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Leadership - Lussier, Robert N./ Achua, Christopher F.

Leadership

por Lussier, Robert N. ; Achua, Christopher F.

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Formato: Encuadernación Rústica (Paperback)
Editorial: Cengage Learning
Tema: BUSINESS & ECONOMICS / Decision-Making & Problem Solving, BUSINESS & ECONOMICS / Management, BUSINESS & ECONOMICS / Skills
Tags: Leadership, Teams in the workplace
Idioma: Inglés
Estado: Nuevo
ISBN: 0324596553
ISBN 13: 9780324596557
Precio: US$ 261,88
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Si lo compras hoy, lo recibirás entre el Miércoles 06 de Junio de 2012 y el Viernes 08 de Junio de 2012 		Comprar
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Resumen del libro
Publisher Summary 1
LEADERSHIP, 4th Edition is intended for the undergraduate course titled "Leadership". The course is typically found in the department of management but is also offered occasionally through the ROTC program and education departments.
 
Publisher Summary 2
The most practical leadership textbook available, LEADERSHIP, 4th Edition uses a unique three-pronged approach?theory, application, and skill development?to make key concepts immediately relevant to tomorrow's leaders. The text combines traditional theory with cutting-edge leadership topics in a concise presentation that focuses on key elements. The new edition also includes expanded coverage of culture, ethics, diversity, strategic leadership, and change management. Packed with real-world examples, the text illustrates how successful leaders have dealt with challenges. It provides step-by-step models for effectively handling leadership functions as well as numerous skill-building exercises.
 


Tabla de Contenidos del libro
Preface xiii
Acknowledgments xxiii
About the Authors xxvi
part one Individuals as Leaders
1(186)
Who is a Leader?
2(28)
Leadership Is Everyone's Business
3(6)
Why Leadership Is Important
4(1)
Defining Leadership
5(1)
Leadership Potential
5(4)
Are Leaders Born or Made?
9(1)
Leadership Managerial Roles
9(4)
Interpersonal Roles
10(1)
Informational Roles
11(1)
Decisional Roles
11(2)
Levels of Analysis of Leadership Theory
13(2)
Individual Level of Analysis
13(1)
Group Level of Analysis
14(1)
Organizational Level of Analysis
14(1)
Interrelationships among the Levels of Analysis
15(1)
Leadership Theory Paradigms
15(3)
The Trait Theory Paradigm
16(1)
The Behavioral Leadership Theory Paradigm
16(1)
The Contingency Leadership Theory Paradigm
17(1)
The Integrative Leadership Theory Paradigm
17(1)
From the Management to the Leadership Theory Paradigm
17(1)
Objectives of the Book
18(3)
Leadership Theory
18(2)
Application of Leadership Theory
20(1)
Leadership Skill Development
20(1)
Flexibility
21(1)
Organization of the Book
21(1)
Chapter Summary
22(1)
Key Terms
23(1)
Review Questions
23(1)
Communication Skills
24(1)
Case: Steve Jobs---Apple
24(2)
Video Case: Leadership at P.F. Chang's
26(1)
Getting to Know You by Name
26(1)
Names
27(1)
Identifying Leadership Traits and Behaviors
28(2)
Leadership Traits and Ethics
30(38)
Personality Traits and Leadership
32(5)
Personality Profile
32(1)
Personality and Traits
33(1)
The Big Five Model of Personality
33(2)
Personality Profiles
35(2)
Traits of Effective Leaders
37(5)
Dominance
37(1)
High Energy
38(1)
Self-Confidence
38(1)
Locus of Control
38(1)
Stability
38(1)
Integrity
39(1)
Intelligence
39(1)
Flexibility
40(1)
Sensitivity to Others
41(1)
The Personality Profile of Effective Leaders
42(5)
Achievement Motivation Theory
42(2)
Motive Profile
44(1)
Leader Motive Profile Theory
44(1)
Motive Profile with Socialized Power
45(1)
Leadership Interest
46(1)
Leadership Attitudes
47(5)
Theory X and Theory Y
48(1)
Theory X and Theory Y Attitudes
48(1)
The Pygmalion Effect
49(1)
Self-Concept
50(2)
How Attitudes Develop Leadership Styles
52(1)
Ethical Leadership
52(8)
How Ethical Is Your Behavior?
