Bass and Stogdill's Handbook of Leadership Theory, Research and Managerial Applications

ISBN-10: 0029015006

ISBN-13: 9780029015001

Edition: 3rd 1990

Authors: Bernard M. Bass, Ralph M. Stogdill

List price: $90.00
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For seventeen years and through two editions, this Handbook has been the indispensable "bible" for every serious student of leadership. This third edition reflects the growth and changes in the study of leadership since the 1981 edition. There have been shifts in both content and method. Senior managers, for example, have become an increasing subject of inquiry. Distinctly separate fields of inquiry, such as political science and psychology, have been joined in this edition to build a broader appreciation of the phenomenon of leadership. Throughout the Handbook, the contributions from cognitive social psychology and the social, political, communications, and administrative sciences have been expanded. As in the second edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the better-known theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next, he looks at leaders' socioemotional talents, interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities. The more general examination of the personal factors associated with leadership has been extensively reorganized and expanded, and increased attention has been paid to knowledge, information, and intellectual ability, as well as to power and political tactics. The many developments in theory and research about charisma since 1974 have now made possible an entire chapter devoted to charismatic and inspirational leadership. Bass argues that a new paradigm of leadership -- transformational leadership -- has arisen that makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies. Studies of women increased dramatically during the 1980s. Accordingly, Chapter 32 on women and leadership has been considerably expanded over the chapter in the second edition. Completely new to this edition are studies by European and Japanese investigators on the accelerating internationalization of management. Finally, a glossary has been included in this edition to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.
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Book details

List price: $90.00
Edition: 3rd
Copyright year: 1990
Publisher: Free Press
Publication date: 7/23/1990
Binding: Hardcover
Pages: 1184
Size: 8.00" wide x 9.50" long x 2.25" tall
Weight: 4.334
Language: English

