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 | |
| 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 |
Index | 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
Popular passages
Page 31 - I do the very best I know how — the very best I can ; and I mean to keep doing so until the end. If the end brings me out all right, what is said against me won't amount to anything. If the end brings me out wrong, ten angels swearing I was right would make no difference.
Page 204 - I adhere [...] denotes an historically transmitted pattern of meanings embodied in symbols, a system of inherited conceptions expressed in symbolic forms by means of which men communicate, perpetuate, and develop their knowledge about and attitudes towards life"].
Page 36 - Iowa universities and directed the Research Center for Group Dynamics at the Massachusetts Institute of Technology.
Page 204 - Culture consists of patterns, explicit and implicit, of and for behavior acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiments in artifacts; the essential core of culture consists of traditional (ie, historically derived and selected) ideas and especially their attached values; culture systems may, on the one hand, be considered as products of action, on the other as conditioning elements of further action.
Page 31 - If I were to try to read, much less answer, all the attacks made on me, this shop might as well be closed for any other business. I do the very best I know how — the very best I can ; and I mean to keep doing so until the end. If the end brings me out all right, what is said against me won't amount to anything. If the end brings me out wrong, ten angels swearing I was right would...
Page 27 - Leadership is the process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers
Page 15 - The separateness of institutions and the sharing of authority prescribe the terms on which a President persuades. When one man shares authority with another, but does not gain or lose his job upon the other's whim, his willingness to act upon the urging of the other turns on whether he conceives the action right for him. The essence of a President's persuasive task is to convince such men that what the White House wants of them is what they ought to do for their sake and on their authority.
Page 259 - Modified and reproduced by special permission of the Publisher, Consulting Psychologists Press, Inc., Palo Alto, CA 94303 from Introduction to Type™, 6th Edition by Isabel Briggs Myers.
Page 27 - Leadership is the reciprocal process of mobilizing, by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers.
Page 161 - Dealing with conflict. • Directing and motivating subordinates. • Developing other people. • Confronting subordinate performance problems. • Managing former bosses and peers. Basic Values • You can't manage everything all alone. • Sensitivity to the human side of management. • Basic management values. Executive Temperament • Being tough when necessary. • Self-confidence. • Coping with situations beyond your control. • Persevering through adversity. • Coping with ambiguous...
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 |