Leadership in Public Organizations |
Contents
| 3 | |
2 Understanding Theories of Leadership and Leadership Styles | 29 |
3 Early Managerial and Transactional Theories of Leadership | 48 |
4 Charismatic and Transformational Approaches | 68 |
5 Distributed and Specialized Approaches to Leadership | 85 |
6 Integrated Leadership Approaches | 111 |
7 Traits That Contribute to Leader Effectiveness | 125 |
8 Skills That Contribute to Leader Effectiveness | 149 |
12 OrganizationOriented Behaviors | 234 |
13 Leadership Development and Evaluation | 260 |
Appendix A Assessment of Organizational Conditions and Leader Performance | 281 |
Appendix B General Instructions for the Assessment of Organizational Conditions and Leader Performance | 292 |
Appendix B1 Tabulation Form | 296 |
Appendix B2 Profile | 297 |
| 301 | |
| 311 | |
9 Assessments by Leaders and the Goals to Which They Lead | 167 |
10 TaskOriented Behaviors | 190 |
11 PeopleOriented Behaviors | 210 |
Biography | 323 |
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Common terms and phrases
ability accomplish achievement action administrative agency analysis approach appropriate aspects assessment authority become behaviors better called challenges chapter communication competencies consider consulting contingency create creativity critical decision defined delegation directive discussed effective elements emphasize employees encourage enhance environment example executive Exhibit experience external factors focus followers formal functions goals highly ideal important improve increase individual influence integrity interests involves issues lack largely lead leaders leadership learning major means motivation occur operations opportunities organization organizational participative performance personnel perspective planning position possible practices preferences problems production requires responsibility rewards role situations skills social strategies structure style subordinates success supervisor task technical tend theory traits transformational types understanding unit values vision weaknesses workers