Leadership: theory, application & skill development
Gespeichert in:
| Vorheriger Titel: | Achua, Christopher F. Effective leadership |
|---|---|
| Beteiligte Personen: | , |
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Australia
Cengage Learning
[2016]
|
| Ausgabe: | Sixth edition |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028896986&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | xxviii, 496 Seiten |
| ISBN: | 9781285866352 |
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Datensatz im Suchindex
| _version_ | 1819274648238424064 |
|---|---|
| adam_text | Brief Contents
♦ * A *
Preface xiii
Acknowledgments xxv About the Authors xxviii
PART ONE INDIVIDUALS AS LEADERS
1 Who Is a Leader and What Skills Do Leaders Need? I
2 Leadership Traits and Ethics 31
3 Leadership Behavior and Motivation 68
4 Contingency Leadership Theories 108
5 Influencing: Power, Politics, Networking, and Negotiation 144
PART TWO TEAM LEADERSHIP
6 Communication, Coaching, and Conflict Skills 183
7 Leader-Member Exchange and Followership 230
8 Team Leadership and Self-Managed Teams 268
PART THREE ORGANIZATIONAL LEADERSHIP
9 Charismatic and Transformational Leadership 319
10 Leadership of Culture, Ethics, and Diversity 357
11 Strategic Leadership and Change Management 395
12 Crisis Leadership and the Learning Organization 428
Appendix: Leadership and Spirituality in the Workplace 464 Glossary 474 Index 481
v
Preface xiii Acknowledgments xxv About the Authors xxviii
INDIVIDUALS AS LEADERS CHAPTER 1
Who Is a Leader and What Skills Do Leaders Need? I
Leadership Described 2
Leadership Development 2 / Defining Leadership with Five Key Elements 5 Leadership Skills 8
Are Leaders Born or Made? 8 / Can Leadership Be Taught and Skills Developed? 9 / Managerial Leadership Skills 9
Leadership Managerial Roles 11
Interpersonal Roles II / Informational Roles 12 / Decisional Roles 12 Levels of Analysis of Leadership Theory 14
Individual Level of Analysis 14 / Group Level of Analysis 14 / Organizational Level of Analysis 14 / Interrelationships among the Levels of Analysis 15
Leadership Theory Paradigms 16
The Trait Theory Paradigm 16 / The Behavioral Leadership Theory Paradigm 16 / The Contingency Leadership Theory Paradigm 17 / The Integrative Leadership Theory Paradigm 17 / From the Management to the Leadership Theory Paradigm 17
Objectives of the Book 18
Leadership Theory 19 / Application of Leadership Theory 20 / Leadership Skill Development 20 / Flexibility 20
Organization of the Book 20
Chapter Summary 21
Key Terms 22 / Review Questions 22 / Critical-Thinking Questions 22
CASE: From Steve Jobs to Tim Cook—Apple 23
VIDEO CASE: Leadership at P. F. Chang’s 24
Developing Your Leadership Skills l-l 24
Developing Your Leadership Skills 1-2 26
vi
CONTENTS vii
CHAPTER 2
Leadership Traits and Ethics 31
Personality Traits and Leadership Trait Universality 32
Personality and Traits 33 / Personality Profiles 34 / Leadership Trait Universality 35
The Big Five Including Traits of Effective Leaders 36
Surgency 36 / Agreeableness 37 / Adjustment 37 / Conscientiousness 38 / Openness 38
The Personality Profile of Effective Leaders 41
Achievement Motivation Theory 41 / Leader Motive Profile Theory 43
Leadership Attitudes 45
Theory X and Theory Y 46 / The Pygmalion Effect 47 /
Self-Concept 48 / How Attitudes Develop Leadership Styles 49
Ethical Leadership 50
Does Ethical Behavior Pay? 51 / Factors Influencing Ethical Behavior 52 /
How People Justify Unethical Behavior 54 / Guides to Ethical Behavior 56
Chapter Summary 57
Key Terms 58 / Review Questions 58 / Critical-Thinking Questions 59
CASE: Blake Mycoskie and TOMS 59
VIDEO CASE: “P.F Chang’s Serves Its Workers Well 61
Developing Your Leadership Skills 2-1 61
Developing Your Leadership Skills 2-2 63
Developing Your Leadership Skills 2-3 63
CHAPTER 3
Leadership Behavior and Motivation 68
Leadership Behavior and Styles 69
Leadership Behavior 69 / Leadership Styles and the University of Iowa Research 70
University of Michigan and Ohio State University Studies 71
University of Michigan: Job-Centered and Employee-Centered Behavior 72 / Ohio State University: Initiating Structure and Consideration Behavior 74 / Differences, Contributions, and Applications of Leadership Models 75
