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Bokkilden Leadership in Organizations - Gary A. Yukl - Innbundet (9780132424318)
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Utgitt:
Forlag:
Pearson Education (US)
Innb:
Innbundet
Språk:
Engelsk
Sider:
648
Format:
24 x 18 cm
ISBN:
9780132424318
Utgave:
United States ed of 7th revised ed

Leadership in Organizations

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Innbundet Leveringstid: Ikke i salg
Vår pris: 1333,-
For undergraduate and graduate-level courses in Leadership. What makes an effective leader? This book discusses theories of leadership and provides practical advice for business leaders. This text provides a balance of theory and practice as it surveys the major theories and research on leadership and managerial effectiveness in formal organizations. Changes in the Seventh Edition include a reorganization of chapters to make room for additional material while maintaining the unique structure that addresses both academics and practitioners. The text now covers ethical, spiritual, servant, and authentic leadership and discusses diversity in leadership roles.

Leadership in Organizations

Preface xvii
Introduction: The Nature of Leadership
1(24)
Definitions of Leadership
2(7)
Indicators of Leadership Effectiveness
9(3)
Overview of Major Research Approaches
12(3)
Level of Conceptualization for Leadership Theories
15(5)
Other Bases for Comparing Leadership Theories
20(2)
Organization of the Book
22(1)
Summary
23(1)
Review and Discussion Questions
24(1)
The Nature of Managerial Work
25(29)
Typical Activity Patterns in Managerial Work
26(5)
The Content of Managerial Work
31(5)
Demands, Constraints, and Choices
36(2)
Research on Situational Determinants
38(4)
Changes in the Nature of Managerial Work
42(1)
How Much Discretion Do Managers Have?
43(1)
Limitations of the Descriptive Research
44(1)
Applications for Managers
45(5)
Summary
50(1)
Review and Discussion Questions
51(1)
Case: Acme Manufacturing Company
52(2)
Perspectives on Effective Leadership Behavior
54(32)
Ohio State Leadership Studies
55(3)
Michigan Leadership Studies
58(1)
Limitations of Survey Research on Leader Behavior
59(2)
Experiments on Task and Relations Behavior
61(1)
Research Using Critical Incidents
62(1)
The High-High Leader
63(3)
Leadership Behavior Taxonomies
66(6)
Specific Task Behaviors
72(4)
Specific Relations Behaviors
76(3)
Evaluation of the Behavior Approach
79(1)
Summary
80(2)
Review and Discussion Questions
82(1)
Case: Consolidated Products
82(2)
Case: Air Force Supply Squadron
84(2)
Participative Leadership, Delegation, and Empowerment
86(35)
Nature of Participative Leadership
87(2)
Consequences of Participative Leadership
89(2)
Research on Effects of Participative Leadership
91(3)
Normative Decision Model
94(6)
Applications: Guidelines for Participative Leadership
100(3)
Delegation
103(5)
Applications: Guidelines for Delegating
108(4)
Perceived Empowerment
112(4)
Summary
116(1)
Review and Discussion Questions
117(1)
Case: Echo Electronics
118(1)
Case: Alvis Corporation
119(2)
Dyadic Relations, Attributions, and Followership
121(30)
Leader-Member Exchange Theory
122(6)
Leader Attributions About Subordinates
128(1)
Applications: Correcting Performance Deficiencies
129(4)
Follower Attributions and Implicit Theories
133(3)
Impression Management
136(3)
Follower Contributions to Effective Leadership
139(1)
Self-Management
140(2)
Applications: Guidelines for Followers
142(4)
Integrating Leader and Follower Roles
146(1)
Summary
146(1)
Review and Discussion Questions
147(1)
Case: Cromwell Electronics
148(1)
Case: American Financial Corp
149(2)
Power and Influence
151(39)
Conceptions of Power and Influence
152(2)
Power Types and Sources
154(10)
How Power is Acquired or Lost
164(2)
Consequences of Position and Personal Power
166(2)
How Much Power Should Leaders Have?
168(2)
Influence Tactics
170(7)
Power and Influence Behavior
177(1)
Use and Effectiveness of Influence Tactics
178(7)
Summary
185(1)
Review and Discussion Questions
186(1)
Case: Restview Hospital
187(1)
Case: Sporting Goods Store
188(2)
Managerial Traits and Skills
190(34)
Nature of Traits and Skills
190(2)
Research on Leader Traits and Skills
192(7)
Managerial Traits and Effectiveness
199(10)
Managerial Skills and Effectiveness
209(3)
Other Relevant Competencies
212(3)
Situational Relevance of Skills
215(3)
Evaluation of the Trait Research
218(1)
Applications for Managers
219(1)
Summary
220(1)
Review and Discussion Questions
221(1)
