Practicing Leadership Principles and Applications, 4th Edition
ISBN: 9780470086988 | 047008698X
Edition: 4thFormat: Paperback
Publisher: Wiley
Pub. Date: 8/1/2010
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Now business professionals can build a foundation for developing their style of leadership with this fourth edition. New profiles have been added throughout the book that incorporate people, organizations, and nations that have been in the news in the recent past. It also more clearly articulates the connections between the profiles in a chapter and the theory covered. A new chapter explores the latest trends in commonly used workplace technologies and their impact on leadership. It stresses the challenges and opportunities of virtual leadershi... MORE
| About the Authors | p. iii |
| Acknowledgements | p. v |
| Preface | p. xi |
| Leadership Foundations | |
| Introducing Leadership: Beginning to form your Personal Leadership Model | |
| Our Assumptions | p. 4 |
| Our Methods for Framing Leadership | p. 7 |
| A Preview of the Journey | p. 8 |
| Miep Gies | p. 11 |
| Martin Luther | p. 13 |
| ... MORE | p. 14 |
| Nelson Mandela | p. 15 |
| Ethical Leadership | |
| Executive Leaders Create Ethical Culture | p. 21 |
| Unethical, Hypocritical, and Ethically Neutral Leadership | p. 24 |
| Unethical Leadership | p. 24 |
| Hypocritical Leadership | p. 25 |
| Ethically Neutral Leadership | p. 26 |
| A Personal Model of Ethical Leadership | p. 28 |
| A Guide for Ethical Decision Making | p. 29 |
| Roger Boisjoly | p. 30 |
| Sherron Watkins | p. 31 |
| Rosa Parks | p. 32 |
| Leadership in a Global and Multicultural Society | |
| The Multicultural Leader | p. 36 |
| Awareness of One's Own Personal Diversity Dimensions | p. 36 |
| Understanding of Other World Views-Hofstede's Model of Cross-National Cultural Dimensions | p. 40 |
| Culturally Responsive Practice-Individual Level | p. 45 |
| Multicultural Leadership: Case Studies | p. 53 |
| A. G. Lafley | p. 53 |
| Abdul Sattar Edhi | p. 54 |
| Thomas Friedman | p. 56 |
| Leadership Principles and Applications | |
| The Evolution of Western Leadership | |
| Scientific Management | p. 62 |
| Second-Wave Western Management and Leadership Theories and Ideas: The Hawthorne Experiments | p. 64 |
| Operations Management and the Quality Movement | p. 65 |
| Trait Theory | p. 66 |
| Behavioral Theories of Leadership | p. 67 |
| The Ohio State Studies | p. 68 |
| The University of Michigan Studies | p. 68 |
| The Leadership Grid | p. 68 |
| Jack Welch | p. 70 |
| Mid-To-Late Twentieth-Century Models of Leadership | p. 71 |
| Hersey and Blanchard's Situational Leadership Model | p. 71 |
| House's Path-Goal Theory | p. 72 |
| Fiedler's Leader-Match Theory | p. 74 |
| Leader-Member Exchange (LMX) | p. 75 |
| Leading in the Twenty First Century and Beyond | p. 76 |
| Servant Leadership | p. 76 |
| Transformational Leadership Theories | p. 78 |
| Critical Transformational Leadership | p. 79 |
| Doctors without Borders | p. 81 |
| Psychology 1-Intelligence and Personality | |
| Intelligence | p. 85 |
| Psychometric Model | p. 86 |
| Gardner's Multiple Intelligence Model | p. 88 |
| Goleman's Theory of Emotional Intelligence and Social Intelligence | p. 90 |
| Sternberg's Triarchic Theory | p. 93 |
| Personality | p. 95 |
| Are Leaders Horn or Are They Made? | p. 96 |
| John Broadus Watson | p. 98 |
| Attitudes, Perceptions, and Attributions | p. 100 |
| Psychology II-Motivation and Communication | |
| Motivation Theories | p. 106 |
| Hierarchy of Needs | p. 106 |
| ERG Theory | p. 107 |
| Reinforcement Theory | p. 108 |
| Herzberg's Dual Factor Theory | p. 110 |
| McGregor's Theory X and Theory Y | p. 110 |
| McClelland's Trichotomy of Needs | p. 111 |
| Equity Theory | p. 112 |
| Expectancy Theory | p. 113 |
| Joe Paterno | p. 115 |
| Communication | p. 117 |