52(2)
Does Ethical Behavior Pay?
54(1)
How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior
54(2)
How People Justify Unethical Behavior
56(2)
Simple Guides to Ethical Behavior
58(1)
Stakeholder Approach to Ethics
58(1)
Being an Ethical Leader
59(1)
Chapter Summary
60(1)
Key Terms
61(1)
Review Questions
62(1)
Communication Skills
62(1)
Case: The Bill & Melinda Gates Foundation
62(2)
Video Case: ``P.F.'' Chang's Serves Its Workers Well
64(1)
Improving Attitudes and Personality Traits
64(2)
Personality Perceptions
66(1)
Ethics and Whistleblowing
67(1)
Leadership Behavior and Motivation
68(40)
Leadership Behavior and Styles
70(1)
Leadership Behavior
70(1)
Leadership Styles and the University of Iowa Research
70(1)
University of Michigan and Ohio State University Studies
71(4)
Your Leadership Style
71(1)
University of Michigan: Job-Centered and Employee-Centered Behavior
72(1)
Ohio State University: Initiating Structure and Consideration Behavior
73(2)
Differences Between Leadership Models---and Their Contributions
75(1)
The Leadership Grid
75(4)
Leadership Grid Theory
75(2)
Leadership Grid and High-High Leader Research and Contributions
77(1)
Your Personality Traits and Leadership Styles
78(1)
Leadership and Major Motivation Theories
79(1)
Motivation and Leadership
79(1)
The Motivation Process
79(1)
An Overview of Three Major Classifications of Motivation Theories
80(1)
Content Motivation Theories
80(7)
Hierarchy of Needs Theory
81(1)
Two-Factor Theory
82(1)
Job Motivators and Maintenance Factors
83(2)
Acquired Needs Theory
85(2)
The Need to Balance Professional and Personal Needs
87(1)
Process Motivation Theories
87(5)
Equity Theory
87(1)
Expectancy Theory
88(2)
Goal-Setting Theory
90(2)
Reinforcement Theory
92(7)
Types of Reinforcement
93(1)
Schedules of Reinforcement
94(1)
You Get What You Reinforce
95(1)
Motivating with Reinforcement
96(1)
Giving Praise
97(2)
Putting the Motivation Theories Together Within the Motivation Process
99(1)
Chapter Summary
100(2)
Key Terms
102(1)
Review Questions
102(1)
Communication Skills
102(1)
Case: Art Friedman---Friedmans Appliance
102(2)
Video Case: Motivation at Washburn Guitars
104(1)
Writing Objectives
104(1)
Behavior Model Skills Training 1: Session 1
105(1)
Giving Praise
105(1)
Giving Praise
105(3)
Influencing: Power, Politics, Networking, and Negotiation
108(42)
Power
110(10)
Sources of Power
110(1)
Types of Power and Influencing Tactics, and Ways to Increase Your Power
111(8)
Influencing Tactics, Power, and Personality Traits
119(1)
Acquiring and Losing Power
119(1)
Organizational Politics
120(7)
Use of Political Behavior
120(1)
The Nature of Organizational Politics
121(1)
Political Behavior
122(2)
Guidelines for Developing Political Skills
124(3)
Networking
127(6)
Networking
127(1)
Perform a Self-Assessment and Set Goals
128(1)
Create Your One-Minute Self-Sell
129(1)
Develop Your Network
130(1)
Conduct Networking Interviews
131(1)
Maintain Your Network
132(1)
Negotiation
133(7)
Negotiating
133(1)
Negotiating
134(1)
The Negotiation Process
135(5)
Ethics and Influencing
140(1)
Chapter Summary
141(1)
Key Terms
142(1)
Review Questions
142(1)
Communication Skills
142(1)
Case: Ron Johnson---Department of Accounting
143(2)
Video Case: Employee Networks at Whirlpool Corporation
145(1)
Influencing Tactics
145(1)
Influencing, Power, and Politics
146(1)
Networking Skills
147(1)
Car Dealer Negotiation
148(2)
Contingency Leadership Theories
150(37)
Contingency Leadership Theories and Models
152(2)
Leadership Theories versus Leadership Models
152(1)
Contingency Theory and Model Variables
