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Leadership: Theory and Practice

by:
ISBN: 9780030224171 | 0030224179
Edition: 1st
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 8/6/1998

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SummaryTable of Contents
Integrates recent leadership ideas & practices with established research findings in a way that is interesting & valuable to the student.
PART ONE Introduction to Leadership1(60)
Chapter 1
2(30)
The importance of Learning Leadership
2(3)
... MORE
The Nature of Leadership
5(2)
Definition of Leadership
5(2)
Leadership and the Business of Living
7(1)
The New Reality for Today's Organizations
8(5)
From Cherishing Stability to Valuing Change
8(2)
From Control to Empowerment
10(1)
From Competition to collaboration
10(1)
From Things to Relationships
11(2)
From Uniformity to Diversity
13(1)
Leadership Is Not Automatic
13(3)
Where Have All the Leaders Gone?
16(4)
The Leader Within
17(2)
Change Thyself
19(1)
Leadership Can Be Learned
20(12)
Learning to Lead
20(3)
Learning about Leadership
23(9)
Chapter 2
32(29)
From Management to Leadership
32(3)
The Nature of Management
35(2)
The Functions of Management
35(1)
Managerial Roles
36(1)
Comparing Management and Leadership
37(9)
Providing direction
39(1)
Alignment
40(1)
Relationships
40(1)
Personal Leadership Qualities
41(4)
Outcomes
45(1)
The Evolution of Leadership
46(15)
Context of Leadership
46(1)
Framework
47(4)
Implications
51(1)
Rest of the Book
52(9)
PART TWO Research Perspectives on Individual Leadership61(60)
Chapter 3
62(28)
Traits, Behaviors, and Relationships
62(3)
The Trait Approach
65(4)
Behavior Approaches
69(11)
Autocratic versus Democratic Leadership
69(3)
Ohio State Studies
72(1)
University of Michigan Studies
73(2)
The Leadership Grid
75(1)
How Grid Styles Emerge
75(3)
Theories of a ``High-High'' Leader
78(2)
Dyadic Approaches
80(10)
Vertical Dyad Linkage Model
80(2)
Leader-Member Exchange (LMX)
82(1)
Partnership Building
82(1)
Systems and Networks
83(7)
Chapter 4
90(31)
Contingency Approaches
90(3)
The Contingency Approach
93(1)
Fiedler's Contingency Model
94(5)
Leadership Style
94(1)
Situation
95(1)
Contingency Theory
95(4)
Hersey and Blanchard's Situational Theory
99(3)
Path-Goal Theory
102(5)
Leader Behavior
103(1)
Situational Contingencies
104(2)
Use of Rewards
106(1)
The Vroom-Jago Contingency Model
107(4)
Leader Participation Styles
108(1)
Diagnostic Questions
108(1)
Selecting a Decision Style
109(2)
Substitutes for Leadership
111(10)
PART THREE Leader as Visionary121(58)
Chapter 5
122(30)
Leadership Vision and Strategic Direction
122(2)
Strategic Leadership
124(2)
Leadership Vision
126(7)
What Vision Does
127(3)
Common Themes of Vision
130(1)
A Vision Works at Multiple Levels
131(2)
Mission
133(2)
Strategy Formulation
135(3)
Core Competence
136(1)
Synergy
137(1)
Value Creation
137(1)
Strategy in Action
138(1)
The Leader's Contribution
139(4)
Stimulating Vision and Action
139(1)
How Leaders Decide
140(3)
The Leader's Impact
143(9)
Chapter 6
152(27)
Leadership Communication
152(3)
How Leaders Communicate
155(1)
Management Communication
155(1)
Leader Communication
155(1)
Creating an Open Communication Climate
156(3)
Listening and Discernment
159(5)
Dialogue
162(1)
Discernment
162(2)
Rich Communication Channels
164(3)
Stories and Metaphors
167(2)
Symbols and Informal Communication
169(1)
Feedback and Learning
170(9)
Communicatin to Develop Followers
171(1)
Organizational Learning
172(7)
PART FOUR Leader as Social Architect179(56)
Chapter 7
180(28)
Shaping Culture and Values
180(3)
Organizational Culture
183(3)
What Is Culture?
183(1)
Importance of Culture
184(2)
Culture Strength and Adaptation
186(2)
Culture Gap
187(1)
Shaping culture
188(4)
Ceremonies
188(1)
Stories
188(2)
Symbols
190(1)
Specialized Language
190(1)
Selection and Socialization
190(1)
Daily Actions
191(1)
Shaping Values
192(4)
The Competing Values Approach
193(3)
Ethical Values in Organizations
196(1)
Values-Based Leadership
197(11)
Personal Ethics
197(1)
Organizational Structure and Systems
198(10)
Chapter 8
208(27)
Designing and Leading a Learning Organization
208(2)
Efficient Performances Versus Learning Organization
210(2)
Organization Structure
212(3)
Vertical Structure
212(2)
Horizontal Structure
214(1)
Tasks versus Roles
215(2)
Mechanistic and Organic Processes
215(1)
From Routine Tasks to Empowered Roles
216(1)
Systems versus Networks
217(1)
Competitive versus Linked Strategy
218(2)
Rigid versus Adaptive Culture
220(2)
The Leader's Challenge
222(2)
Leadership Frames for Learning Organizations
224(11)
Structural Frame
224(1)
Human Resource Frame
225(1)
Political Frame
226(1)
Symbolic Frame
226(9)
PART FIVE Leader as Relationship Builder235(94)
Chapter 9
236(30)
Motivation and Empowerment
236(2)
Leadership and Motivation
238(4)
Intrinsic and Extrinsic Rewards
239(1)
