Table Of Content

Preface Page: xv Acknowledgments Page: xviii About the Author Page: xxii About the Contributors Page: xxiii Chapter 1 Introduction Page: 1 Leadership Defined Page: 2 Ways of Conceptualizing Leadership Page: 5 Definition and Components Page: 6 Leadership Described Page: 8 Trait Versus Process Leadership Page: 8 Assigned Versus Emergent Leadership Page: 9 Leadership and Power Page: 10 Leadership and Coercion Page: 13 Leadership and Morality Page: 13 Leadership Is a Neutral Process Page: 14 Leadership Is a Moral Process Page: 15 Leadership and Management Page: 16 Plan of the Book Page: 18 Case Study Page: 18 Case 1.1 Open Mouth . . . Page: 19 Leadership Instrument Page: 21 Conceptualizing Leadership Questionnaire Page: 22 Summary Page: 24 Chapter 2 Trait Approach Page: 27 Description Page: 27 Intelligence Page: 32 Self-Confidence Page: 33 Determination Page: 33 Integrity Page: 34 Sociability Page: 34 Five-Factor Personality Model and Leadership Page: 35 Strengths and Leadership Page: 36 Emotional Intelligence Page: 38 How Does the Trait Approach Work? Page: 40 Strengths Page: 41 Criticisms Page: 42 Application Page: 44 Case Studies Page: 44 Case 2.1 Choosing a New Director of Research Page: 45 Case 2.2 Recruiting for the Bank Page: 46 Case 2.3 Elon Musk Page: 47 Leadership Instrument Page: 50 Leadership Trait Questionnaire (LTQ) Page: 51 Summary Page: 53 Chapter 3 Skills Approach Page: 56 Description Page: 56 Three-Skill Approach Page: 56 Technical Skills Page: 57 Human Skills Page: 57 Conceptual Skills Page: 58 Summary of the Three-Skill Approach Page: 59 Skills Model Page: 59 Individual Attributes Page: 60 Competencies Page: 62 Influences on Skills Development Page: 66 Leadership Outcomes Page: 68 Summary of the Skills Model Page: 69 How Does the Skills Approach Work? Page: 69 Strengths Page: 70 Criticisms Page: 71 Application Page: 72 Case Studies Page: 72 Case 3.1 A Strained Research Team Page: 73 Case 3.2 Andy’s Recipe Page: 74 Case 3.3 2019 Global Teacher of the Year: Peter Tabichi Page: 76 Leadership Instrument Page: 78 Skills Inventory Page: 79 Summary Page: 81 Chapter 4 Behavioral Approach Page: 84 Description Page: 84 Task and Relationship Behaviors Page: 85 Task Orientation Page: 85 Relationship Orientation Page: 85 Historical Background of the Behavioral Approach Page: 85 The Ohio State Studies Page: 85 The University of Michigan Studies Page: 86 Blake and Mouton’s Managerial (Leadership) Grid Page: 87 Paternalism/Maternalism Page: 90 Opportunism Page: 90 Recent Studies Page: 91 How Does the Behavioral Approach Work? Page: 92 Strengths Page: 93 Criticisms Page: 94 Application Page: 96 Case Studies Page: 96 Case 4.1 A Drill Sergeant at First Page: 97 Case 4.2 We Are Family Page: 98 Case 4.3 Cheer Coach Monica Aldama Page: 100 Leadership Instrument Page: 103 Leadership Behavior Questionnaire Page: 104 Summary Page: 106 Chapter 5 Situational Approach Page: 109 Description Page: 109 Leadership Style Page: 110 Development Level Page: 112 How Does SLII® Work? Page: 112 Strengths Page: 114 Criticisms Page: 116 Application Page: 119 Case Studies Page: 119 Case 5.1 Marathon Runners at Different Levels Page: 120 Case 5.2 Getting the Message Across Page: 121 Case 5.3 Philosophies of Chinese Leadership Page: 122 Leadership Instrument Page: 126 SLII® Questionnaire: Sample Items Page: 127 Summary Page: 130 Chapter 6 Path–Goal Theory Page: 132 Description Page: 132 Leader Behaviors Page: 134 Directive Leadership Page: 134 Supportive Leadership Page: 135 