152(1)
Global Contingency Leadership
153(1)
Contingency Leadership Theory and Model
154(5)
Leadership Style and the LPC
155(1)
Leadership Style Your Fiedler LPC
155(1)
Situational Favorableness
156(1)
Determining the Appropriate Leadership Style
156(2)
Research
158(1)
Leadership Continuum Theory and Model
159(2)
Path-Goal Leadership Theory and Model
161(4)
Situational Factors
162(1)
Leadership Styles
163(1)
Research
164(1)
Normative Leadership Theory and Models
165(6)
Leadership Participation Styles
166(1)
Model Questions to Determine the Appropriate Leadership Style
167(2)
Selecting the Time-Driven or Development-Driven Model for the Situation
169(1)
Determining the Appropriate Leadership Style
170(1)
Research
170(1)
Putting the Behavioral and Contingency Leadership Theories Together
171(2)
Prescriptive and Descriptive Models
173(1)
Leadership Substitutes Theory
173(2)
Substitutes and Neutralizers
173(1)
Leadership Style
174(1)
Changing the Situation
174(1)
Research
174(1)
Your Personality and Contingency Leadership Theories
175(1)
Chapter Summary
175(2)
Key Terms
177(1)
Review Questions
177(1)
Communication Skills
177(1)
Case: Rick Parr---Archer Daniels Midland (ADM) Company
178(1)
Video Case: Leadership at McDonald's
179(1)
Determining Your Preferred Normative Leadership Style
180(3)
Identifying Normative Leadership Styles
183(1)
Using the Normative Leadership Models
183(2)
Your Leadership Continuum and Path-Goal Leadership Styles
185(2)
part two Team Leadership
187(140)
Communication, Coaching, and Conflict Skills
188(50)
Communication
189(8)
Communication and Leadership
190(1)
Sending Messages and Giving Instructions
190(3)
Receiving Messages
193(1)
Listening Skills
193(4)
Feedback
197(4)
The Importance of Feedback
197(1)
Common Approaches to Getting Feedback on Messages---and Why They Don't Work
198(1)
How to Get Feedback on Messages
199(1)
360-Degree Multirater Feedback
200(1)
Coaching
201(9)
Coaching and Leadership
201(1)
How to Give Coaching Feedback
201(4)
What Is Criticism and Why Doesn't It Work?
205(2)
The Coaching Model for Employees Who Are Performing Below Standard
207(2)
Mentoring
209(1)
Managing Conflict
210(5)
The Psychological Contract
210(1)
Conflict and Leadership
210(1)
Conflict Management Styles
210(5)
Collaborating Conflict Management Style Models
215(5)
Initiating Conflict Resolution
215(2)
Responding to Conflict Resolution
217(1)
Mediating Conflict Resolution
217(1)
Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style
218(2)
Chapter Summary
220(1)
Key Terms
221(1)
Review Questions
221(1)
Communication Skills
221(1)
Case: Lawrence Weinbach---from Unisys Corporation to Yankee Hill Capital Management
222(2)
Video Case: Communication at Navistar International
224(1)
Giving Instructions
224(2)
Behavior Model Skills Training 1
226(1)
Determining Your Preferred Communication Style
226(3)
The Situational Communications Model
229(3)
Situational Communications
232(1)
Situational Communications
232(1)
Behavior Model Skills Training 2
233(1)
The Coaching Model
233
Coaching
232(1)
Coaching
233(2)
Behavior Model Skills Training 3
235(1)
The Initiating Conflict Resolution Model
235(1)
Initiating Conflict Resolution
235(1)
Initiating Conflict Resolution
235(2)
Mediating Conflict Resolution
237(1)
Leader-Follower Relations
238(40)
Evolution of the Dyadic Theory
240(7)
Vertical Dyadic Linkage (VDL) Theory
241(1)
Dyadic Relationship with Your Manager
241(2)
Leader-Member Exchange (LMX) Theory
243(1)
Team Building
244(1)
Systems and Networks
245(2)
Leader-Member Exchange Theory
247(7)
