Leadership: theory and practice

Author:

Northouse, Peter G.

Publisher:

Varies, see individual formats and editions

Publication Date:

Varies, see individual formats and editions

Language:

English

CMC Quigley Library

HM1261 .N67 2019

CMC Steamboat Campus

HM 1261 .N67 2013

Available Copies	Location	Call Number
0 of 1	CMC Leadville Campus	HM1261 .N67 2019
1 of 1	CMC Quigley Library	HM1261 .N67 2019
1 of 1	CMC Steamboat Campus	HM 1261 .N67 2013
1 of 1	ASU Main (3rd floor)	HM1261 .N67 2015
1 of 1	CMU Storage Books	HM1261 .N67 2010
1 of 1	WCU Book Stacks	HM1261 .N67 2007

Pub. Date

Edition

Publisher

Physical Desc.

Availability

2019

Eighth edition

SAGE Publications, Inc

xxxii, 493 pages ; 23 cm

CMC Quigley Library

HM1261 .N67 2019

More Info

[2019]

Eighth Edition

SAGE Publications

xxxii, 493 pages ; 23 cm

More Info

2015

Seventh edition

SAGE Publications, Inc

xxiii, 494 pages : illustrations ; 23 cm

More Info

[2013]

6th ed

SAGE

xviii, 485 pages : illustrations ; 23 cm

CMC Steamboat Campus

HM 1261 .N67 2013

More Info

[2010]

5th ed

Sage Publications

xvi, 435 pages : illustrations (some color) ; 23 cm

More Info

[2007]

4th ed

SAGE Publications

xx, 395 pages : illustrations ; 23 cm

More Info

Description

"Now with an all-new chapter on Followership! Adopted at more than 1600 institutions in 89 countries and translated into 13 different languages, this market-leading text successfully combines an academically robust account of the major theories and models of leadership with an accessible style and special emphasis on how leadership theory can inform leadership practice. Peter G. Northouse uses a consistent structure for each chapter, allowing students to easily compare and contrast the various theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their personal understanding of their own leadership style. Leadership: Theory and Practice, Eighth Edition provides readers with a user-friendly account of a wide range of leadership research in a clear, concise, and interesting manner" -- From the publisher.

