Rent 9781412941617 | Leadership: Theory And Practice | Northouse, Peter G. @knetbooks.com

Summary Table of Contents

???This book offers a full coverage of contemporary notions of leadership, including traditional theories, salient models, and new domains. The chapters on women in leadership, culture, and team leadership are welcomed additions. The sophisticated but readable style and the inclusion of superb case material make this book a valuable resource for both entry-level and advance leadership courses.??????Linda L. Putnam, Texas A&M University ???The additions to the Fourth Edition are excellent, especially the new section on ???Culture and Leadership?... MORE?? and the updated chapter on ???Women and Leadership.?????????Gill Robinson Hickman, University of Richmond ???The excellent work of Peter Northouse invites teachers to grow along with students in research-based knowledge of leadership theory and practice. Peter??'s book leads in and of itself!??????Taggart E. Smith, Purdue University ???Northouse skillfully presents both thorough and up-to-date theory on leadership in this Fourth Edition. The new leadership chapter addressing the topic of culture is especially informative for our increasingly global classroom discussions. His ability to provide great application-based cases helps this leadership theory come alive. Northouse continues to be a scholar, as well as a student, of current leadership knowledge.??????Mary F. Sully de Luque, Thunderbird, The Garvin School of International Management ???Northouse has given a gift to leadership professors and students by compiling this concise, insightful, critical, and user-friendly exploration of the somewhat bewildering and confusing literature on leadership theory.??????Robert E. (Bob) Colvin, Christopher NewportUniversity Heartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches. In addition to the new two color-layout, the Fourth Edition also: Examines the latest research on culture, the dimensions of culture, and how culture affects the leadership process in a new chapter titled ???Culture and Leadership???.Takes a closer look at styles of female and male leaders, the causes for the ???glass ceiling, ??? and how the glass ceiling is being broken in organizational settings in a newly written ???Women and Leadership??? chapter.Includes new real-world case studies, research references, new figures and tables, additional research-based applications, and expanded discussions of selected leadership topics.Provides an Instructors Resources CD with PowerPoint slides, a test bank, writing assignments, chapter reviews, and much more. (Place your order with SAGE customer service)IRCDs are available for qualified instructors only. To request an IRCD for this book please contact Customer Care at 1.800.818.7243 (6 am ??? 5 pm Pacific Time) or by emailing info@sagepub.com with course name and enrollment and your university mailing address to expedite the process.Intended Audience: This book will appeal to a variety of upper level undergraduate or graduate level courses in Management, Leadership, Educational Administration, Public Administration, Nursing and Allied Health, Social Work, Criminal Justice, Industrial and Organizational Psychology, Communication, or Religion. Politicaland military science studies, as well as corporate training and development programs will benefit from this book. What a deal! Order??Peter Northouse's??Leadership: Theory and Practice??with??W. Glenn Rowe's Cases in Leadership for only $69.95. Buy now!

Heartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches.

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... MOREwer
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model
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)
Summary
References
Skills Approach
Description
Three-Skill Approach
Technical Skill
Human Skill
Conceptual Skill
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
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
Summary
References
Style Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton?s Managerial (Leadership) Grid
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
Summary
References
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
Summary
References
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
Summary
References
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
Summary
References
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
Summary
References
Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Approach Work?
Strengths
Criticisms
Application
Case Studies
The Vision Failed
Students Dig It
Her Vision Was a Model Research Center
Leadership Instrument
Multifactor Leadership Questionnaire (MLQ) Form 6S
Summary
References
Team Leadership
Description
Team Leadership Model
Leadership Decisions
Leadership Actions
Team Effectiveness
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
Summary
References
Psychodynamic Approach
Description
Background
Eric Berne and Transactional Analysis
Sigmund Freud and Personality Type
Carl Jung and Personality Types
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
Summary
References
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
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
Summary
References
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
Human Orientation
Clusters of World Cultures
Characteristics of Clusters
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 Fire Station Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Summary
References
Leadership Ethics
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)
Summary
References
Author Index
Subject Index
About the Author
About the Contributors
Table of Contents provided by Ingram. All Rights Reserved.

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