The Leadership Grid 75
Leadership Grid Theory 76 / Leadership Grid and High-High Leader Research 77 / Behavioral Theory Contributions and Applications 78
Leadership and Major Motivation Theories 79
Motivation and Leadership 79 / The Motivation Process 79 / An Overview of Three Major Classifications of Motivation Theories 80
Content Motivation Theories 80
Hierarchy of Needs Theory 80 / Two-Factor Theory 82 / Acquired Needs Theory 86 / Balancing Work-Life Needs 87
Process Motivation Theories 87
Equity Theory 87 / Expectancy Theory 88 / Goal-Setting Theory 89 / Using Goal Setting to Motivate Employees 91
Reinforcement Theory 92
Types of Reinforcement 93 / Schedules of Reinforcement 94 / You Get What You Reinforce 95 / Motivating with Reinforcement 96 / Giving Praise 96
vin CONTENTS
Putting the Motivation Theories Together within the Motivation Process 99 Chapter Summary 100
Key Terms 100 / Review Questions 101 / Critical-Thinking Questions 101
CASE: Facebook COO Sheryl Sandberg 102
VIDEO CASE: Motivation at Washburn Guitars 103
Developing Your Leadership Skills 3-1 103
Behavior Model Skills Training 3-1 104
Behavior Model Video 3-1 104
Developing Your Leadership Skills 3-2 104
CHAPTER 4
Contingency Leadership Theories 108
Contingency Leadership Theories and Models 109
Leadership Theories versus Leadership Models NO / Contingency Theory and Model Variables NO / Global Contingency Leadership III
Contingency Leadership Theory and Model 112
Leadership Style and the LPC 113 / Situational Favorablcness 114 /
Determining the Appropriate Leadership Style 114 / Research, Criticism, and Applications 116
Leadership Continuum Theory and Model 117
Path-Goal Leadership Theory and Model 119
Situational Factors 120 / Leadership Styles 121 / Research, Criticism, and Applications 122
Normative Leadership Theory and Models 123
Leadership Participation Styles 124 / Model Questions to Determine the Appropriate Leadership Style 124 / Selecting the Time-Driven or Development-Driven Model for the Situation 127 / Determining the Appropriate Leadership Style 127 / Research, Criticism, and Applications 127
Putting the Behavioral and Contingency Leadership Theories Together 128 Prescriptive and Descriptive Models 129
Leadership Substitutes Theory 131
Substitutes and Neutralizers 131 / Leadership Style 132 / Changing the Situation 132 / Research, Criticism, and Applications 132 Chapter Summary 133
Key Terms 134 / Review Questions 134 / Critical-Thinking Questions 134
CASE: Foxconn Technology Group 135
VIDEO CASE: Leadership at McDonald’s 136
Developing Your Leadership Skills 4-1 139
Developing Your Leadership Skills 4-2 140
CHAPTER 5
Influencing: Power, Politics, Networking, and Negotiation 144
Power 145
Sources of Power 146 / Types of Power and Influencing Tactics, and Ways to Increase
Ynnr ^ AL
Organizational Politics 153
The Nature of Organizational Politics 154 / Political Behavior Developing Political Skills 156
155 / Guidelines for
CONTENTS ¡x
Networking 159
Perform a Self-Assessment and Set Goals 160 / Create Your One-Minute Self-Sell 161 / Develop Your Network 162 / Conduct Networking Interviews 162 / Maintain Your Network 164 / Social Networking at Work 164
Negotiation 165
Negotiating 166 / The Negotiation Process 166 Ethics and Influencing 171 Chapter Summary 172
Key Terms 173 / Review Questions 173 / Critical-Thinking Questions 173
CASE: Organizational Power and Politics 174
VIDEO CASE: Employee Networks at Whirlpool Corporation 175
Developing Your Leadership Skills 5-1 176
Developing Your Leadership Skills 5-2 177
Developing Your Leadership Skills 5-3 178
Developing Your Leadership Skills 5-4 179
TEAM LEADERSHIP
CHAPTER 6
Communication, Coaching, and Conflict Skills 183
Communication 184
Communication and Leadership 185 / Sending Messages and Giving Instructions 185 / Receiving Messages 188
Feedback 191
The Importance of Feedback 191 / Common Approaches to Getting Feedback on Messages—and Why They Don’t Work 192 / How to Get Feedback on Messages 192
Coaching 194
How to Give Coaching Feedback 194 / What 1$ Criticism—and Why Doesn’t It Work? 197 / The Coaching Model for Employees Who Are Performing Below Standard 198 / Mentoring 200
Managing Conflict 200
The Psychological Contract 201 / Conflict Management Styles 20!
