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Leadership : theory and practice / Peter G. Northouse.

Av: Språk: Engelska Utgivningsuppgift: Thousand Oaks : SAGE Publishing, 2021Datum för upphovsrätt: ©2022Utgåva: Ninth EditionBeskrivning: xxiv, 495, R-52, I-21 pages 23 cmInnehållstyp:
  • text
Medietyp:
  • unmediated
Bärartyp:
  • volume
ISBN:
  • 9781544397566
  • 9781071856611
Ämnen: Genre/form: DDK-klassifikation:
  • 303.3/4 23
Library of Congress (LC) klassifikationskod:
  • HM1261
Annan klassifikation:
  • Oaa
Sammanfattning: "Now with a new chapter on Inclusive Leadership Adopted in thousands of courses in 89 countries and translated into 15 different languages, this market-leading text successfully combines an academically robust account of the major theories and models of leadership with an accessible style and focus on how leadership theory can inform leadership practice. Peter G. Northouse uses a consistent structure for each chapter, allowing readers to easily compare and contrast different theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their understanding of their own leadership style. Key Features: A consistent chapter structure outlines each approach, how it works, and the major studies behind it, followed by an analysis of the strengths and criticisms for each approach Three case studies in each chapter help students to apply leadership theories in real-world scenarios. Questionnaires within each chapter provides self-assessment and reflection opportunities for each theory presented. New to This Edition: New Chapter on Inclusive Leadership provides a model of inclusive leadership that examines antecedent conditions, leader behaviors, and positive organizational outcomes associated with inclusive leadership 18 new real-world case studies profile leaders around the globe including cases on New Zealand Prime Minister Jacinda Ardern, a mental health program in Zimbabwe, and how a university in the US responds to crisis. New discussion of leadership and morality explores leadership as a neutral process and leadership as a moral process"-- Provided by publisher.
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Exemplartyp Aktuellt bibliotek Placering Hyllsignatur Status Streckkod
Dagslån Biblioteket HKR Biblioteket 303 Northouse Tillgänglig 11156000198226
Kurslitteratur Biblioteket HKR Biblioteket 303 Northouse Tillgänglig 11156000198363
Kurslitteratur Biblioteket HKR Biblioteket 303 Northouse Tillgänglig 11156000198227
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Adopted at more than 1,600 institutions in 89 countries and translated into 15 different languages!The market-leading Leadership: Theory and Practice by Peter G. Northouse presents an academically robust account of the major theories and models of leadership with a focus on how theory can inform practice. Northouse uses a consistent structure for each chapter that allows readers to easily compare and contrast different theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their understanding of their own leadership style. The fully updated Ninth Editionfeatures a new chapter on inclusive leadership, 17 new real-world cases that profile leaders from across the globe, a new discussion on leadership and morality, and examples of timely issues such as leadership during the COVID-19 pandemic.This title is accompanied by a complete teaching and learning package.

Revised edition of the author's Leadership, [2019].

Includes bibliographical references and index.

"Now with a new chapter on Inclusive Leadership Adopted in thousands of courses in 89 countries and translated into 15 different languages, this market-leading text successfully combines an academically robust account of the major theories and models of leadership with an accessible style and focus on how leadership theory can inform leadership practice. Peter G. Northouse uses a consistent structure for each chapter, allowing readers to easily compare and contrast different theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their understanding of their own leadership style. Key Features: A consistent chapter structure outlines each approach, how it works, and the major studies behind it, followed by an analysis of the strengths and criticisms for each approach Three case studies in each chapter help students to apply leadership theories in real-world scenarios. Questionnaires within each chapter provides self-assessment and reflection opportunities for each theory presented. New to This Edition: New Chapter on Inclusive Leadership provides a model of inclusive leadership that examines antecedent conditions, leader behaviors, and positive organizational outcomes associated with inclusive leadership 18 new real-world case studies profile leaders around the globe including cases on New Zealand Prime Minister Jacinda Ardern, a mental health program in Zimbabwe, and how a university in the US responds to crisis. New discussion of leadership and morality explores leadership as a neutral process and leadership as a moral process"-- Provided by publisher.

