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| Foreword | |
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| In Memory | |
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| Acknowledgments | |
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| Preface | |
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| Introduction | |
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| Concepts of Leadership | |
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| Myths, Legends, and Religious Texts | |
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| The Modern Study of Leadership | |
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| Universality of Leadership | |
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| Defining Leadership | |
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| Leadership, Headship, and Management | |
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| An Evolving, Expanding Conceptualization of Leadership | |
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| Summary and Conclusions | |
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| Types and Taxonomies | |
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| Types of Leadership in Small Groups | |
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| Types of Leadership in Organizations and Institutions | |
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| Taxonomies of Leaders According to Their Functions, Roles, Perceptions, and Behaviors | |
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| Taxonomies of Leaders According to Their Styles and Patterns of Behavior | |
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| Commonalities in Types and Taxonomies | |
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| Summary and Conclusions | |
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| Models and Theories of Leadership | |
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| Good and Bad Theories | |
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| Sources of Current Models and Theories | |
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| Methods and Measurements | |
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| Summary and Conclusions | |
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| Personal Attributes of Leaders | |
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| Traits of Leadership (1904-1970)1904-1908 | |
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| Conclusions as of 1948 | |
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| Traits of Leadership (1948-1970) | |
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| Factor Analyses of the Traits of Leadership | |
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| Conclusions by 1970 | |
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| Traits of Leadership (1970-2006)Situationalism | |
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| Heritability, Genes, and Biological Bases of Leadership in Behavior | |
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| Personality Traits Correlated with Emergent and Effective Leadership | |
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| Task Competence | |
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| Socioeconomic and Interpersonal Competence | |
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| Summary and Conclusions | |
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| Activity Level | |
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| Antecedents of Active Leadership | |
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| Effects of Active Leadership on Followers | |
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| The Motivation to Manage | |
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| Inactive or Laissez-Faire Leadership | |
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| Summary and Conclusions | |
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| Authoritarianism, Power Orientation, Machiavellianism, and Leadership | |
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| The Authoritarian Personality | |
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| Authoritarianism and Leadership | |
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| Power Motivation | |
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| Machiavellianism | |
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| Political Psychology and Leadership in Organizations | |
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| Summary and Conclusions | |
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| Values, Self-Esteem, Well-Being, and Leadership | |
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| Values | |
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| Motives | |
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| Concepts of the Self | |
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| Satisfaction with the Leadership Role | |
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| Health, Well-Being, and Leadership | |
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| Summary and Conclusions | |
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| Ethics and Leadership | |
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| Philosophies of Ethical Leadership | |
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| Ethical Leader Behavior | |
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| Ethics and Effectiveness | |
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| Spiritual Leadership | |
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| Moral Reasoning | |
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| Character | |
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| Vices of Leadership | |
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| Dealing with Ethical and Unethical Practices | |
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| Impact of the Internet | |
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| Summary and Conclusions | |
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| Personal Attributes of Leadership | |
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| Leadership and Accorded Status, Esteem, and Trust | |
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| Status | |
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| Esteem | |
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| Trust | |
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| Summary and Conclusions | |
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| Power and Leadership | |
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| Definitions of Social Power | |
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| Personal versus Positional Power | |
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| Varied Uses of Power | |
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| Power and Emergence as a Leader | |
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| The Bases of Power | |
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| Antecedents and Consequences of the Bases of Power | |
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| Summary and Conclusions | |
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| Leadership and the Distribution of Power | |
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| Importances of Differences in Power | |
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| Distribution of Power in Communities and Organizations | |
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| The Power of the Group | |
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| Power, Leadership, and Structure | |
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| Empowerment | |
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| Industrial Democracy | |
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| Power Sharing in Planning Change | |
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| Summary and Conclusions | |
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| Resolution of Conflict | |
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| Sources of Conflict | |
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| Conditions That Resolve or Reduce Conflicts | |
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| Managing Conflict | |
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| Legitimatization and Conflict | |
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| Constructive Conflict | |
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| Summary and Conclusions | |
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| Authority, Responsibility, Accountability, and Leadership | |
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| Authority | |
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| Responsibility | |
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| Accountability | |
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| Delegation | |
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| Summary and Conclusio | |