Preface to the Third Edition
Introduction to Concepts and Theories of Leadership
Concepts of Leadership
The Beginnings
The Meaning of Leadership
Leadership and Headship
An Evolving, Expanding Conceptualization
Summary and Conclusions
Typologies and Taxonomies of Leadership
Examples of Classifications
Commonalities in Taxonomies
Summary and Conclusions
An Introduction to Theories and Models of Leadership
Personal and Situational Theories
Interaction and Social Learning Theories
Theories and Models of Interactive Processes
Perceptual and Cognitive Theories
Hybrid Explanations
Methods and Measurements
Summary and Conclusions
Personal Attributes of Leaders
Traits of Leadership: 1904-47
Summary and Conclusions
Traits of Leadership: A Followup
Improvements in Methods and Measurements
Comparison of the Reviews of 1948 and 1970
Factor Analysis of the Traits of Leadership
Summary and Conclusions
Leadership and Activity Level
Energy and Assertiveness
Talking and LeadingTime and Effort
Summary and Conclusions
Task Competence and Leadership
The Meaning and Effects of Competence
Competence and Leadership
Summary and Conclusions
Interpersonal Competence and Leadership
Basic Interpersonal Skills
Social Insight, Empathy, and Leadership
Summary and Conclusions
Authoritarianism, Power Orientation, Machiavellianism, and Leadership
The Authoritarian Personality
Authoritarianism and Leadership
Power, Interpersonal Competence, and Leadership
Summary and Conclusions
Values, Needs, and Well-being of Leaders
Values Achievement Motivation and Task Orientation
Risk Taking
Concepts of the Self
Health, Well-being, and Leadership
Leaders'' Organizational Values, and Orientation
Satisfaction with the Leadership Role
Summary and Conclusions
Accorded Status, Esteem, and Leadership
Meaning of Status and Esteem
Summary and Conclusions
Charismatic, Charismalike, and Inspirational Leadership
The Concept of Charismatic Leadership
The Charismatic Relationship
The Charismatic Leader in Complex Organizations: A Conceptual Examination
Empirical Studies of Charismatic Effects
Inspirational Leadership
Transformational Leadership: Charisma, Inspiration, and Intellectual Stimulation
Summary and Conclusions
Power and Legitimacy
Power and Leadership
Definitions of Social PowerSources of Power
Power and Emergence as a Leader
The Bases of Power
Comparisons of the Bases of Power
Summary and Conclusions
Leadership and the Distribution of Power
Importance of Differences in Power
Distribution of Power in Communities and Organizations
The Power of the Group
Power, Leadership, and Structure
Industrial Democracy
Power Sharing at the Immediate Work-Group Level
Summary and Conclusions
Conflict and Legitimacy in the Leadership Role
Sources of Conflict
Incongruities in Status, Esteem, and Ability
Within-Role Conflict
Resolving Conflict
Managing Conflict
Legitimation and Conflict
Summary and Conclusions
Authority, Responsibility, and Leadership
Studies of Organizational Authority, Responsibility, and Delegation
Summary and Conclusions
The Transactional Exchange
Leadership as Contingent Reinforcement
Leadership as a Social Exchange
Reinforcement Leadership and Followership
Reinforcement and the Emergence of Leaders
The Dynamics of the Exchange Relationship
Summary and Conclusions
Leader-Follower Interactive Effects
Contributions of Leadership to the Transactional Relationship
Followers'' Impact on Leaders
Mutual Influence of Leaders and Followers
Summary and Conclusions
Moderators of the Use and Effects of Contingent-Reinforcement Leadership
Limits to Contingent Reinforcement
Constraints on the Use and Impact of Feedback
Constraints on the Performance-Appraisal Interview
Implicit Theories of Leadership as Moderators
Summary and Conclusions
Leadership and Management
The Work of Leaders and Managers
What Leaders and Managers Do
Methods of Studying What Managers Do
Time Spent and Work Done by Managers
Mintzberg''s Managerial Roles
Characteristics of the Managerial Processes
Moderators of the Manager''s Work, Function, and Roles
Effective Managerial Activities and Role Taking
Summary and Conclusions
Autocratic and Authoritarian versus Democratic and Egalitarian Leadership
The Two Opposing Approaches
Authoritarian and Democratic Leadership
Effects of Authoritarian and Democratic Leadership
Antecedent Conditions That Moderate the Effects
Large-scale, Long-term Comparisons of Autocratic and Democratic Systems
Interpretive Problems and Issues
Summary and Conclusions
Directive versus Participative Leadership
The Continuum
Antecedents of Direction and Participation
General Effects of Directive and Participative Leaders
Contingent Effects of Directive and Participative Leadership
A Deduced Model for Achieving Decision Quality or Subordinate Acceptance
Summary and Conclusions
Task- versus Relations-Oriented Leadership
Antecedents Contributing to Task Orientation and Relations Orientation
General Consequences of Relations-Oriented and Task-Oriented Leadership
Blake and Mouton''s Grid Theory
Situational Contingencies Affecting Outcomes
The Hersey-Blanchard Situational Leadership Model
Fiedler''s Contingency Model of Leadership
Summary and Conclusions
Consideration, Initiating Structure, and Related Factors for Describing the Behavior of LeadersA Behavioral Approach
Psychometric Properties
Alternative and Additional Scales
Behavioral Descriptions of the Ideal Leaders''
Antecedents and Correlates of Consideration and Initiation of Structure
General Effects on Productivity, Satisfaction, and Other Criteria
Contingencies in the Effects of Consideration and Initiation
Causal Effects
Summary and Conclusions
Laissez-faire Leadership versus Motivation to Manage
Relations among Leadership StylesLaissez-faire Leadership
Motivation to Lead and to Manage
Summary and Conclusions
Situational Moderators
Leadership, Environment, and Organization
Leadership Situations
Leadership and the External Environment
Organizations and Leadership
Leadership and Organizational Constraints
Leadership and Organizational Culture
Summary and Conclusions
Leaders and Their Immediate Groups
Importance of the GroupThe Group''s Development
Effects of Groups on Their Leaders
Impact of the Leader on the Group''s Drive and Cohesiveness
Impact of the Leader on the Assembly Bonus Effect
Summary and Conclusions
Leadership, Task, and Technology
The Leader''s Competence and the Requirements of Tasks
Important Dimensions of Tasks
Path-Goal Theory: The Explanation of Task Effects on Leadership
Summary and Conclusions
Stress and Leadership
The Nature of Stress
A Model of Group Responses to Stress
Leadership Under Stress
Successful but Not Necessarily Effective Leadership
Stress and Effectiveness as a Leader
Transformational Leadership and Dealing with Stress
Summary and Conclusions
Space, Networks, Leadership, and Its Substitutes
Importance of Spatial and Social Arrangements
Leadership and Physical Space
Leadership and Psychological Space
Leadership and Psychosocial Distance
NetworksLeadership in Experimental Communication Networks
Substitutes for Leadership
Summary and Conclusions
Persistence, Transfer, and Succession of Leadership
Transfer of Leadership
Summary and Conclusions
Diverse Groups
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