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Leadership: Theory and Practice 9th Edition

Leadership: Theory and Practice 9th Edition

BRAND: Sage
Publisher:
Sage
Author:
Peter G. Northouse
Edition:
@2022
eBook ISBN:
9781071834473
Print ISBN:
9781544397566
Type:
1 Year Subscription. Dành cho Cá nhân
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Lãnh đạo: Lý thuyết và thực hànhĐược thông qua tại hơn 1.600 tổ chức ở 89 quốc gia và được dịch sang 15 ngôn ngữ khác nhau! Cuốn sách Lãnh đạo dẫn đầu thị trường: Lý thuyết và Thực hành của Peter G. Northouse trình bày một cách chặt chẽ về mặt học thuật về các lý thuyết và mô hình lãnh đạo chính với trọng tâm là lý thuyết có thể hỗ trợ thực tiễn như thế nào. Northouse sử dụng cấu trúc nhất quán cho từng chương giúp người đọc dễ dàng so sánh và đối chiếu các lý thuyết khác nhau. Các nghiên cứu điển hình và bảng câu hỏi cung cấp cho sinh viên những ví dụ thực tế và cơ hội để hiểu sâu hơn về phong cách lãnh đạo của chính họ. Phiên bản thứ chín được cập nhật đầy đủ có một chương mới về lãnh đạo toàn diện, 17 trường hợp thực tế mới mô tả các nhà lãnh đạo trên toàn cầu, một cuộc thảo luận mới về khả năng lãnh đạo và đạo đức cũng như các ví dụ về các vấn đề kịp thời như lãnh đạo trong đại dịch COVID-19.
  1. PrefaceAcknowledgmentsAbout the AuthorAbout the Contributors
  2. Chapter 1 IntroductionLeadership DefinedWays of Conceptualizing LeadershipDefinition and ComponentsLeadership DescribedTrait Versus Process LeadershipAssigned Versus Emergent LeadershipLeadership and PowerLeadership and CoercionLeadership and MoralityLeadership Is a Neutral ProcessLeadership Is a Moral ProcessLeadership and ManagementPlan of the BookCase StudyCase 1.1 Open Mouth . . .Leadership InstrumentConceptualizing Leadership QuestionnaireSummary
  3. Chapter 2 Trait ApproachDescriptionIntelligenceSelf-ConfidenceDeterminationIntegritySociabilityFive-Factor Personality Model and LeadershipStrengths and LeadershipEmotional IntelligenceHow Does the Trait Approach Work?StrengthsCriticismsApplicationCase StudiesCase 2.1 Choosing a New Director of ResearchCase 2.2 Recruiting for the BankCase 2.3 Elon MuskLeadership InstrumentLeadership Trait Questionnaire (LTQ)Summary
  4. Chapter 3 Skills ApproachDescriptionThree-Skill ApproachTechnical SkillsHuman SkillsConceptual SkillsSummary of the Three-Skill ApproachSkills ModelIndividual AttributesCompetenciesInfluences on Skills DevelopmentLeadership OutcomesSummary of the Skills ModelHow Does the Skills Approach Work?StrengthsCriticismsApplicationCase StudiesCase 3.1 A Strained Research TeamCase 3.2 Andy’s RecipeCase 3.3 2019 Global Teacher of the Year: Peter TabichiLeadership InstrumentSkills InventorySummary
  5. Chapter 4 Behavioral ApproachDescriptionTask and Relationship BehaviorsTask OrientationRelationship OrientationHistorical Background of the Behavioral ApproachThe Ohio State StudiesThe University of Michigan StudiesBlake and Mouton’s Managerial (Leadership) GridPaternalism/MaternalismOpportunismRecent StudiesHow Does the Behavioral Approach Work?StrengthsCriticismsApplicationCase StudiesCase 4.1 A Drill Sergeant at FirstCase 4.2 We Are FamilyCase 4.3 Cheer Coach Monica AldamaLeadership InstrumentLeadership Behavior QuestionnaireSummary
  6. Chapter 5 Situational ApproachDescriptionLeadership StyleDevelopment LevelHow Does SLII® Work?StrengthsCriticismsApplicationCase StudiesCase 5.1 Marathon Runners at Different LevelsCase 5.2 Getting the Message AcrossCase 5.3 Philosophies of Chinese LeadershipLeadership InstrumentSLII® Questionnaire: Sample ItemsSummary
  7. Chapter 6 Path–Goal TheoryDescriptionLeader BehaviorsDirective LeadershipSupportive LeadershipParticipative LeadershipAchievement-Oriented LeadershipFollower CharacteristicsTask CharacteristicsHow Does Path–Goal Theory Work?StrengthsCriticismsApplicationCase StudiesCase 6.1 Three Shifts, Three SupervisorsCase 6.2 Playing in the OrchestraCase 6.3 Row the BoatLeadership InstrumentPath–Goal Leadership QuestionnaireSummary
  8. Chapter 7 Leader–Member Exchange TheoryDescriptionEarly StudiesLater StudiesLeadership DevelopmentEmotions and LMX DevelopmentHow Does LMX Theory Work?StrengthsCriticismsApplicationCase StudiesCase 7.1 His Team Gets the Best AssignmentsCase 7.2 Working Hard at Being FairCase 7.3 Pixar: Creating Space for SuccessLeadership InstrumentLMX-7 QuestionnaireSummary
  9. Chapter 8 Transformational LeadershipDescriptionTransformational Leadership DefinedTransformational Leadership and CharismaA Model of Transformational LeadershipTransformational Leadership FactorsTransactional Leadership FactorsNonleadership FactorTransformational Leadership MeasurementsOther Transformational PerspectivesBennis and NanusKouzes and PosnerHow Does the Transformational Leadership Approach Work?StrengthsCriticismsApplicationCase StudiesCase 8.1 The Vision FailedCase 8.2 An Exploration in LeadershipCase 8.3 Grandmothers and BenchesLeadership InstrumentTransformational Leadership InventorySummary