Imported from: zcat.oclc.org:210/OLUCWorldCat (Do not remove)

Innehållsförteckning levererad av Syndetics

  • Preface (p. xv)
  • Acknowledgments (p. xviii)
  • About the Author (p. xxii)
  • About the Contributorsxxiii
  • Chapter 1 Introduction (p. 1)
  • Leadership Defined (p. 2)
  • Ways of Conceptualizing Leadership (p. 6)
  • Definition and Components (p. 6)
  • Leadership Described (p. 8)
  • Trait Versus Process Leadership (p. 8)
  • Assigned Versus Emergent Leadership (p. 8)
  • Leadership and Power (p. 10)
  • Leadership and Coercion (p. 13)
  • Leadership and Morality (p. 13)
  • Leadership Is a Neutral Process (p. 14)
  • Leadership Is a Moral Process (p. 15)
  • Leadership and Management (p. 16)
  • Plan of the Book (p. 18)
  • Case Study (p. 19)
  • Case 1.1 Open Mouth ... (p. 19)
  • Leadership Instrument (p. 22)
  • Conceptualizing Leadership Questionnaire (p. 23)
  • Summary (p. 25)
  • Chapter 2 Trait Approach (p. 27)
  • Description (p. 27)
  • Intelligence (p. 32)
  • Self-Confidence (p. 33)
  • Determination (p. 33)
  • Integrity (p. 34)
  • Sociability (p. 34)
  • Five-Factor Personality Model and Leadership (p. 35)
  • Strengths and Leadership (p. 36)
  • Emotional Intelligence (p. 38)
  • How Does the Trait Approach Work? (p. 40)
  • Strengths (p. 41)
  • Criticisms (p. 42)
  • Application (p. 44)
  • Case Studies (p. 45)
  • Case 2.1 Choosing a New Director of Research (p. 45)
  • Case 2.2 Recruiting for the Bank (p. 46)
  • Case 2.3 Elon Musk (p. 47)
  • Leadership Instrument (p. 51)
  • Leadership Trait Questionnaire (LTQ) (p. 52)
  • Summary (p. 54)
  • Chapter 3 Skills Approach (p. 56)
  • Description (p. 56)
  • Three-Skill Approach (p. 56)
  • Technical Skills (p. 57)
  • Human Skills (p. 57)
  • Conceptual Skills (p. 58)
  • Summary of the Three-Skill Approach (p. 59)
  • Skills Model (p. 59)
  • Individual Attributes (p. 61)
  • Competencies (p. 62)
  • Influences on Skills Development (p. 67)
  • Leadership Outcomes (p. 68)
  • Summary of the Skills Model (p. 69)
  • How Does The Skills Approach Work? (p. 69)
  • Strengths (p. 70)
  • Criticisms (p. 71)
  • Application (p. 72)
  • Case Studies (p. 73)
  • Case 3.1 A Strained Research Team (p. 73)
  • Case 3.2 Andy's Recipe (p. 74)
  • Case 3.3 2019 Global Teacher of the Year: Peter Tabichi (p. 76)
  • Leadership Instrument (p. 79)
  • Skills Inventory (p. 80)
  • Summary (p. 82)
  • Chapter 4 Behavioral Approach (p. 84)
  • Description (p. 84)
  • Task and Relationship Behaviors (p. 85)
  • Task Orientation (p. 85)
  • Relationship Orientation (p. 85)
  • Historical Background of the Behavioral Approach (p. 85)
  • The Ohio State Studies (p. 85)
  • The University of Michigan Studies (p. 86)
  • Blake and Mouton's Managerial (Leadership) Grid (p. 87)
  • Paternalism/Maternalism (p. 90)
  • Opportunism (p. 90)
  • Recent Studies (p. 91)
  • How Does the Behavioral Approach Work? (p. 92)
  • Strengths (p. 93)
  • Criticisms (p. 94)
  • Application (p. 96)
  • Case Studies (p. 97)
  • Case 4.1 A Drill Sergeant at First (p. 97)
  • Case 4.2 We Are Family (p. 98)
  • Case 4.3 Cheer Coach Monica Aldama (p. 100)
  • Leadership Instrument (p. 104)
  • Leadership Behavior Questionnaire (p. 105)
  • Summary (p. 107)
  • Chapter 5 Situational Approach (p. 109)
