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Leaders and the Leadership Process : Readings, Self-Assessments and Applications

ISBN: 9780072311228 | 0072311223
Edition: 2nd
Format: Paperback
Publisher: McGraw Hill College Div
Pub. Date: 7/22/1999

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SummaryTable of Contents
Leaders and Leadership is a collection of readings on leadership intended to give students a feel for the breadth and richness of this study. The set of readings aims to provide students with a sense of the complexity associated with organizational leadership 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.
PROLOGUE Self-assessment: Self-confidence: Generalized Self-efficacyxix
Perspectives on Leadership from Homer's Odyssey
xxi
F. A. Kramer
PART I READINGS... MORE(348)
Introduction to Leadership
3(20)
On the Meaning of Leadership
6(4)
J. L. Pierce
J. W. Newstrom
A study of the Leadership Process
10(2)
A. J. Murphy
Contemporary Trends in the Analysis of Leadership Processes
12(5)
E. P. Hollander
J. W. Julian
Leadership: The Management of Meaning
17(6)
L. Smircich
G. Morgan
Leaders and the Role of Personal Traits
23(18)
Self-assessment: Positive and Negative Affect
27(2)
Self-assessment: Leadership Motivation
29(1)
Personal Factors Associated with Leadership: A Survey of the Literature
30(5)
R. M. Stogdill
Leadership: Do Traits Matter?
35(6)
S. A. Kirkpatrick
E. A. Locke
Leadership and the Role of Gender
41(20)
Self-assessment: Masculinity--Femininity
43(2)
Effects of Sex and Gender Role on Leader Emergence
45(4)
R. L. Kent
S. E. Moss
Gender and Leadership Style: A Meta-analysis
49(12)
A. H. Eagly
B. T. Johnson
Leader Emergence
61(14)
Self-assessment: Self-monitoring
63(2)
Emergent Leadership and Social Influence
65(3)
E. P. Hollander
Who Gets Power---And How They Hold on to It: A Strategic-Contingency Model of Power
68(4)
G. R. Salancik
J. Pfeffer
The Role of Self-Monitoring and Gender on Leader Emergence: A Laboratory and Field Study
72(3)
G. H. Dobbins
W. S. Long
E. J. Dedrick
T. C. Clemons
Leadership as an Influence Process
75(26)
Self-assessment: Influence Tactics
79(4)
Self-assessment: Personal Power Profile
83(3)
The Bases of Social Power
86(6)
J. R. P. French,Jr.
B. Raven
Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss
92(9)
G. Yukl
J. B. Tracey
Leadership and Leader Behaviors
101(32)
Self-assessment: Leadership---Michigan Organizational Assessment
105(2)
Self-assessment: Initiating Structure and Consideration
107(2)
Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership
109(8)
D. G. Bowers
S. E. Seashore
The Leader Behavior and Effectiveness of Aircraft Commanders
117(5)
A. W. Halpin
Patterns of Leadership Behavior Related to Employee Grievances and Turnover
122(6)
E. A. Fleishman
E. F. Harris
Relationship between Leadership Patterns and Effectiveness Ratings among Israeli Foremen
128(2)
E. A. Fleishman
J. Simmons
Effects of Leader Warmth and Directiveness on Subordinate Performance on a Subsequent Task
130(3)
D. Tjosvold
Leadership and Situational Differences
133(32)
Self-assessment: Least Preferred Co-worker (LPC)
139(1)
Path-Goal Theory of Leadership
140(6)
R. J. House
T. R. Mitchell
How Do You Make Leaders More Effective? New Answers to an Old Puzzle
146(5)
F. E. Fiedler
Situational Leadership®
151(2)
P. Hersey
The Case for Directive Leadership
153(5)
J. P. Muczyk
B. C. Reimann
A Multidirectional Approach toward Leadership: An Extension of the Concept of Behavioral Complexity
158(7)
R. Hooijberg
