Power and Influence
498(1)
Deriving Leadership Lessons from The Lion King
499(2)
Exploding Leadership Beliefs
501(1)
Identifying Causal Connections
502(1)
Generating Leadership Lessons
503(1)
Index504

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