  • Description (p. 109)
  • Leadership Style (p. 110)
  • Development Level (p. 112)
  • How Does Slii® Work? (p. 112)
  • Strengths (p. 114)
  • Criticisms (p. 116)
  • Application (p. 119)
  • Case Studies (p. 120)
  • Case 5.1 Marathon Runners at Different Levels (p. 120)
  • Case 5.2 Getting the Message Across (p. 121)
  • Case 5.3 Philosophies of Chinese Leadership (p. 122)
  • Leadership Instrument (p. 127)
  • SLII Questionnaire: Sample Items (p. 128)
  • Summary (p. 131)
  • Chapter 6 Path-Goal Theory (p. 132)
  • Description (p. 132)
  • Leader Behaviors (p. 134)
  • Directive Leadership (p. 135)
  • Supportive Leadership (p. 135)
  • Participative Leadership (p. 135)
  • Achievement-Oriented Leadership (p. 136)
  • Follower Characteristics (p. 137)
  • Task Characteristics (p. 138)
  • How Does Path-Goal Theory Work? (p. 139)
  • Strengths (p. 141)
  • Criticisms (p. 142)
  • Application (p. 143)
  • Case Studies (p. 145)
  • Case 6.1 Three Shifts, Three Supervisors (p. 145)
  • Case 6.2 Playing in the Orchestra (p. 147)
  • Case 6.3 Row the Boat (p. 149)
  • Leadership Instrument (p. 153)
  • Path-Goal Leadership Questionnaire (p. 154)
  • Summary (p. 156)
  • Chapter 7 Leader-Member Exchange Theory (p. 157)
  • Description (p. 157)
  • Early Studies (p. 158)
  • Leadership Development (p. 162)
  • Emotions and LMX Development (p. 164)
  • How Does LMX Theory Work? (p. 166)
  • Strengths (p. 168)
  • Criticisms (p. 169)
  • Application (p. 171)
  • Case Studies (p. 173)
  • Case 7.1 His Team Gets the Best Assignments (p. 173)
  • Case 7.2 Working Hard at Being Fair (p. 174)
  • Case 7.3 Pixar: Creating Space for Success (p. 176)
  • Leadership Instrument (p. 180)
  • LMX-7 Questionnaire (p. 181)
  • Summary (p. 183)
  • Chapter 8 Transformational Leadership (p. 185)
  • Description (p. 185)
  • Transformational Leadership Defined (p. 186)
  • Transformational Leadership and Charisma (p. 188)
  • A Model of Transformational Leadership (p. 190)
  • Transformational Leadership Factors (p. 191)
  • Transactional Leadership Factors (p. 195)
  • Nonleadership Factor (p. 196)
  • Transformational Leadership Measurements (p. 197)
  • Other Transformational Perspectives (p. 197)
  • Bennis and Nanus (p. 198)
  • Kouzes and Posner (p. 199)
  • How Does the Transformational Leadership Approach Work? (p. 201)
  • Strengths (p. 203)
  • Criticisms (p. 205)
  • Application (p. 208)
  • Case Studies (p. 210)
  • Case 8.1 The Vision Failed (p. 210)
  • Case 8.2 An Exploration in Leadership (p. 212)
  • Case 8.3 Grandmothers and Benches (p. 213)
  • Leadership Instrument (p. 218)
  • Transformational Leadership Inventory (p. 219)
  • Summary (p. 220)
  • Chapter 9 Authentic Leadership (p. 221)
  • Description (p. 221)
  • Authentic Leadership Defined (p. 221)
  • Approaches to Authentic Leadership (p. 222)
  • Practical Approach (p. 223)
  • Theoretical Approach (p. 226)
  • How Does Authentic Leadership Work? (p. 231)
  • Strengths (p. 232)
  • Criticisms (p. 234)
  • Application (p. 235)
  • Case Studies (p. 237)
  • Case 9.1 (p. 237)
  • Case 9.2 (p. 239)
  • Case 9.3 (p. 243)
  • Leadership Instrument (p. 248)
  • Authentic Leadership Self-Assessment Questionnaire (p. 249)
  • Summary (p. 251)
