Understanding leadership: paradigms and cases
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
London [u.a.]
Sage Publ.
2004
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022003576&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | X, 316 S. graph. Darst. |
| ISBN: | 0761942890 0761942882 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures, Tables and Boxes vii
Preface ix
Acknowledgements xi
Part One: Understanding Leadership 1
1 The Leadership Scene 3
2 Leadership Paradigms 17
3 Characteristics of Leadership Paradigms 37
4 Micro-level Leadership Theories 67
5 Emotion in Leadership 91
6 Macro-level Leadership 113
7 Integrating Theories and Paradigms 139
Part Two: Cases Studies 155
1 BMW: Sheer Driving Pleasure 157
Gayle C. Avery
2 W.L. Gore Associates, Inc.: Natural Leadership 171
Andrew Bell
3 Novartis: People Chemistry 188
Gayle C. Avery
4 Royal Australian Navy: Commanding New Leadership 203
Gayle C. Avery and student team
5 SAP: Leader of the Internet Pack 216
Gayle C. Avery
^ft Contents
6 Bonduelle: Leadership, French Style 233
Anne E. Witte
7 EKATO Ruhr- und Mischtechnik GmbH:
Mixing People and Innovation 245
Gayle C. Avery
8 Schering-Plough: Mentoring Presidents 255
Martin Hilb
9 Swatch: Leading through Emotion 263
Gayle C. Avery
10 Rodenstock: Working with Vision 279
Gayle C. Avery
References 295
Index 310
List of Figures, Tables and Boxes
FIGURES
2.1 Traditional organigram and networked organization 27
3.1 Matching leadership styles to the leadership paradigms 48
4.1 Reconceptualized relationship between leader styles and
follower development levels in Situational Leadership 80
4.2 Fielder s contingency model showing effective
and ineffective domains 82
7.1 Potential links between Fielder s model and
the leadership paradigms 148
CS3.1 Novartis structure showing Agribusiness
that was spun off 190
CS4.1 New Navy structure, 2000 205
CS5.1 Number of employees at SAP 220
CS6.1 Profit and cash flow, 1997-99 235
CS9.1 Geographical distribution of The Swatch
Group s worldwide employees 273
CS10.1 Rodenstock Group net sales (in million euros
and DM) 1997-2000 281
CS10.2 The organizational structure 286
CS10.3 The company personality 288
TABLES
2.1 Leadership paradigms 19
3.1 Comparing the leadership paradigms 39
3.2 Four basic decision-making styles linked to the paradigms 46
3.3 Defining national value dimensions 52
3.4 Cultural dimensions hypothesized to match the
leadership paradigms 54
4.1 Six leader traits 71
4.2 Linking micro-level theories to the leadership paradigms 87
^m List of Figures, Tables and Boxes
5.1 Emotion-based approaches and the leadership paradigms 109
6.1 Strategic planning modes linked to the leadership paradigms 123
6.2 Broad macro-level approaches related to the
leadership paradigms 135
7.1 Linking theories and approaches to leadership paradigms 146
CS3.1 Financial highlights (full year 2000) 192
BOXES
1.1 Mental models of leadership 9
2.1 Self-managing workers at Columbia Conserve Company 32
3.1 Types of power 42
3.2 Managing in chaos 50
3.3 Organizational versus national culture 55
3.4 Women s way of leading through inclusion 56
4.1 Where are the great women leaders? 69
4.2 Guidelines for influencing 73
4.3 Avoiding being directive 80
5.1 What is emotional intelligence? 92
5.2 Beyond charisma and visionary leadership -
Level 5 leadership 95
5.3 Narcissistic potential in heroic visionary leaders 98
5.4 What makes an effective vision? 101
5.5 Sustainability of overwork 105
6.1 Managing knowledge 127
6.2 Knowledge and structure 129
6.3 Emerging roles for leaders 130
7.1 How do presidents rate in the eyes of their VPs? 142
7.2 Linking the leadership paradigms to Fiedler s model 148
CS1.1 Portrait of CEO Helmut Panke 158
CS3.1 Divisional visions at Novartis 188
CS4.1 Some Royal Australian Navy customs,
traditions and language 211
CS5.1 Contrasting co-CEOs and co-Chairs 222
CS6.1 Christophe Bonduelle 241
CS10.1 Lens innovation 283
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| title | Understanding leadership paradigms and cases |
| title_auth | Understanding leadership paradigms and cases |
| title_exact_search | Understanding leadership paradigms and cases |
| title_full | Understanding leadership paradigms and cases Gayle C. Avery. With cases contrib. by Andrew Bell ... |
| title_fullStr | Understanding leadership paradigms and cases Gayle C. Avery. With cases contrib. by Andrew Bell ... |
| title_full_unstemmed | Understanding leadership paradigms and cases Gayle C. Avery. With cases contrib. by Andrew Bell ... |
| title_short | Understanding leadership |
| title_sort | understanding leadership paradigms and cases |
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