| Basic Communication Theory: The Transactional Model of Encoding, Channels, and Decoding | p. 117 |
| Filters and Sets | p. 119 |
| Interference | p. 120 |
| Types of Communication | p. 120 |
| Strategies for Facilitating Communication: The Role of Listening | p. 124 |
| Factors Leading to Breakdowns in Communication | p. 125 |
| Improving Communications | p. 126 |
| Barbara Jordan | p. 128 |
| Management and Leadership | |
| Leadership Versus Management | p. 134 |
| Management and Leadership: Contemporary and Future Conceptions | p. 137 |
| Green Thumb Leadership | p. 137 |
| J. C. R. Linklider | p. 138 |
| Managerial Mentoring | p. 139 |
| Managerial Leadership | p. 140 |
| Ursula Burns | p. 141 |
| Leadership Skills: What Leaders Really Do | p. 142 |
| Power and Leadership from the Top: Leadership Lessons from Political Science | |
| Power and Influence | p. 152 |
| Sources of Power | p. 156 |
| Presidential leadership in the United States | p. 160 |
| Franklin Delano Roosevelt | p. 166 |
| Margaret Thatcher | p. 168 |
| Teaming and Leadership | |
| Advantages to Working in Teams | p. 173 |
| Barriers to Effective Teamwork | p. 174 |
| Traditional Teams | p. 177 |
| Project Teams | p. 177 |
| Barriers to Effective Project Teamwork | p. 177 |
| Leading Project Teams | p. 178 |
| Cross-Functional Teams | p. 179 |
| Multicultural Teams | p. 179 |
| High-Performing Teams | p. 180 |
| High-Performing Inclusive Teams | p. 181 |
| Pseudo Temporary Teams | p. 181 |
| Dean Smith | p. 182 |
| César Estrada Chávez | p. 184 |
| Barry and Eliot Tatelman | p. 185 |
| Leadership 2.0: Virtual Leadership | |
| Virtual Leadership | p. 190 |
| Skills and Techniques for Effective Virtual Leadership | p. 190 |
| Virtual Organizations | p. 193 |
| Virtual Workforce | p. 193 |
| Telecommuting | p. 196 |
| Virtual Work and Outsourcing | p. 196 |
| Virtual Teams | p. 197 |
| Jetblue Airlines | p. 199 |
| Using Technology to Enhance Virtual Organizations | p. 200 |
| Leadership and Technology: Case Studies | p. 204 |
| Marshall Goldsmith | p. 205 |
| Philosophy and Leadership | |
| The Greeks: The Leader as Harmonizer and Teacher | p. 209 |
| Plato's Republic: Ideal Leader in the Idea City | p. 209 |
| The Leader as Provider of Resources and Guide to Others | p. 212 |
| The Leader as Mediator of Individual Self-Interest | p. 213 |
| Thomas Hobbes | p. 213 |
| John Locke | p. 214 |
| Niccolo Machiavelli | p. 215 |
| Mahatma Gandhi | p. 217 |
| United States Military Leadership-The Art of Command | |
| The Study of Military Leadership: What's in it for Me? (WIFM) | p. 222 |
| Boardroom to Battlefield: Comparison and Contrast | p. 223 |
| Areas of Difference | p. 224 |
| Areas of Similarity | p. 226 |
| Military Leadership Defined and Applied | p. 227 |
| Informed Leadership | p. 231 |
| Learning Leadership | p. 231 |
| Dwight D. Eisenhower | p. 234 |
| Major L. Tammy Duckworth | p. 235 |
| General Colin L. Powell | p. 236 |
| Leadership for Environmental Sustainability | |
| Why is it Difficult to be an Environmental Leader? | p. 242 |
| Ray Anderson | p. 245 |
| David Orr | p. 246 |
| Sustainability: A Framework for Environmental Leadership and Action | p. 248 |
| Tragedy of the Commons | p. 248 |
| Advantages to Leadership on the Environment | p. 251 |
| Transformational Environmental Leadership? | p. 256 |
| Rachel Carson | p. 258 |
| Al Gore | p. 260 |
| Practicing leadership-It's Your Turn | |
| Michael Loban's Approach: The Versatile Student Leader | p. 264 |
| Leadership Habits | p. 264 |
| Reading People, Environments, and Circumstances | p. 270 |
| The Alchemy of Change | p. 273 |
| Mary Satchwell: The ôACEö Theory of Leadership | p. 275 |
| Putting it All Together: Your Personal Theory on Leadership | p. 279 |
| References | p. 282 |
| Index | p. 297 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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