Case: National Products
222(2)
Early Contingency Theories of Effective Leadership
224(36)
LPC Contingency Model
225(3)
Path-Goal Theory of Leadership
228(5)
Situational Leadership Theory
233(3)
Leadership Substitutes Theory
236(4)
Multiple Linkage Model
240(7)
Cognitive Resources Theory
247(3)
General Evaluation of Contingency Theories
250(2)
Applications for Adaptive Leadership
252(3)
Summary
255(1)
Review and Discussion Questions
256(1)
Case: Foreign Auto Shop
257(3)
Charismatic and Transformational Leadership
260(38)
Two Early Theories
261(1)
Attribution Theory of Charismatic Leadership
262(2)
Self-Concept Theory of Charismatic Leadership
264(3)
Other Conceptions of Charisma
267(4)
Consequences of Charismatic Leadership
271(4)
Transformational Leadership
275(4)
Primary Types of Research on the Theories
279(6)
Transformational vs. Charismatic Leadership
285(1)
Evaluation of the Theories
286(2)
Applications: Guidelines for Leaders
288(4)
Summary
292(1)
Review and Discussion Question
293(1)
Case: Metro Bank
293(2)
Case: Astro Airlines
295(3)
Leading Change in Organizations
298(34)
Change Processes in Organizations
299(6)
Influencing Organization Culture
305(4)
Developing a Vision
309(3)
Applications: Procedures for Developing a Vision
312(3)
Implementing Change
315(2)
Applications: Guidelines for Leading Change
317(5)
Innovation and Organizational Learning
322(4)
Applications: Guidelines for Increasing Learning and Innovation
326(2)
Summary
328(1)
Review and Discussion Questions
329(1)
Case: Ultimate Office Products
330(2)
Leadership in Teams and Decision Groups
332(36)
The Nature of Teams
333(5)
Determinants of Team Performance
338(5)
Leadership in Different Types of Teams
343(5)
Procedures for Facilitating Team Learning
348(3)
Applications: Guidelines for Team Building
351(3)
Decision Making in Groups
354(2)
Leadership Functions in Meetings
356(3)
Applications: Guidelines for Leading Meetings
359(4)
Summary
363(1)
Review and Discussion Questions
364(1)
Case: Southwest Engineering Services
365(3)
Strategic Leadership by Executives
368(40)
How Leaders Influence Organizational Performance
369(7)
Constraints on Executives
376(2)
Conditions Affecting the Need for Strategic Leadership
378(3)
Political Power and Strategic Leadership
381(1)
Executive Tenure and Strategic Leadership
382(1)
Research on Effects of CEO Leadership
383(6)
Strategic Leadership by Executive Teams
389(5)
Two Key Responsibilities for Top Executives
394(7)
Summary
401(1)
Review and Discussion Questions
402(1)
Case: Columbia Corp
403(1)
Case: Costco
404(4)
Ethical, Servant, Spiritual, and Authentic Leadership
408(28)
Conceptions of Ethical Leadership
409(1)
Dilemmas in Assessing Ethical Leadership
410(3)
Determinants and Consequences of Ethical Leadership
413(4)
Transforming Leadership and Adaptive Problem Solving
417(2)
Servant Leadership
419(2)
Spiritual Leadership
421(2)
Authentic Leadership
423(4)
Comparison and Evaluation of Theories
427(3)
Increasing Ethical Leadership
430(2)
Summary
432(1)
Review and Discussion Questions
433(1)
Case: Unethical Leadership at Enron
433(3)
Gender, Diversity, and Cross-Cultural Leadership
436(22)
Introduction to Cross-cultural Leadership
437(1)
Cross-cultural Leadership Research: Types and Difficulties
438(2)
The Globe Project
440(2)
Cultural Value Dimensions and Leadership
442(5)
Evaluation of the Cross-Cultural Research
447(1)
Gender and Leadership
448(5)
Managing Diversity
453(2)
Summary
455(1)
Review and Discussion Questions
456(1)
Case: Madison, Jones, and Conklin
457(1)
Developing Leadership Skills
458(33)
Leadership Training Programs
459(1)
Designing Effective Training
460(2)
Special Techniques for Leadership Training
462(5)
Learning from Experience
467(2)
Developmental Activities
469(12)
Self-Help Activities
481(1)
Facilitating Conditions for Leadership Development
482(2)
A Systems Perspective on Leadership Development
484(3)
Summary
487(1)
Review and Discussion Questions
488(1)
Case: Federated Industries
489(2)
Overview and Integration
491(38)
Major Findings in Leadership Research
491(5)
Explanatory Processes and Levels of Conceptualization
496(11)
Toward an Integrating Conceptual Framework
507(3)
Biases in the Conceptualization of Leadership
510(4)
Biases in Research Methods
514(4)
Emerging Conceptions of Leadership
518(4)
Concluding Thoughts
522(2)
Review and Discussion Questions
524(1)
Case: Turnaround at Nissan
525(4)
References 529(74)
Author Index 603(14)
Subject Index 617
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