Collaborating Conflict Management Style Models 205
Initiating Conflict Resolution 206 / Responding to Conflict Resolution 207 / Mediating Conflict Resolution 207
Chapter Summary 210
Key Terms 210 / Review Questions 211 / Critical-Thinking Questions 211
CASE: Reed Hastings—Netflix 211
VIDEO CASE: Communication at Navistar International 213
Developing Your Leadership Skills 6-1 214
Behavior Model Skills Training 6-1 215
Behavior Model Video 6-1 221
Developing Your Leadership Skills 6-2 222
Behavior Model Skills Training 6-2 222
Behavior Model Video 6-2 223
Developing Your Leadership Skills 6-3 223
Developing Your Leadership Skills 6-4 224
Behavior Model Video 6-3 225
Developing Your Leadership Skills 6-5 225
Behavior Model Video 6-4 226
X
CONTENTS
CHAPTER 7
Leader-Member Exchange and Followership 230
From Vertical Dyadic Linkage Theory to Leader-Member Exchange Theory 232 Vertical Dyadic Linkage Theory 232 / Leader-Member Exchange (LMX)
Theory 234 / Factors That Influence LMX Relationships 235 / The Benefits of High-Quality LMX Relationships 237 / Criticisms of LMX Theory 238
Followership 239
Defining Followership 240 / Types of Followers 241 / Becoming an Effective Follower 242 / Guidelines to Becoming an Effective Follower 244 / Factors That Can Enhance Follower Influence 246 / Dual Role of Being a Leader and a Follower 249
Delegation 249
Delegating 249 / Delegation Decisions 250 / Delegating with the Use of a Model 252 / Evaluating Followers: Guidelines for Success 254
Chapter Summary 255
Key Terms 256 / Review Questions 256 / Critical-Thinking Questions 257
CASE: W. L. Gore Associates 257
VIDEO CASE: Delegation at Boyne USA Resorts 259
Developing Your Leadership Skills 7-1 260
Behavior Model Skills Training 260
The Delegation Model 260
Behavior Model Video 7.1 261
Developing Your Leadership Skills 7-2 261
CHAPTER 8
Team Leadership and Self-Managed Teams 268
The Use of Teams in Organizations 270
Is It a Group or a Team? 271 / Benefits and Limitations of Teamwork 272 /
What Is an Effective Team? 275 / Characteristics of Highly Effective Teams 276 / Team Leadership 279 / Organizational Culture and Team Creativity 281
Types of Teams 283
Functional Team 283 / Cross-Functional Team 284 / Virtual Team 285 / Self-Managed Team (SMT) 285
Decision Making in Teams 286
Normative Leadership Model 286 / Team-Centered Decision-Making Model 287 / Advantages and Disadvantages of Team-Centered Decision Making 287 Conducting Effective Team Meetings 288
Planning Meetings 289 / Conducting Meetings 290 / Handling Problem Members 291
Self-Managed Teams 293
The Nature of Self-Managed Teams 294 / The Benefits of Self-Managed Teams 295 / Top Management and Self-Managed Team Success 297 / The Changing Role of Leadership in Self-Managed Teams 298 / The Challenges of Implementing Self-Managed Teams 299
Chapter Summary 300
Key Terms 301 / Review Questions 301 / Critical Thinking Questions 302
CASE: Frederick W. Smith—FedEx 302
VIDEO CASE: The NEADS Team: People and Dogs 304
Behavior Model Skills Training 8-1 304
Leadership Decision-Making Model 305
Behavior Model Video 8-1 and Video Exercise 307
Developing Your Leadership Skills 8-1 308
Developing Your Leadership Skills 8-2 310
CONTENTS
xi
Q51B1 ORGANIZATIONAL LEADERSHIP
CHAPTER 9
Charismatic and Transformational Leadership 319
Charismatic Leadership 321
Weber’s Conceptualization of Charisma 321 / Locus of Charismatic Leadership 322 / The Effects of Charismatic Leaders on Followers 323 / How One Acquires Charismatic Qualities 324 / Charisma: A Double-Edged Sword 326
Transformational Leadership 328
The Effects of Transformational Leadership 328 / Transformational versus Transactional Leadership 329 / The Transformation Process 331
Charismatic-Transformational Leadership 333
Qualities of Effective Charismatic and Transformational Leadership 333 /
Charismatic and Transformational Leadership: What’s the Difference? 339
Stewardship and Servant Leadership 342
Stewardship and Attributes of the Effective Steward Leader 343 /
Servant Leadership and Attributes of the Effective Servant Leader 344
Chapter Summary 346
Key Terms 348 / Review Questions 348 / Critical-Thinking Questions 348 CASE: Ursula Burns: Xerox’s Chairwoman and CEO 349 VIDEO CASE: Timbuk2: Former CEO Sets a Course 351 Developing Your Leadership Skills 9-1 351
CHAPTER 10
Leadership of Culture, Ethics, and Diversity 357
What Is Organizational Culture? 359
Culture Creation and Sustainability 359 / The Power of Culture 360 / Strong versus Weak Cultures 361 / The Leader’s Role in Influencing Culture 364 / Types of Culture 366 / National Culture Identities—Hofstede’s Value Dimensions 369
Organizational Ethics 371
Fostering an Ethical Work Environment 372 / Authentic Leadership 374 Diversity Leadership 375