  • Chapter 10 Servant Leadership (p. 253)
  • Description (p. 253)
  • Servant Leadership Defined (p. 254)
  • Historical Basis of Servant Leadership (p. 254)
  • Ten Characteristics of a Servant Leader (p. 255)
  • Building a Theory About Servant Leadership (p. 257)
  • Model of Servant Leadership (p. 259)
  • Antecedent Conditions (p. 259)
  • Servant Leader Behaviors (p. 261)
  • Outcomes (p. 264)
  • Summary of the Model of Servant Leadership (p. 266)
  • How Does Servant Leadership Work? (p. 266)
  • Strengths (p. 267)
  • Criticisms (p. 269)
  • Application (p. 270)
  • Case Studies (p. 272)
  • Case 10.1 Global Health Care (p. 272)
  • Case 10.2 Servant Leadership Takes Flight (p. 274)
  • Case 10.3 Energy to Inspire the World (p. 276)
  • Leadership Instrument (p. 279)
  • Servant Leadership Questionnaire (p. 280)
  • Summary (p. 283)
  • Chapter 11 Adaptive Leadership (p. 285)
  • Description (p. 285)
  • Adaptive Leadership Defined (p. 286)
  • A Model Of Adaptive Leadership (p. 288)
  • Situational Challenges (p. 288)
  • Technical Challenges (p. 288)
  • Technical and Adaptive Challenges (p. 289)
  • Adaptive Challenges (p. 289)
  • Leader Behaviors (p. 290)
  • Adaptive Work (p. 299)
  • How Does Adaptive Leadership Work? (p. 300)
  • Strengths (p. 302)
  • Criticisms (p. 304)
  • Application (p. 306)
  • Case Studies (p. 308)
  • Case 11.1 Silence, Stigma, and Mental Illness (p. 308)
  • Case 11.2 Taming Bacchus (p. 310)
  • Case 11.3 Agonizing Options for Marlboro College (p. 311)
  • Leadership Instrument (p. 315)
  • Adaptive Leadership Questionnaire (p. 316)
  • Summary (p. 320)
  • Chapter 12 Inclusive Leadership (p. 322)
  • Description (p. 322)
  • Inclusion Defined (p. 324)
  • A Model Of Inclusive Leadership (p. 328)
  • Antecedent Conditions (p. 328)
  • Leader Characteristics (p. 328)
  • Group Diversity Cognitions (p. 329)
  • Organizational Policies and Practices (p. 330)
  • Inclusive Leadership Behaviors (p. 331)
  • Outcomes (p. 332)
  • How Does Inclusive Leadership Work? (p. 333)
  • Strengths (p. 334)
  • Criticisms (p. 334)
  • Application (p. 335)
  • Assessment (p. 336)
  • Challenge (p. 337)
  • Support (p. 338)
  • Case Studies (p. 339)
  • Case 12.1 Difficult Decision (p. 339)
  • Case 12.2 The Extraversion Advantage (p. 340)
  • Case 12.3 Inclusive Leadership During a Crisis (p. 341)
  • Leadership Instrument (p. 345)
  • Inclusive Leadership Reflection Instrument (p. 346)
  • Summary (p. 350)
  • Chapter 13 Followership (p. 352)
  • Description (p. 352)
  • Followership Defined (p. 353)
  • Role-Based and Relational-Based Perspectives (p. 354)
  • Typologies of Followership (p. 354)
  • The Zaleznik Typology (p. 355)
  • The Kelley Typology (p. 356)
  • The Chaleff Typology (p. 357)
  • The Kellerman Typology (p. 360)
  • Theoretical Approaches To Followership (p. 362)
  • Reversing the Lens (p. 363)
  • The Leadership Co-Created Process (p. 364)
  • New Perspectives on Followership (p. 366)
  • Perspective 1 Followers Get the Job Done (p. 366)
  • Perspective 2 Followers Work in the Best Interest of the Organization's Mission (p. 366)
  • Perspective 3 Followers Challenge Leaders (p. 367)
  • Perspective 4 Followers Support the Leader (p. 368)
  • Perspective 5 Followers Learn From Leaders (p. 368)