  10. Chapter 9 Authentic LeadershipDescriptionAuthentic Leadership DefinedApproaches to Authentic LeadershipPractical ApproachTheoretical ApproachHow Does Authentic Leadership Work?StrengthsCriticismsApplicationCase StudiesCase 9.1 Am I Really a Leader?Case 9.2 Kassy’s StoryCase 9.3 The Arena of AuthenticityLeadership InstrumentAuthentic Leadership Self-Assessment QuestionnaireSummary
  11. Chapter 10 Servant LeadershipDescriptionServant Leadership DefinedHistorical Basis of Servant LeadershipTen Characteristics of a Servant LeaderBuilding a Theory About Servant LeadershipModel of Servant LeadershipAntecedent ConditionsServant Leader BehaviorsOutcomesSummary of the Model of Servant LeadershipHow Does Servant Leadership Work?StrengthsCriticismsApplicationCase StudiesCase 10.1 Global Health CareCase 10.2 Servant Leadership Takes FlightCase 10.3 Energy to Inspire the WorldLeadership InstrumentServant Leadership QuestionnaireSummary
  12. Chapter 11 Adaptive LeadershipDescriptionAdaptive Leadership DefinedA Model of Adaptive LeadershipSituational ChallengesTechnical ChallengesTechnical and Adaptive ChallengesAdaptive ChallengesLeader BehaviorsAdaptive WorkHow Does Adaptive Leadership Work?StrengthsCriticismsApplicationCase StudiesCase 11.1 Silence, Stigma, and Mental IllnessCase 11.2 Taming BacchusCase 11.3 Agonizing Options for Marlboro CollegeLeadership InstrumentAdaptive Leadership QuestionnaireSummary
  13. Chapter 12 Inclusive LeadershipDescriptionInclusion DefinedA Model of Inclusive LeadershipAntecedent ConditionsLeader CharacteristicsGroup Diversity CognitionsOrganizational Policies and PracticesInclusive Leadership BehaviorsOutcomesHow Does Inclusive Leadership Work?StrengthsCriticismsApplicationAssessmentChallengeSupportCase StudiesCase 12.1 Difficult DecisionCase 12.2 The Extraversion AdvantageCase 12.3 Inclusive Leadership During a CrisisLeadership InstrumentInclusive Leadership Reflection InstrumentSummary
  14. Chapter 13 FollowershipDescriptionFollowership DefinedRole-Based and Relational-Based PerspectivesTypologies of FollowershipThe Zaleznik TypologyThe Kelley TypologyThe Chaleff TypologyThe Kellerman TypologyTheoretical Approaches to FollowershipReversing the LensThe Leadership Co-Created ProcessNew Perspectives on FollowershipPerspective 1: Followers Get the Job DonePerspective 2: Followers Work in the Best Interest of the Organization’s MissionPerspective 3: Followers Challenge LeadersPerspective 4: Followers Support the LeaderPerspective 5: Followers Learn From LeadersFollowership and Destructive Leaders1. Our Need for Reassuring Authority Figures2. Our Need for Security and Certainty3. Our Need to Feel Chosen or Special4. Our Need for Membership in the Human Community5. Our Fear of Ostracism, Isolation, and Social Death6. Our Fear of Powerlessness to Challenge a Bad LeaderHow Does Followership Work?StrengthsCriticismsApplicationCase StudiesCase 13.1 Bluebird CareCase 13.2 Olympic RowersCase 13.3 Penn State Sexual Abuse ScandalLeadership InstrumentFollowership QuestionnaireSummary
  15. Chapter 14 Gender and LeadershipDescriptionThe Glass Ceiling Turned LabyrinthEvidence of the Leadership LabyrinthUnderstanding the LabyrinthGender Differences in Leadership Styles and EffectivenessNavigating the LabyrinthStrengthsCriticismsApplicationCase StudiesCase 14.1 The “Glass Ceiling”Case 14.2 Pregnancy as a Barrier to Job StatusCase 14.3 Jacinda Ardern, Prime Minister of New ZealandLeadership InstrumentGender-Leader Bias QuestionnaireSummary
  16. Chapter 15 Leadership EthicsDescriptionEthics DefinedLevel 1. Preconventional MoralityLevel 2. Conventional MoralityLevel 3. Postconventional MoralityEthical TheoriesCentrality of Ethics to LeadershipHeifetz’s Perspective on Ethical LeadershipBurns’s Perspective on Ethical LeadershipThe Dark Side of LeadershipPrinciples of Ethical LeadershipEthical Leaders Respect OthersEthical Leaders Serve OthersEthical Leaders Are JustEthical Leaders Are HonestEthical Leaders Build CommunityStrengthsCriticismsApplicationCase StudiesCase 15.1 Choosing a Research AssistantCase 15.2 Reexamining a ProposalCase 15.3 Ship ShapeLeadership InstrumentEthical Leadership Style Questionnaire (Short Form)Summary
  17. Chapter 16 Team LeadershipDescriptionTeam Leadership ModelTeam EffectivenessLeadership DecisionsLeadership ActionsHow Does the Team Leadership Model Work?StrengthsCriticismsApplicationCase StudiesCase 16.1 Team Crisis Within the GatesCase 16.2 Starts With a Bang, Ends With a WhimperCase 16.3 1980 U.S. Olympic Hockey TeamLeadership InstrumentTeam Excellence and Collaborative Team Leader QuestionnaireSummaryReferencesAuthor IndexSubject Index
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