Leadership Theory and Practice

ISBN-10: 1412974887

ISBN-13: 9781412974882

Edition: 5th 2010

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Book details

List price: $96.00
Edition: 5th
Copyright year: 2010
Publisher: SAGE Publications, Incorporated
Publication date: 10/6/2009
Binding: Paperback
Pages: 456
Size: 6.25" wide x 9.50" long x 0.75" tall
Weight: 1.408
Language: English

Peter G. Northouse , Ph.D, is a professor of communication in the School of Communication at Western Michigan University. For more than 20 years, he has taught leadership, interpersonal, and organizational communication on both the undergraduate and graduate levels. In addition to publications in professional journals, he is the author of I ntroduction to Leadership: Concepts and Practice and coauthor of Health Communication: Strategies for Health Professionals (3rd ed.). His scholarly and curricular interests include models of leadership, leadership assessment, ethical leadership, and leadership and group dynamics. He has worked as a consultant in a variety of areas, including leadership development, leadership education, conflict management, and health communication. He holds a doctorate in speech communication from the University of Denver and a master�s and bachelor�s degree in communication education from Michigan State University.

Preface
Special Features
Audience
Acknowledgments
Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Emotional Intelligence
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Choosing a New Director of Research
A Remarkable Turnaround
Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Scoring Interpretation
Summary
Skills Approach
Description
Three-Skill Approach
Technical Skill
Human Skill
Conceptual Skill
Summary of the Three-Skill Approach
Skills Model
Competencies
Problem-Solving Skills
Social Judgment Skills
Knowledge
Individual Attributes
General Cognitive Ability
Crystallized Cognitive Ability
Motivation
Personality
Leadership Outcomes
Effective Problem Solving
Performance
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
A Strained Research Team
A Shift for Lieutenant Colonel Adams
Andy's Recipe
Leadership Instrument
Skills Inventory
Scoring
Scoring Interpretation
Summary
Style Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton's Managerial (Leadership) Grid
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism
Opportunism
How Does the Style Approach Work?
Strengths
Criticisms
Application
Case Studies
A Drill Sergeant at First
Eating Lunch Standing Up
Enhancing the Department's Culture
Leadership Instrument
Style Questionnaire
Scoring
Scoring Interpretation
Summary
Situational Approach
Description
Leadership Styles
Development Levels
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
What Style Do I Use?
Why Aren't They Listening?
Getting the Message Across
Leadership Instrument
Situational Leadership: A Brief Questionnaire
Scoring Interpretation
Summary
Contingency Theory
Description
Leadership Styles
Situational Variables
How Does Contingency Theory Work?
Strengths
Criticisms
Application
Case Studies
No Control Over the Student Council
Giving Him a Hard Time
What's the Best Leader Match?
Leadership Instrument
Least Preferred Coworker (LPC) Measure
Scoring Interpretation
Summary
Path-Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Subordinate Characteristics
Task Characteristics
How Does Path-Goal Theory Work?
Strengths
Criticisms
Application
Case Studies
Three Shifts, Three Supervisors
Direction for Some, Support for Others
Marathon Runners at Different Levels
Leadership Instrument
Path-Goal Leadership Questionnaire
Scoring
Scoring Interpretation
Summary
Leader-Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
His Team Gets the Best Assignments
Working Hard at Being Fair
Taking On Additional Responsibilities
Leadership Instrument
LMX 7 Questionnaire
Scoring Interpretation
Summary
Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Transactional Leadership Factors
Contingent Reward
Management-by-Exception
Nonleadership Factor
Laissez-Faire
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
How Does the Transformational Approach Work?
Strengths
Criticisms
Application
Case Studies
The Vision Failed
Students Dig It
Her Vision Was a Model Research Center
Her Vision Was a Model Research Center