Higher Versus Lower Needs
240(2)
Needs-Based Theories of Motivation
242(4)
Hierarchy of Needs Theory
243(1)
Two-Factor Theory
244(2)
Acquired Needs Theory
246(1)
Other Motivational Theories
246(2)
Reinforcement Perspective on Motivation
247(1)
Expectancy Theory
248(1)
The Carrot and Stick Controversy
248(3)
Empowerment
251(7)
Reasons for Empowerment
253(1)
Elements of Empowerment
254(2)
Empowerment Applications
256(1)
Implementing Empowerment
257(1)
Organization-Wide Motivational Programs
258(8)
Chapter 10
266(32)
Leading Teams
266(2)
Teams in Organizations
268(1)
What Is a Team?
269(1)
Types of Teams
269(5)
Functional Teams
270(1)
Cross-Functional Teams
270(2)
Evolution to Self-Directed Teams
272(2)
Team Leadership
274(4)
The Team Leader's Personal Role
274(2)
Guiding Team Effectiveness
276(2)
Understanding Team Characteristics
278(2)
Size
278(1)
Interdependence
278(2)
Leading Team Dynamics
280(6)
Team Development
280(3)
Team Culture
283(1)
Team Cohesiveness
284(2)
Handling Team conflict
286(3)
Causes of Conflict
286(1)
Styles to Handle Conflict
287(1)
Other Approaches
288(1)
Leading Global Teams
289(9)
Chapter 11
298(31)
Leadership and Multiculturalism
298(4)
Multicultrualism Today
302(3)
Definition of Diversity
302(1)
The Reality of Diversity
303(1)
The Need for Organizational Diversity
304(1)
Ways Women Lead
305(1)
Global Diversity
306(5)
The Sociocultural Environment
307(3)
Leadership Implications
310(1)
Challenges Minorities Face
311(3)
Leadership Initiatives toward Multiculturalism
314(3)
Organizational Stages of Diversity Awareness
314(1)
Barriers to Evolution
315(2)
Leadership Solutions
317(12)
Leading Multicultural Organizations
318(11)
PART SIX The Personal Side of Leadership329(92)
Chapter 12
330(32)
Leadership Mind and Heart
330(3)
Leader Capacity versus Competence
333(1)
Charismatic Leadership
334(4)
What Makes a Charismatic Leader?
336(1)
The Black Hat of Charisma
337(1)
Leadership Mind
338(7)
Independent Thinking
338(2)
Open-Mindedness
340(1)
Systems Thinking
341(2)
Mental Models
343(1)
Personal Mastery
344(1)
Leading with Heart---Emotional Intelligence
345(4)
What Are Emotions?
345(1)
The Components of Emotional Intelligence
346(2)
Implications for Leadership
348(1)
Leading with Love versus Leading with Fear
349(13)
Fear in Organizations
349(1)
Bringing Love to Work
350(2)
Why followers Respond to Love
352(10)
Chapter 13
362(32)
Courage of Moral Leadership
362(3)
Moral Leadership Today
365(1)
The Ethical climate in U.S. Business
365(1)
The Leadership Dilemma
366(3)
Becoming a Moral Leader
369(2)
Leadership control versus Service
371(6)
Authoritarian Management
372(1)
Participative Management
373(1)
Stewardship
373(1)
Servant Leadership
374(3)
Building an Ethical Culture
377(1)
Leadership Courage
378(5)
What Is Courage?
379(4)
Moral Courage
383(11)
Sources of Personal Courage
385(9)
chapter 14
394(27)
Followership
394(2)
The Role of Followers
396(1)
Styles of Followership
397(3)
The Courageous Follower
400(3)
Courage to Assume Responsibility
400(1)
Courage to Serve
401(1)
Courage to Challenge
401(1)
Courage to Participate in Transformation
402(1)
Courage to Leave
402(1)
Sources of Follower Courage
403(1)
Developing Personal Potential
404(2)
From Dependence to Independence
405(1)
Effective Interdependence
405(1)
Sources of Power
406(1)
Personal Sources
407(1)
Position Sources
407(1)
Strategies for Effective Followership
407(4)
Be a Resource for the Leader
408(1)
Help the Leader Be a Good Leader
409(1)
Build a Relationship with the Leader
409(1)
View the Leader Realistically
410(1)
What Followers Want
411(1)
building a Community of Followers
411(10)
PART SEVEN Leading Change and Transformation421(63)
Chapter 15
422(32)
Leading Change
422(3)
Change or Perish
425(2)
Transactional versus Transformational Leadership
427(2)
Transactional Leadership
427(1)
Transformational Leadership
427(2)
Leading Major Change
429(3)
The Focus of Change
432(3)
Creativity
435(6)
Leading Creativity in Organizations and People
436(3)
Stages in the Personal Creative process
439(2)
Leading Culture Change
441(13)
Why Do People Resist Change?
441(1)
Overcoming Resistance
442(1)
Culture Change Approaches
443(1)
Total Quality Management
443(1)
Organizational Development
444(1)
Large-Group Interventions
444(10)
Chapter 16
454(30)
Leader Decision Making, Power, and Influence
454(3)
Decision Making
457(4)
Two Stages of Decision Making
457(1)
Two Types of Decisions
458(3)
Leader Decisions
461(1)
Organizational Decision Making
462(6)
Rational Choice versus Political Process
463(2)
Coalition Building
465(2)
Incremental Decisions
467(1)
Combination of Coalition Building and Incremental Approaches
468(1)
Decision Mistakes
468(2)
Power and Influence
470(14)
Five Types of Leader Power
470(1)
Other Sources of Leader Power
471(3)
Asserting Influence
474(10)
Index484

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