Choosing to LeadA crucial component of leadership is the element of choice. Regardless of how much a person studies leadership, it is essential that he or she makes a conscious choice to accept the leadership role. This book defines leadership, gives examples of research in the field and explains how this knowledge can be used, describes leadership-development programs and surveys, and considers the literature of leadership. Chapters 1 through 4 define leadership and describe ways in which it might be exercised. Chapters 5 and 6 highlight research methods used to demonstrate the impact of improved leadership. The seventh and eighth chapters describe a leadership-development program at a well-known training center, with a focus on the tests and materials completed by participants before arrival and the actual program activities. Various programs in the education and training of leaders and managers are described in chapter 9. The ways in which experience develops and modifies leaders' behaviors are reviewed in the 10th chapter. Chapter 11 examines the uses of survey methods to assess the mood of group members and inform leaders of the effectiveness of their communication programs. Studies of the use of power and position and the outcomes of such use are reviewed in the 12th chapter. Chapter 13 summarizes literature on leadership and cultural differences, and chapter 14 highlights how reported studies can help leaders work better with followers and organizations to achieve objectives. A total of 127 propositions offered throughout the book are summarized in the final chapter. Chapter notes, 8 tables, 6 figures, and an index are included. The appendix contains a list of questions for self-review. (Contains 212 references.) (LMI) |
Contents
| 1 | |
Definitions and Dimensions of Leadership | 23 |
Charismatic and Transformational Leadership | 45 |
The Leader Sets the Tone | 61 |
Statistics and Formulas in Leadership Selection | 75 |
Leadership and Organizational Outcomes | 93 |
A Test Battery Used in a Leadership Development Program | 105 |
A Sample Leadership Development Program | 125 |
Leadership Power and Position | 187 |
Leadership and Cultural Differences | 203 |
Translating Knowledge Into Better Practice | 219 |
Principles of Leadership | 233 |
Questions for Understanding Success and Failure Among Leaders | 249 |
Notes | 251 |
References and Suggested Readings | 265 |
| 275 | |
Education and Training for Leaders | 137 |
Learning Leadership Through Experience | 153 |
To See Ourselves As Others See Us | 171 |
Authors | 289 |
Common terms and phrases
ability achieve action American asked AT&T attention boss California Psychological Inventory Center for Creative charismatic charismatic leaders Clark and M. B. Clark West Orange commitment corporate Creative Leadership culture decisions described dimensions Elliott Jaques employees executives exercise experience feedback followers goals Greensboro identify important improve increase individual influence John Journal leader behaviors leadership behavior Leadership Development Program Leadership Library Library of America M. B. Clark West managerial managers Measures of Leadership motivation Myers-Briggs Type Indicator Ohio State University one's organization participants performance persons power distance predict predictor presidential problems produce profits Psychology qualities questionnaire ratings relationship reported responsibility role satisfaction scores social subordinates success task tion training programs transformational leadership U.S. presidents University University of Richmond values vision Wall Street Journal workers
References to this book
Education for Leadership and Social Responsibility Gloria Morris Nemerowicz,Eugene Rosi Limited preview - 1997 |
Methods and Materials for Teaching the Gifted Frances A. Karnes,Suzanne M. Bean No preview available - 2005 |