Participative Leadership Page: 135 Achievement-Oriented Leadership Page: 136 Follower Characteristics Page: 137 Task Characteristics Page: 138 How Does Path–Goal Theory Work? Page: 139 Strengths Page: 141 Criticisms Page: 141 Application Page: 143 Case Studies Page: 144 Case 6.1 Three Shifts, Three Supervisors Page: 145 Case 6.2 Playing in the Orchestra Page: 147 Case 6.3 Row the Boat Page: 149 Leadership Instrument Page: 152 Path–Goal Leadership Questionnaire Page: 153 Summary Page: 155 Chapter 7 Leader–Member Exchange Theory Page: 157 Description Page: 157 Early Studies Page: 158 Later Studies Page: 160 Leadership Development Page: 162 Emotions and LMX Development Page: 164 How Does LMX Theory Work? Page: 166 Strengths Page: 167 Criticisms Page: 169 Application Page: 171 Case Studies Page: 172 Case 7.1 His Team Gets the Best Assignments Page: 173 Case 7.2 Working Hard at Being Fair Page: 174 Case 7.3 Pixar: Creating Space for Success Page: 175 Leadership Instrument Page: 179 LMX-7 Questionnaire Page: 180 Summary Page: 182 Chapter 8 Transformational Leadership Page: 185 Description Page: 185 Transformational Leadership Defined Page: 186 Transformational Leadership and Charisma Page: 188 A Model of Transformational Leadership Page: 190 Transformational Leadership Factors Page: 191 Transactional Leadership Factors Page: 195 Nonleadership Factor Page: 196 Transformational Leadership Measurements Page: 197 Other Transformational Perspectives Page: 197 Bennis and Nanus Page: 198 Kouzes and Posner Page: 199 How Does the Transformational Leadership Approach Work? Page: 201 Strengths Page: 203 Criticisms Page: 205 Application Page: 208 Case Studies Page: 209 Case 8.1 The Vision Failed Page: 210 Case 8.2 An Exploration in Leadership Page: 211 Case 8.3 Grandmothers and Benches Page: 213 Leadership Instrument Page: 217 Transformational Leadership Inventory Page: 218 Summary Page: 219 Chapter 9 Authentic Leadership Page: 221 Description Page: 221 Authentic Leadership Defined Page: 221 Approaches to Authentic Leadership Page: 222 Practical Approach Page: 222 Theoretical Approach Page: 226 How Does Authentic Leadership Work? Page: 231 Strengths Page: 232 Criticisms Page: 233 Application Page: 235 Case Studies Page: 236 Case 9.1 Am I Really a Leader? Page: 237 Case 9.2 Kassy’s Story Page: 239 Case 9.3 The Arena of Authenticity Page: 243 Leadership Instrument Page: 247 Authentic Leadership Self-Assessment Questionnaire Page: 248 Summary Page: 250 Chapter 10 Servant Leadership Page: 253 Description Page: 253 Servant Leadership Defined Page: 253 Historical Basis of Servant Leadership Page: 254 Ten Characteristics of a Servant Leader Page: 255 Building a Theory About Servant Leadership Page: 257 Model of Servant Leadership Page: 258 Antecedent Conditions Page: 259 Servant Leader Behaviors Page: 261 Outcomes Page: 264 Summary of the Model of Servant Leadership Page: 266 How Does Servant Leadership Work? Page: 266 Strengths Page: 267 Criticisms Page: 269 Application Page: 270 Case Studies Page: 271 Case 10.1 Global Health Care Page: 272 Case 10.2 Servant Leadership Takes Flight Page: 274 Case 10.3 Energy to Inspire the World Page: 275 Leadership Instrument Page: 278 Servant Leadership Questionnaire Page: 279 Summary Page: 282 Chapter 11 Adaptive Leadership Page: 285 Description Page: 285 Adaptive Leadership Defined Page: 285 A Model of Adaptive Leadership Page: 288 Situational Challenges Page: 288 Technical Challenges Page: 288 Technical and Adaptive Challenges Page: 289 Adaptive