Leadership Instrument
Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short
Summary
Authentic Leadership
Description
Authentic Leadership Defined
Intapersonal Definition
Developmental Definition
Interpersonal Definition
Approaches to Authentic Leadership
Practical Approaches
Robert Terry's Authentic Leadership Approach
Bill George's Authentic Leadership Approach
Theoretical Approach
Background to the Theoretical Approach
Components of Authentic Leadership
Factors that Influence Authentic Leadership
How Does Authentic Leadership Work?
Strengths
Criticisms
Application
Case Studies
Am I Really a Leader?
Moving Mountains for Education and Peace
The Reluctant First Lady
Leadership Instrument
Authentic Leadership Self Assessment Questionnaire
Summary
Team Leadership
Description
Team Leadership Model
Leadership Decisions
Leadership Decision 1: Should I Monitor the Team or Take Action?
Leadership Decision 2: Should I Intervene to Meet Task or Relational Needs?
Leadership Decision 3: Should I Intervene Internally or Externally?
Leadership Actions
Internal Task Leadership Actions
Internal Relational Leadership Actions
External Environmental Leadership Actions
Team Effectiveness
Clear, Elevating Goal
Results-Driven Structure
Competent Team Members
Unified Commitment
Collaborative Climate
Standards of Excellence
External Support and Recognition
Principled Leadership
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Can This Virtual Team Work?
They Dominated the Conversation
Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader Questionnaire
Scoring Interpretation
Summary
Psychodynamic Approach
Description
Background
Eric Berne and Transactional Analysis
Sigmund Freud and Personality Types
Carl Jung and Personality Types
Functions and Preferences
Types and Leadership
Sixteen Types and Leadership
Dealing With Followers
How Does the Psychodynamic Approach Work?
Strengths
Criticisms
Case Studies
Not the Type Who Sees the Big Picture
Staff Meeting Problems
Unexpected Reactions
Leadership Instrument
Psychodynamic Approach Survey
Scoring
Scoring Interpretation
Summary
Women and Leadership
Description
Gender and Leadership Styles
Gender and Leadership Effectiveness
The Glass Ceiling
Evidence of the Glass Ceiling
Motives for Removing the Barriers
Explaining the Glass Ceiling
Human Capital Differences
Gender Differences
Prejudice
Breaking the Glass Ceiling
Strengths
Criticisms
Application
Case Studies
The Glass Ceiling
Lack of Inclusion and Credibility
Pregnancy as a Barrier to Job Status
Leadership Instrument
The Gender-Leader Implicit Association Test
Scoring
Summary
Culture and Leadership
Description
Culture Defined
Related Concepts
Ethnocentrism
Prejudice
Dimensions of Culture
Uncertainty Avoidance
Power Distance
Institutional Collectivism
In-Group Collectivism
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Humane Orientation
Clusters of World Cultures
Characteristics of Clusters
Anglo
Confucian Asia
Eastern Europe
Germanic Europe
Latin America
Latin Europe
Middle East
Nordic Europe
Southern Asia
Sub-Saharan Africa
Leadership Behavior and Culture Clusters
Eastern Europe Leadership Profile
Latin America Leadership Profile
Latin Europe Leadership Profile
Confucian Asia Leadership Profile
Nordic Europe Leadership Profile
Anglo Leadership Profile
Sub-Saharan Africa Leadership Profile
Southern Asia Leadership Profile
Germanic Europe Leadership Profile
Middle East Leadership Profile
Universally Desirable and Undesirable Leadership Attributes
Strengths
Criticisms
Application
Case Studies
A Challenging Workplace
A Special Kind of Financing
Whose Hispanic Center Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Scoring
Scoring Interpretation
Summary
Leadership Ethics
Description
Ethics Defined
Ethical Theories
Centrality of Ethics to Leadership
Heifetz's Perspective on Ethical Leadership
Burns's Perspective on Ethical Leadership
Greenleaf's Perspective on Ethical Leadership
Principles of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
A Struggling Company With Not Enough Cash
How Safe Is Safe?
Reexamining a Proposal
Leadership Instrument
Perceived Leader Integrity Scale (PLIS)
Scoring
Scoring Interpretation
Summary
Name Index
Subject Index
About the Author
About the Contributors
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