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From the Book - Eighth edition
1. Introduction : Leadership defined : Ways of conceptualizing leadership ; Definition and components -- Leadership described : Trait versus process leadership ; Assigned versus emergent leadership ; Leadership and power ; Leadership and coercion ; Leadership and management -- 2. Trait approach : Description : Intelligence ; Self-confidence ; Determination ; Integrity ; Sociability ; Five-factor personality model and leadership ; Emotional intelligence -- How does the trait approach work? -- Case studies : Choosing a new director of research ; A remarkable turnaround ; Recruiting for the bank -- Leadership instrument : Leadership trait questionnaire (LTQ) -- 3. Skills approach : Description : Three-skill approach : Technical skills ; Human skills ; Conceptual skills ; Skills model : Competencies ; Individual attributes ; Leadership outcomes ; Career experiences ; Environmental influences -- How does the skills approach work? -- Case studies : A strained research team ; A shift for Lieutenant Colonel Adams ; Andy's recipe ; Leadership instrument : Skills inventory -- 4. Behavioral approach : Description : The Ohio State studies ; The University of Michigan studies ; Blake and Mouton's managerial (leadership) grid : Authority-compliance; Country-club management; Impoverished management; Middle-of-the-road management; Team management ; Paternalism/maternalism ; Opportunism -- How does the behavioral approach work? -- Case studies : A drill sergeant at first ; Eating lunch standing up ; We are family -- Leadership instrument : Leadership behavior questionnaire -- 5. Situational approach : Description : Leadership style ; Development levels -- How does the situational approach work? -- Case studies : Marathon runners at different levels ; Why aren't they listening? ; Getting the message across -- Leadership instrument : Situational Leadership® Questionnaire: sample items -- 6. Path-goal theory : Description : Leader behavior : Directive leadership; Supportive leadership; Participative leadership; Achievement-oriented leadership ; Follower characteristics ; Task characteristics -- How does path-goal theory work? -- Case studies : Three shifts, three supervisors ; Direction for some, support for others ; Playing in the orchestra -- Leadership instrument : Path-goal leadership questionnaire -- 7. Leader-member exchange theory : Description : Early studies ; Later studies ; Leadership making -- How does LMX theory work? -- Case studies : His team gets the best assignments ; Working hard at being fair ; Taking on additional responsibilities -- Leadership instrument : LMX 7 questionnaire -- 8. Transformational leadership : Description : Transformational leadership defined ; Transformational leadership and charisma ; A model of transformational leadership : Transformational leadership factors; Transactional leadership factors ; Nonleadership factor ; Other transformational perspectives : Bennis and Nanus; Kouzes and Posner -- How does the transformational leadership approach work? -- Case studies : The vision failed ; An exploration in leadership ; Her vision of a model research center -- Leadership instrument : Sample items from the Multifactor Leadership Questionnaire (MLQ) form 5X-Short--
9. Authentic leadership : Description : Authentic leadership defined ; Approaches to authentic leadership : Practical approaches; Theoretical approaches
How does authentic leadership work?
Case studies : Am I really a leader? ; A leader under fire ; The reluctant first lady
Leadership instrument : Authentic leadership self-assessment questionnaire
10. Servant leadership : Description : Servant leadership defined ; Historical basis of servant leadership ; Ten characteristics of a servant leader ; Building a theory about servant leadership
Model of servant leadership : Antecedent conditions ; Servant leader behaviors ; Outcomes
How does servant leadership work?
Case studies : Everyone loves Mrs. Noble ; Doctor to the poor ; Servant leadership takes flight
Leadership instrument : Servant leadership questionnaire
11. Adaptive leadership : Description : Adaptive leadership defined
A model of adaptive leadership : Situational challenges ; Technical challenges ; Technical and adaptive challenges ; Adaptive challenges ; Leader behaviors ; Adaptive work
How does adaptive leadership work?
Case studies : Silence, stigma, and mental illness ; Taming Bacchus ; Redskins no more
Leadership instrument : Adaptive leadership questionnaire
12. Followership : Description : Followership defined ; Role-based and relational-based perspectives ; Typologies of followership : The Zaleznik typology ; The Kelley typology ; The Chaleff typology ; The Kellerman typology
Theoretical approaches to followership : Reversing the lens ; The leadership co-created process ; New perspectives on followership : Followers get the job done; Followers work in the best interest of the organization's mission; Followers challenge leaders; Followers support the leader; Followers learn from leaders ; Followership and destructive leaders : Our need for reassuring authority figures; Our need for security and certainty ; Our need to feel chosen or special; Our need for membership in the human community; Our fear of ostracism, isolation, and social death; Our fear of powerlessness to challenge a bad leader
How does followership work?
Case studies : Bluebird care ; Olympic rowers ; Penn State sexual abuse scandal
Leadership instrument : Followership questionnaire
13. Leadership ethics : Description : Ethics defined : Preconventional morality; Conventional morality; Postconventional morality ; Ethical theories ; Centrality of ethics to leadership ; Heifetz's perspective on ethical leadership ; Burn's perspective on ethical leadership ; The dark side of leadership ; Principles of ethical leadership : Ethical leaders respect others; Ethical leaders serve others; Ethical leaders are just; Ethical leaders are honest; Ethical leaders build community