Leadership in the Cross-cultural Context
165(26)
Self-assessment: Individualism-Collectivism
169(3)
Cultural Constraints in Management Theories
172(7)
G. Hofstede
Leadership in Western and Asian Countries: Commonalities and Differences in Effective Leadership Processes across Cultures
179(12)
P. W. Dorfman
J. P. Howell
S. Hibino
J. K. Lee
U. Tate
A. Bautista
Followers and the Leadership Process
191(26)
Self-assessment: Introversion--Extraversion
197(2)
Self-assessment: Leader--Member Exchange
199(1)
The Reciprocal Nature of Influence between Leader and Subordinate
200(3)
C. N. Greene
The Follower's Role in Leadership Phenomena
203(3)
F. H. Sanford
Leader--Follower Exchange Quality: The Role of Personal and Interpersonal Attributes
206(4)
A. S. Phillips
A. G. Bedeian
Leadership, Followership, Self, and Others
210(7)
E. P. Hollander
Participative Leadership
217(26)
Self-assessment: Participatory Leadership Attitudes
221(2)
Supervisory Style and Productivity: Review and Theory
223(5)
S. M. Sales
A New Look at Managerial Decision Making
228(5)
V. H. Vroom
Participation, Satisfaction, and Productivity: A Meta-analytic Review
233(10)
K. I. Miller
P. R. Monge
Leadership: Substitutes, Neutralizers, and Enhancers
243(26)
Self-assessment: Substitutes for Leadership
247(2)
Self-assessment: Group Cohesiveness
249(2)
Self-assessment: Organization-Based Self-Esteem
251(1)
Substitutes for Leadership: Their Meaning and Measurement
252(9)
S. Kerr
J. M. Jermier
Substitutes for Leadership: Effective Alternatives to Ineffective Leadership
261(8)
J. P. Howell
D. E. Bowen
P. W. Dorfman
S. Kerr
P. M. Podsakoff
Charismatic and Transformational Leadership
269(44)
Self-assessment: Transformational and Charismatic Leadership
273(3)
A 1976 Theory of Charismatic Leadership
276(9)
R. J. House
Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings
285(7)
J. A. Conger
R. N. Kanungo
The Motivational Effects of Charismatic Leadership: A Self-concept Based Theory
292(10)
B. Shamir
R. J. House
M.B. Arthur
Relationship of Transformational and Transactional Leadership with Employee Influencing Strategies
302(4)
R. J. Deluga
Transformational Leader Behaviors and Their Effects on Followers' Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors
306(7)
P. M. Podsakoff
S. B. MacKenzie
R. H. Moorman
R. Fetter
Dysfunctional Aspects of leadership
313(20)
Self-assessment: Machiavellianism
315(3)
The Dark Side of Leadership
318(5)
J. A. Conger
Narcissism and Leadership: An Object Relations Perspective
323(10)
M. F. R. Kets de Vries
D. Miller
Does Leadership Really Make a Difference?
333(16)
Point: Leadership Is but a Mirage---It Really Does Not Make a Difference
335(1)
Counterpoint: Leadership Really Does Make a Difference
336(1)
The Ambiguity of Leadership
337(5)
J. Pfeffer
Executive Leadership and Organizational Performance: Suggestions for a New Theory and Methodology
342(7)
D. V. Day
R. G. Lord
PART II BEYOND THE THEORY AND INTO THE PRACTICE OF LEADERSHIP349
Applications: Case Studies & Experiential Exercises
351
Sam Perkins
353
A Different Style of Leadership
355
Donny Is My Leader
357
What You See Is (Not Necessarily) What You Get: Connecting Observations of Leadership Figures to Inferences
359
Tinkertoy Construction
361
Choosing a Leader
363
Characteristics of Superior Leaders
365
Leader--Subordinate Friendships (LSFs)
367
Leadership (Locker-room) Talks
371
Follow the Leader
373
Leadership through Film: Power and Influence
375

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