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

Name: Bass and Stogdill's Handbook of Leadership Theory, Research and Managerial Applications
Price: 5.63 USD
Availability: InStock
ISBN: 9780029015001

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.

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


Methods


Results


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


Machiavellianism


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


Status


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


Authority


Responsibility


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


Meanings


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


Persistence


Transfer of Leadership


Succession


Summary and Conclusions



Diverse Groups



Women