Case studies : Choosing a research assistant ; How safe is safe? ; Reexamining a proposal
Leadership instrument : Ethical leadership style questionnaire (short form)
14. Team leadership / Susan E. Kegler Hill : Description : Team leadership model : Team effectiveness; Leadership decisions; Leadership actions
How does the team leadership model work?
Case studies : Can this virtual team work? ; Team crisis within the gates ; Starts with a bang, ends with a whimper
Leadership instrument : Team excellence and collaborative team leader questionnaire
15. Gender and leadership / Stefanie Simon and Crystal L. Hoyt : Description : The glass ceiling turned labyrinth : Evidence of the leadership labyrinth; Understanding the labyrinth
Gender differences in leadership styles and effectiveness : Navigating the labyrinth
Case studies : The "glass ceiling" ; Lack of inclusion and credibility ; Pregnancy as a barrier to job status
Leadership instrument : The gender-leader implicit association test
16. Culture and leadership : Description : Culture defined ; Related concepts : Ethnocentricism; Prejudice ; Dimensions of culture : Uncertainty avoidance; Power distance; Institutional collectivism; In-group collectivism; Gender egalitarianism; Assertiveness; Future orientation; Performance orientation; Humane orientation ; Clusters of world cultures ; Characteristics of clusters : Anglo; Confucian Asian; Eastern European; Germanic Europe; Latin America; Latin Europe; Middle East; Nordic Europe; Southern Asia; Sub Saharan Africa ; Leadership behavior and culture clusters : Eastern Europe leadership profile; Latin America leadership profile; Latin Europe leadership profile; Confucian Asia leadership profile; Nordic Europe leadership profile; Anglo leadership profile; Sub-Saharan Africa leadership profile; Southern Asia leadership profile; Germanic Europe leadership profile; Middle East leadership profile ; Universally desirable and undesirable leadership attributes
Case studies : A challenging workplace ; A special kind of financing ; Whose Latino center is it?
Leadership instrument : Dimensions of culture questionnaire.
From the Book - Eighth Edition
Introduction
Trait approach
Skills approach
Behavioral approach
Situational approach
Path?goal theory
Leader?member exchange theory
Transformational leadership
Authentic leadership
Servant leadership
Adaptive leadership
Followership
Leadership ethics
Team leadership
Gender and leadership
Culture and leadership
Author index
Subject index
About the author
About the contributors.
From the Book - Seventh edition
Preface
About the author
Understanding leadership
Recognizing your traits
Engaging people's strengths
Understanding philosophy and styles
Attending to tasks and relationships
Developing leadership skills
Creating a vision
Establishing a constructive climate
Listening to out-group members
Handling conflict
Addressing ethics in leadership
Overcoming obstacles
Glossary
Photo credits
Index.
From the Book - 6th ed
Introduction
Trait approach
Skills approach
Style approach
Situational approach
Contingency theory
Path-goal theory
Leader-member exchange theory
Transformational leadership
Servant leadership
Authentic leadership
Team leadership
Psychodynamic approach
Women and leadership
Culture and leadership
Leadership ethics
From the Book - 5th ed
Introduction
Trait approach
Skills approach
Style approach
Situational approach
Contingency theory
Path-goal theory
Leader-member exchange theory
Transformational leadership
Authentic leadership
Team leadership
Psychodynamic approach
Women and leadership
Culture and leadership
Leadership ethics.
From the Book - 4th ed
Preface --
Special features --
Audience --
Acknowledgments --
1. Introduction --
Leadership defined --
Ways of conceptualizing leadership --
Definition and components --
Leadership described --
Trait versus process leadership --
Assigned versus emergent leadership --
Leadership and power --
Leadership and coercion --
Leadership and management --
Plan of the book --
Summary --
References --
2. Trait approach --
Description --
Intelligence --
Self-confidence --
Determination --
Integrity --
Sociability --
Five-factor personality model and leadership --
Emotional intelligence --
How does the trait approach work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 2.1 : Choosing a new director of research --
Case 2.2 : A remarkable turnaround --
Case 2.3 : Recruiting for the bank --
Leadership instrument --
Leadership trait questionnaire (LTQ) --
Scoring interpretation --
Summary --
References --
3. Skills approach --
Description --
Three-skill approach --
Technical skill --
Human skill --
Conceptual skill --
Summary of the three-skill approach --
Skills model --
Problem-solving skills --
Social judgment skills --
Knowledge --
Individual attributes --
Crystallized cognitive ability --
Motivation --
Personality --
Leadership outcomes --
Effective problem solving --
Performance --
Career experiences --
Environmental influences --
Summary of the skills model --
How does the skills approach work? --
Strengths.
Criticisms --
Application --
Case studies --
Case 3.1 : A strained research team --
Case 3.2 : A shift for Lieutenant Colonel Adams --
Case 3.3 : Andy's recipe --
Leadership instrument --
Skills inventory --
Scoring --
Scoring interpretation --
Summary --
References --
4. Style approach --
Description --
Ohio State studies --
University of Michigan studies --
Blake and Mouton's managerial (leadership) grid --
Authority-compliance (9,1) --
country Club management (1,9) --
Impoverished management (1,1) --
Middle -of-the-road management (5,5) --
Team management (9,9) --
Paternalism/maternalism --
Opportunism --
How does the style approach work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 4.1 : A drill sergeant at first --
Case 4.2 : Eating lunch standing up --
Case 4.3 : Enhancing the department's culture --
Leadership instrument --