Challenges Page: 289 Leader Behaviors Page: 290 Adaptive Work Page: 299 How Does Adaptive Leadership Work? Page: 300 Strengths Page: 302 Criticisms Page: 304 Application Page: 305 Case Studies Page: 307 Case 11.1 Silence, Stigma, and Mental Illness Page: 308 Case 11.2 Taming Bacchus Page: 309 Case 11.3 Agonizing Options for Marlboro College Page: 311 Leadership Instrument Page: 314 Adaptive Leadership Questionnaire Page: 315 Summary Page: 319 Chapter 12 Inclusive Leadership Page: 322 Description Page: 322 Inclusion Defined Page: 324 A Model of Inclusive Leadership Page: 328 Antecedent Conditions Page: 329 Leader Characteristics Page: 329 Group Diversity Cognitions Page: 329 Organizational Policies and Practices Page: 330 Inclusive Leadership Behaviors Page: 330 Outcomes Page: 332 How Does Inclusive Leadership Work? Page: 333 Strengths Page: 333 Criticisms Page: 334 Application Page: 335 Assessment Page: 336 Challenge Page: 337 Support Page: 338 Case Studies Page: 338 Case 12.1 Difficult Decision Page: 339 Case 12.2 The Extraversion Advantage Page: 340 Case 12.3 Inclusive Leadership During a Crisis Page: 341 Leadership Instrument Page: 344 Inclusive Leadership Reflection Instrument Page: 345 Summary Page: 349 Chapter 13 Followership Page: 352 Description Page: 352 Followership Defined Page: 353 Role-Based and Relational-Based Perspectives Page: 354 Typologies of Followership Page: 355 The Zaleznik Typology Page: 355 The Kelley Typology Page: 356 The Chaleff Typology Page: 357 The Kellerman Typology Page: 359 Theoretical Approaches to Followership Page: 361 Reversing the Lens Page: 363 The Leadership Co-Created Process Page: 364 New Perspectives on Followership Page: 366 Perspective 1: Followers Get the Job Done Page: 366 Perspective 2: Followers Work in the Best Interest of the Organization’s Mission Page: 366 Perspective 3: Followers Challenge Leaders Page: 367 Perspective 4: Followers Support the Leader Page: 368 Perspective 5: Followers Learn From Leaders Page: 368 Followership and Destructive Leaders Page: 368 1. Our Need for Reassuring Authority Figures Page: 370 2. Our Need for Security and Certainty Page: 370 3. Our Need to Feel Chosen or Special Page: 371 4. Our Need for Membership in the Human Community Page: 371 5. Our Fear of Ostracism, Isolation, and Social Death Page: 372 6. Our Fear of Powerlessness to Challenge a Bad Leader Page: 372 How Does Followership Work? Page: 373 Strengths Page: 374 Criticisms Page: 376 Application Page: 377 Case Studies Page: 378 Case 13.1 Bluebird Care Page: 379 Case 13.2 Olympic Rowers Page: 381 Case 13.3 Penn State Sexual Abuse Scandal Page: 383 Leadership Instrument Page: 386 Followership Questionnaire Page: 387 Summary Page: 391 Chapter 14 Gender and Leadership Page: 394 Description Page: 394 The Glass Ceiling Turned Labyrinth Page: 394 Evidence of the Leadership Labyrinth Page: 394 Understanding the Labyrinth Page: 395 Gender Differences in Leadership Styles and Effectiveness Page: 398 Navigating the Labyrinth Page: 404 Strengths Page: 406 Criticisms Page: 407 Application Page: 408 Case Studies Page: 409 Case 14.1 The “Glass Ceiling” Page: 410 Case 14.2 Pregnancy as a Barrier to Job Status Page: 411 Case 14.3 Jacinda Ardern, Prime Minister of New Zealand Page: 412 Leadership Instrument Page: 417 Gender-Leader Bias Questionnaire Page: 418 Summary Page: 420 Chapter 15 Leadership Ethics Page: 422 Description Page: 422 Ethics Defined Page: 422 Level 1. Preconventional Morality Page: 423 Level 2. Conventional Morality Page: 424 