The Influence of LMX on Follower Behavior
247(2)
In-Group and Out-Group
249(1)
The Three-Stage Process for Developing Positive LMX Relations
249(1)
Factors that Determine LMX Quality
250(1)
Effective Leader-Follower Feedback
251(1)
Limitations of LMX Theory Application
252(1)
Your LMX Relationship with Your Manager
253(1)
Bias in LMX: Employee Career Implications
254(1)
Followership
254(10)
The Effective Follower, and Follower Types
255(2)
Effective Followership
257(1)
Guidelines to Becoming an Effective Follower
258(3)
Determinants of Follower Influence
261(2)
Dual Role of Being a Leader and a Follower
263(1)
Delegation
264(5)
Delegating
264(1)
Delegation Decisions
265(1)
Followership and Personality
266(1)
Delegating with the Use of a Model
267(2)
Chapter Summary
269(1)
Key Terms
270(1)
Review Questions
271(1)
Communication Skills
271(1)
Case: W. L. Gore & Associates
271(3)
Video Case: Delegation at Boyne USA Resorts
274(1)
Improving Dyadic Relationships---Followership
274(1)
Behavior Model Skills Training
275(1)
The Delegation Model
275(1)
Delegating
275(1)
Delegating
275(3)
Team Leadership and Self-Managed Teams
278(49)
The Use of Teams in Organizations
280(13)
Groups Versus Teams: What Is the Difference?
281(1)
Advantages and Disadvantages of Teamwork
282(2)
Assessing Teamwork in Your Group
284(1)
Characteristics of Effective Teams
285(7)
Assessing the Climate for Creativity
292(1)
Types of Teams
293(4)
Functional Team
293(1)
Cross-Functional Team
294(2)
Virtual Team
296(1)
Self-Managed Team (SMT)
296(1)
Decision Making in Teams
297(3)
Leader-Centered Decision-Making Model
297(1)
Team-Centered Decision-Making Model
298(1)
Personality Traits and Teams
299(1)
Normative Leadership Model
300(1)
Leadership Skills for Effective Team Meetings
300(5)
Planning Meetings
300(2)
Conducting Meetings
302(1)
Handling Problem Members
303(2)
Self-Managed Teams
305(9)
The Nature of Self-Managed Teams
306(2)
The Benefits of Self-Managed Teams
308(1)
Guidelines for Improving Self-Managed Team Effectiveness
309(3)
The Changing Role of Leadership in Self-Managed Teams
312(1)
The Challenges of Implementing Self-Managed Teams
313(1)
Chapter Summary
314(3)
Key Terms
317(1)
Review Questions
317(1)
Communication Skills
317(1)
Case: Frederick W. Smith---FedEx
318(2)
Video Case: The NEADS Team: People and Dogs
320(1)
Behavior Model Skills Training
320(1)
Leadership Decision-Making Model: Deciding Which Leadership Decision-Making Style to Use (Part I)
320(3)
Behavior Model Video 8.1 and Video Exercise: Deciding Which Leadership Decision-Making Style to Use (Part II)
323(1)
Deciding Which Leadership Decision-Making Style to Use (Parts III & IV)
323(2)
Individual Versus Group Decision Making
325(2)
part three Organizational Leadership
327(154)
Charismatic and Transformational Leadership
328(40)
Personal Meaning
330(4)
Factors That Influence Personal Meaning
331(3)
Charisma
334(1)
Weber's Conceptualization of Charisma
334(3)
Differentiating Between Charismatic and Noncharismatic Leaders
335(2)
Charismatic Leadership
337(10)
Locus of Charismatic Leadership
337(1)
The Effects of Charismatic Leadership
338(3)
Qualities of Charismatic Leaders
341(3)
How One Acquires Charismatic Qualities
344(1)
Charisma: A Double-Edged Sword
345(2)
Transformational Leadership
347(9)
The Effects of Transformational Leadership
348(1)
Charismatic versus Transformational Leadership
349(1)
Transformational Leader Behaviors and Attributes
350(2)
Transformational versus Transactional Leadership
352(1)
Are You More of a Transactional or Transformational Leader?