  • Followership and Destructive Leaders (p. 369)
  • 1 Our Need for Reassuring Authority Figures (p. 370)
  • 2 Our Need for Security and Certainty (p. 370)
  • 3 Our Need to Feel Chosen or Special (p. 371)
  • 4 Our Need for Membership in the Human Community (p. 371)
  • 5 Our Fear of Ostracism, Isolation, and Social Death (p. 372)
  • 6 Our Fear of Powerlessness to Challenge a Bad Leader (p. 372)
  • How Does Followership Work? (p. 373)
  • Strengths (p. 374)
  • Criticisms (p. 376)
  • Application (p. 377)
  • Case Studies (p. 379)
  • Case 13.1 Bluebird Care (p. 379)
  • Case 13.2 Olympic Rowers (p. 381)
  • Case 13.3 Penn State Sexual Abuse Scandal (p. 383)
  • Leadership Instrument (p. 387)
  • Followership Questionnaire (p. 388)
  • Summary (p. 392)
  • Chapter 14 Gender and Leadership (p. 394)
  • Description (p. 394)
  • The Glass Ceiling Turned Labyrinth (p. 394)
  • Evidence of the Leadership Labyrinth (p. 394)
  • Understanding the Labyrinth (p. 395)
  • Gender Differences In Leadership Styles and Effectiveness (p. 398)
  • Navigating the Labyrinth (p. 404)
  • Strengths (p. 406)
  • Criticisms (p. 408)
  • Application (p. 408)
  • Case Studies (p. 410)
  • Case 14.1 The "Glass Ceiling" (p. 410)
  • Case 14.2 Pregnancy as a Barrier to Job Status (p. 411)
  • Case 14.3 Jacinda Ardern, Prime Minister of New Zealand (p. 412)
  • Leadership Instrument (p. 418)
  • Gender-Leader Bias Questionnaire (p. 419)
  • Summary (p. 421)
  • Chapter 15 Leadership Ethics (p. 422)
  • Description (p. 422)
  • Ethics Defined (p. 423)
  • Level 1 Preconventional Morality (p. 423)
  • Level 2 Conventional Morality (p. 424)
  • Level 3 Postconventional Morality (p. 425)
  • Ethical Theories (p. 426)
  • Centrality of Ethics to Leadership (p. 429)
  • Heifetz's Perspective on Ethical Leadership (p. 430)
  • Burns's Perspective on Ethical Leadership (p. 430)
  • The Dark Side of Leadership (p. 431)
  • Principles of Ethical Leadership (p. 433)
  • Ethical Leaders Respect Others (p. 434)
  • Ethical Leaders Serve Others (p. 434)
  • Ethical Leaders Are Just (p. 435)
  • Ethical Leaders Are Honest (p. 437)
  • Ethical Leaders Build Community (p. 438)
  • Strengths (p. 439)
  • Criticisms (p. 441)
  • Application (p. 442)
  • Case Studies (p. 444)
  • Case 15.1 Choosing a Research Assistant (p. 444)
  • Case 15.2 Reexamining a Proposal (p. 445)
  • Case 15.3 Ship Shape (p. 447)
  • Leadership Instrument (p. 452)
  • Ethical Leadership Style Questionnaire (Short Form) (p. 453)
  • Summary (p. 459)
  • Chapter 16 Team Leadership (p. 461)
  • Description (p. 461)
  • Team Leadership Model (p. 464)
  • Team Effectiveness (p. 466)
  • Leadership Decisions (p. 471)
  • Leadership Actions (p. 475)
  • How Does The Team Leadership Model Work? (p. 479)
  • Strengths (p. 480)
  • Criticisms (p. 481)
  • Application (p. 482)
  • Case Studies (p. 484)
  • Case 16.1 Team Crisis Within the Gates (p. 484)
  • Case 16.2 Starts With a Bang, Ends With a Whimper (p. 485)
  • Case 16.3 1980 U.S. Olympic Hockey Team (p. 486)
  • Leadership Instrument (p. 491)
  • Team Excellence and Collaborative Team Leader Questionnaire (p. 493)
  • Summary (p. 495)
  • References (p. R-1)
  • Author Index (p. 1-1)
  • Subject Index (p. 1-11)