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Leadership: A Critical Introduction PDF

312 Pages·2014·1.99 MB·English
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LEADERSHIP Leadership is crucial to the success of any organization. But how can one seek to most effectively develop the leadership ability of both themselves, and others? How should one define leadership? Are great leaders born or made? This text addresses such fundamental questions via a comprehensive and critical approach to the discussion of key leadership theories. The text encourages the reader to consider the role of both follower and leader in the leadership process, and to recognize the emergence of both effective, and destructive, leadership. Each chapter features ‘Expert Insights’ on leadership, written by leaders in their respective fields. These insights offer the reader a valuable real-world perspective of leadership that enriches the abstract theory covered in each chapter. The provision of case studies, examples and supplementary online material facilitates the effective delivery of both undergraduate and postgraduate lectures and workshops, and self-guided study. A concluding chapter that focuses on the development of one’s self-leadership ultimately facilitates a comprehensive introduction to what is at once a seductive, complex, transformative and alluring topic. Elesa Zehndorfer PhD has professional experience of engaging with leaders and leadership in academic and corporate environments, and has held senior lectureships in both sports and business faculties. Current leadership positions include Secretary of IFAF (International Federation of American Football) and Research Officer for the British high-IQ society Mensa. This page intentionally left blank LEADERSHIP A CRITICAL INTRODUCTION Elesa Zehndorfer Ip Routledge Taylor &. Francis Group LONDON AND NEW YORK First published 2014 by Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 711 Third Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2014 Elesa Zehndorfer The right of Elesa Zehndorfer to be identified as author of this work has been asserted by her in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data Zehndorfer, Elesa. Leadership: a critical introduction/Elesa Zehndorfer. pages cm Includes bibliographical references and index. 1. Leadership.  I. Title. BF637.L4.Z44 2013 658.4(cid:2)092 –dc23 2013018756 ISBN: 978-0-415-62593-7 (hbk) ISBN: 978-0-415-62594-4 (pbk) ISBN: 978-1-315-87144-8 (ebk) Typeset in Times and Franklin Gothic by Florence Production Ltd, Stoodleigh, Devon, UK For Henry and Clemens This page intentionally left blank CONTENTS List of illustrations viii Acknowledgements ix 1 An introduction to leadership 1 2 Trait theories 25 3 Skills theories 49 4 Behavioural theories 77 5 Situational theories 108 6 Charismatic leadership 141 7 Transformational leadership 164 8 Emotional intelligence 197 9 Authentic leadership 214 10 Destructive leadership 240 11 Self-leadership 263 Index 290 ILLUSTRATIONS FIGURES 1.1 Leadership timeline 4 3.1 Influence of leader characteristics on leader performance 52 3.2 360-degree feedback 56 4.1 The relationship between Maslow’s Hierarchy and ERG Theory 82 4.2 Hygiene and motivator factors 82 4.3 Motivation Needs Theory 84 4.4 Calculating VIE 87 4.5 The self-determination continuum 90 5.1 The extent to which a leader is ‘in-match’ 110 5.2 LMX (Leader-Member Exchange) Theory 115 9.1 The effect of authentic transformational leadership on follower and group ethics 220 9.2 The process by which authentic leadership impacts follower attitudes and behaviours 221 9.3 A conceptual framework for authentic leader and follower development 223 9.4 Authentic leader influence on eudaemonic well-being 225 10.1 A model of destructive and constructive leadership behaviour 245 10.2 The toxic triangle: elements in the three domains related to destructive leadership 247 10.3 The susceptible circle: a taxonomy of followers associated with destructive leadership 250 TABLES 4.1 Content and process theories 80 7.1 The Full Range Model of leadership 171 ACKNOWLEDGEMENTS I remain indebted to the leaders who have contributed their time and expertise to this book, and to the editing team at Routledge, who have supported me so effectively throughout the writing process. With thanks to the following publishers for granting permission to reproduce the following figures: Figure 3.1 Influence of leader characteristics on leader performance. Mumford, M.D., Zaccaro, S.J., Harding, F.D., Jacobs, T.O., & Fleishman, E.A. (2000). Leadership skills for a changing world: Solving complex social problems. Leadership Quarterly, 11(1), 11–35 (p. 16). Figure 4.5 The self-determination continuum. Ryan, R.M. & Deci, E.L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55(1), 68–78 (p. 72). Figure 5.2 LMX Theory. Groen, G.D. & Uhl-Bien, M. (1995). Development of LMX Theory over 25 Years. Leadership Quarterly, 6(2), p. 237. Figure 9.1 The effect of authentic transformational leadership on follower and group ethics. Zhu, W., Avolio, D., Riggio, R., & Sosik, J. (2011) The effect of authentic transformational leadership on follower and group ethics. Leadership Quarterly, 22(5), 801–17 (p. 802). Figure 9.2 The process by which authentic leadership impacts follower attitudes and behaviours. Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. & May, .R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviours. Leadership Quarterly, 15, 801–23 (p. 803). Figure 9.3 A conceptual framework for authentic leader and follower development. Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R., & Walumbwa, F.O. (2005). Can you see the real me? A self-based model of authentic leader and follower development. Leadership Quarterly, 16(3), p. 346.

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Leadership is crucial to the success of any organisation. But how can one seek to most effectively develop the leadership ability of both themselves, and others? How should one define leadership? Are great leaders born or made? This text addresses such fundamental questions via a comprehensive and c
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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.