352(2)
The Transformation Process
354(2)
Stewardship and Servant Leadership
356(4)
The Nature of Stewardship and Servant Leadership
357(1)
Framework for Stewardship
357(1)
Framework for Servant Leadership
358(2)
Personality and Charismatic and Transformational Leadership
360(1)
Chapter Summary
360(3)
Key Terms
363(1)
Review Questions
363(1)
Communication Skills
364(1)
Case: Anne Mulcahy and Ursula Burns: Xerox's Dynamic Duo
364(2)
Video Case: Timbuk2: Former CEO Sets a Course
366(1)
Is the President of the United States a Charismatic Leader?
366(2)
Leadership of Culture, Ethics, and Diversity
368(48)
Culture Creation and Sustainability
370(17)
The Power of Culture
371(2)
Low-and High-Performance Cultures
373(1)
Characteristics of Low-Performance Cultures
373(2)
Characteristics of High-Performance Cultures
375(3)
The Role of Leadership in Culture Creation and Sustainability
378(4)
Cultural Value Types
382(5)
Values-Based Leadership
387(7)
Personal Values
387(1)
The Leader's Role in Advocating Ethical Behavior
388(3)
National Culture Identities---Hofstede's Value Dimensions
391(1)
Implications for Leadership Practice
392(2)
Changing Demographics and Diversity
394(13)
Current State of Workforce Diversity
394(1)
The Impact of Globalization on Diversity
395(1)
Reasons for Embracing Diversity
396(2)
Obstacles to Achieving Diversity
398(2)
Creating a Culture That Supports Diversity
400(3)
Diversity Awareness Training and Leadership Education
403(3)
Personality, Culture, Values, and Diversity
406(1)
Chapter Summary
407(2)
Key Terms
409(1)
Review Questions
409(1)
Communication Skills
410(1)
Case: Robert Stevens Continues Lockheed Martin's Diversity Initiatives
410(2)
Video Case: Diversity at PepsiCo
412(1)
Identifying and Improving Organizational Culture
413(1)
Diversity Training
413(1)
Developing an Effective Multicultural Team
414(2)
Strategic Leadership and Change Management
416(34)
Strategic Leadership
418(13)
Strategic Leadership Failures
419(1)
Strategic Management
420(1)
The Strategic Management Process
421(10)
Implementing Change
431(12)
The Need for Change
432(2)
The Role of Leadership in Implementing Change
434(1)
The Change Management Process
435(3)
Why People Resist Change
438(3)
Strategies for Minimizing Resistance to Change
441(1)
Personality, Leadership, and Change
442(1)
Chapter Summary
443(1)
Key Terms
444(1)
Review Questions
445(1)
Communication Skills
445(1)
Case: Mark Parker: A Seasoned Veteran Takes the Helm at Nike
445(2)
Video Case: Original Penguin Spreads Its Wings
447(1)
Strategic Planning
447(1)
Planning a Change Using the Force-Field Model
448(1)
Managing Change at your college
449(1)
Crisis Leadership and the Learning Organization
450(31)
Crisis Leadership
452(11)
The Impact of Environmental Factors
453(1)
Crisis Management Plan
453(7)
Effective Crisis Communication
460(3)
The Learning Organization and Knowledge Management
463(10)
What Is a Learning Organization?
464(1)
Learning Organizations
465(1)
The Traditional versus the Learning Organization Culture
466(3)
The Role of Leaders in Creating a Learning Organization
469(4)
Personality and Crisis and the Learning Organization
473(1)
Chapter Summary
473(2)
Key Terms
475(1)
Review Questions
475(1)
Communication Skills
475(1)
Case: CEO A. G. Lafley's Transformation of P&G
476(2)
Video Case: Managing in Turbulent Times at Second City Theater
478(1)
Handling a Crisis
478(1)
The Learning Organization
479(2)
Appendix: Leadership and Spirituality in the Workplace 481(6)
Glossary 487(5)
Endnotes 492(23)
Index 515


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