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