Level 3. Postconventional Morality Page: 425 Ethical Theories Page: 425 Centrality of Ethics to Leadership Page: 429 Heifetz’s Perspective on Ethical Leadership Page: 430 Burns’s Perspective on Ethical Leadership Page: 430 The Dark Side of Leadership Page: 431 Principles of Ethical Leadership Page: 433 Ethical Leaders Respect Others Page: 433 Ethical Leaders Serve Others Page: 434 Ethical Leaders Are Just Page: 435 Ethical Leaders Are Honest Page: 437 Ethical Leaders Build Community Page: 438 Strengths Page: 439 Criticisms Page: 441 Application Page: 442 Case Studies Page: 443 Case 15.1 Choosing a Research Assistant Page: 444 Case 15.2 Reexamining a Proposal Page: 445 Case 15.3 Ship Shape Page: 446 Leadership Instrument Page: 451 Ethical Leadership Style Questionnaire (Short Form) Page: 452 Summary Page: 458 Chapter 16 Team Leadership Page: 461 Description Page: 461 Team Leadership Model Page: 464 Team Effectiveness Page: 465 Leadership Decisions Page: 471 Leadership Actions Page: 475 How Does the Team Leadership Model Work? Page: 479 Strengths Page: 480 Criticisms Page: 481 Application Page: 482 Case Studies Page: 483 Case 16.1 Team Crisis Within the Gates Page: 484 Case 16.2 Starts With a Bang, Ends With a Whimper Page: 485 Case 16.3 1980 U.S. Olympic Hockey Team Page: 486 Leadership Instrument Page: 490 Team Excellence and Collaborative Team Leader Questionnaire Page: 492 Summary Page: 494 References Page: R-1 Author Index Page: I-1 Subject Index Page: I-11

Description:

Adopted at more than 1,600 institutions in 89 countries and translated into 15 different languages! The market-leading Leadership: Theory and Practice by Peter G. Northouse presents an academically robust account of the major theories and models of leadership with a focus on how theory can inform practice. Northouse uses a consistent structure for each chapter that allows readers to easily compare and contrast different theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their understanding of their own leadership style. The fully updated Ninth Edition features a new chapter on inclusive leadership, 17 new real-world cases that profile leaders from across the globe, a new discussion on leadership and morality, and examples of timely issues such as leadership during the COVID-19 pandemic. This title is accompanied by a complete teaching and learning package. Contact your SAGE representative to request a demo. Digital Option / Courseware SAGE Vantage is an intuitive digital platform that delivers this text’s content and course materials in a learning experience that offers auto-graded assignments and interactive multimedia tools, all carefully designed to ignite student engagement and drive critical thinking. Built with you and your students in mind, it offers simple course set-up and enables students to better prepare for class. Learn more. Assignable Video with Assessment Assignable video (available with SAGE Vantage) is tied to learning objectives and curated exclusively for this text to bring concepts to life. Watch a sample video on diversity, culture, and leadership. Assignable Self-Assessments Assignable self-assessments (available with SAGE Vantage) help students understand their own leadership strengths and styles. LMS Cartridge: Import this title’s instructor resources into your school’s learning management system (LMS) and save time. Don’t use an LMS? You can still access all of the same online resources for this title via the password-protected Instructor Resource Site. Learn more.