The Changing Work Place 376 / Benefits of Embracing Diversity 376 / Creating a Pro-Diversity Organizational Culture 378 / The Effects of Globalization on Diversity Leadership 382
Chapter Summary 383
Key Terms 384 / Review Questions 385 / Critical-Thinking Questions 385
CASE: Mary Barra—New CEO of General Motors 385
VIDEO CASE: Diversity at PepsiCo 387
Developing Your Leadership Skills 10-1 387
Developing Your Leadership Skills 10-2 388
Developing Your Leadership Skills 10-3 389
CHAPTER 11
Strategic Leadership and Change Management 395
Strategic Leadership 397
Globalization and Environmental Sustainability 399 / Strategic Leadership and the Strategic Management Process 400
The Strategic Management Process 401
Crafting a Vision and Mission Statement 402 / Setting Organizational Objectives 404 / Strategy Formulation 405 / Strategy Execution 408 / Strategy Evaluation and Control 411
xii
CONTENTS
Leading Organizational Change 411
The Need for Organizational Change 412 / The Role of Top Leaders in Managing Change 412 / The Change Management Process 413 / Why People Resist Change 414 / Minimizing Resistance to Change 416
Chapter Summary 418
Key Terms 419 / Review Questions 419 / Critical Thinking Questions 420
CASE: Nike in the Era of CEO Mark Parker 420
VIDEO CASE: Original Penguin Spreads Its Wings 422
Developing Your Leadership Skills 11-1 422
Developing Your Leadership Skills 11-2 423
Developing Your Leadership Skills 11-3 423
CHAPTER 12
Crisis Leadership and the Learning Organization 428
Crisis Leadership 430
Crisis Communication in the Age of Social Media 432 / Formulating a Crisis Plan 433 / The Three-Stage Crisis Management Plan 433 / The Five-Step Crisis Risk Assessment Model 437 / Effective Crisis Communication 440 / Guideliness to Effective Crisis Communication 441
The Learning Organization and Knowledge Management 443
Learning Organization Characterisitcs 444 / What Is Knowledge Management? 445 / Traditional Versus the Learning Organization 446 / The Learning Organizational Culture and Firm Performance 449 / The Role of Leaders in Creating a Learning Organization Culture 449
Chapter Summary 452
Key Terms 454 / Review Questions 454 / Critical Thinking Questions 454 CASE: Merck CEO-Ken Frazier. First African American Leading a Major Pharmaceutical Company 455
VIDEO CASE: Managing in Turbulent Times at Second City Theater 457 Developing Your Leadership Skills 12-1 457 Developing Your Leadership Skills 12-2 458
Appendix: Leadership and Spirituality in the Workplace 464 Glossary 474 Index 481
|
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| id | DE-604.BV043480214 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T17:37:26Z |
| institution | BVB |
| isbn | 9781285866352 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028896986 |
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| publishDate | 2016 |
| publishDateSearch | 2016 |
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| publisher | Cengage Learning |
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| spellingShingle | Lussier, Robert N. 1949- Achua, Christopher F. Leadership theory, application & skill development Führung Leadership Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
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| title | Leadership theory, application & skill development |
| title_auth | Leadership theory, application & skill development |
| title_exact_search | Leadership theory, application & skill development |
| title_full | Leadership theory, application & skill development Robert N. Lussier Ph.D. (Springfield College), Christopher F. Achua, D.B.A. (University of Virginia's College at Wise) |
| title_fullStr | Leadership theory, application & skill development Robert N. Lussier Ph.D. (Springfield College), Christopher F. Achua, D.B.A. (University of Virginia's College at Wise) |
| title_full_unstemmed | Leadership theory, application & skill development Robert N. Lussier Ph.D. (Springfield College), Christopher F. Achua, D.B.A. (University of Virginia's College at Wise) |
| title_old | Achua, Christopher F. Effective leadership |
| title_short | Leadership |
| title_sort | leadership theory application skill development |
| title_sub | theory, application & skill development |
| topic | Führung Leadership Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd |
| topic_facet | Führung Leadership Organisationsverhalten Organisationssoziologie Organisationspsychologie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028896986&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT lussierrobertn leadershiptheoryapplicationskilldevelopment AT achuachristopherf leadershiptheoryapplicationskilldevelopment |