Style questionnaire --
Scoring --
Scoring interpretation --
Summary --
References.
5. Situational approach --
Description --
Leadership styles --
Development levels --
How does the situational approach work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 5.1 : What style do I use? --
Case 5.1 : Why aren't they listening? --
Case 5.3 : Getting the message across --
Leadership instrument --
Situational leadership : a brief questionnaire --
Scoring interpretation --
Summary --
References --
6. Contingency approach --
Description --
Leadership styles --
Situational variables --
How does contingency theory work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 6.1 : No control over the student council --
Case 6.2 : Giving him a hard time --
Case 6.3 : What's the best leader match? --
Leadership instrument --
Least preferred coworker (LPC) measure --
Scoring interpretation --
Summary --
References --
7. Path-goal theory --
Description --
Leader behaviors --
Directive leadership --
Supportive leadership --
Participative leadership --
Achievement-oriented leadership --
Subordinate characteristics --
Task characteristics --
How does path-goal theory work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 7.1 : Three shifts, three supervisors --
Case 7.2 : Direction for some, support for others --
Case 7.3 : Marathon runners at different levels --
Leadership instrument --
Path-goal leadership questionnaire --
Scoring --
Scoring interpretation --
Summary --
References.
8. Leader-member exchange theory --
Description --
Early studies --
Later studies --
Leadership making --
How does LMX theory work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 8.1 : His team gets the best assignments --
Case 8.2 : Working hard at being fair --
Case 8.3 : Taking on additional responsibilities --
Leadership instrument --
LMX 7 questionnaire --
Scoring interpretation --
Summary --
References --
9. Transformational leadership --
Description --
Transformational leadership defined --
Transformational leadership and charisma --
A model of transformational leadership --
Transformational leadership factors --
Idealized influence --
Inspirational motivation --
Intellectual stimulation --
Individualized consideration --
Transactional leadership factors --
Contingent reward --
Management-by-exception --
Nonleadership factor --
Laissez-faire --
Other transformational perspectives --
Bennis and Nanus --
Kouzes and Posner --
Model the way --
Inspire a shared vision --
Challenge the process --
Enable others to act --
Encourage the heart --
How does the transformational approach work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 9.1 : The vision failed --
Case 9.2 : Students dig it --
Case 9.3 : Her vision was a model research center --
Leadership instrument --
Summary --
Sample items from the multifactor leadership questionnaire (MLQ) form 5X-short --
References.
10. Team leadership / Susan E. Kogler Hill --
Description --
Team leadership model --
Leadership decisions --
Leadership decisions 1 : Should I monitor the team or take action? --
Leadership decision 2 : Should I intervene to meet task or relational needs? --
Leadership decision 3 : Should I intervene internally or externally? --
Leadership actions --
Internal task leadership actions --
Internal relational leadership actions --
External environmental leadership actions --
t Team effectiveness --
Clear, elevating goal --
Results-driven structure --
Competent team members --
Unified commitment --
Collaborative climate --
Standards of excellence --
External support and recognition --
Principled leadership --
How does the team leadership model work? --
Strengths --
Criticisms --
Application --
Case studies --
Case 10.1 : Can this virtual team work? --
Case 10.2 : They dominated the conversation --
Case 10.3 : Starts with a bang, ends with a whimper --
Leadership instrument --
Team excellence and collaborative team leader questionnaire --
Scoring interpretation --
Summary --
References --
11. Psychodynamic approach / Ernest L. Stech --
Description --
Background --
Eric Berne and transactional analysis --
Sigmund Freud and personality types --
Carl Jung and personality types --
Functions and preferences --
Types and leadership --
Sixteen types and leadership --
Dealing with followers --
How does the psychodynamic approach work? --
Strengths --
Criticisms.
Case studies --
Case 11.1 : Not the type who sees the big picture --
Case 11.2 : Staff meeting problems --
Case 11.3 : Unexpected reactions --
Leadership instrument --
Psychodynamic approach survey --
Scoring --
Scoring interpretation --
Summary --
References --
12. Women and leadership / Crystal L. Hoyt --
Description --
Gender and leadership styles --
Gender and leadership effectiveness --
Glass ceiling --
Evidence of the glass ceiling --
Motives for removing the barriers --
Explaining the glass ceiling --
Human capital differences --
Gender differences --
Prejudice --
Breaking the glass ceiling --
Strengths --
Criticisms --
Application --
Case studies --
Case 12.1 : The glass ceiling --
Case 12. 2 : Lack of inclusion and credibility --
Case 12.3 : Pregnancy as a barrier to job status --
Leadership instrument --
Gender-leader implicit association test --
Scoring --
Summary --
References --
13. Culture and leadership --
Description --
Culture defined --
Related concepts --
Ethnocentrism --
Prejudice --
Dimensions of culture --
Uncertainty avoidance --
Power distance --
Institutional collectivism --
In-group collectivism --
Gender egalitarianism --
Assertiveness --
Future orientation --
Performance orientation --
Humane orientation --
Clusters of world cultures --
Characteristics of clusters --
Anglo --
Confucian Asia --
Eastern Europe --
Germanic Europe --
Latin America --
Latin Europe --
Middle East --
Nordic Europe --
Southern Asia --
Sub-Saharan Africa.
Leadership behavior and culture clusters --
Eastern Europe leadership profile --
Latin America leadership profile --
Latin Europe leadership profile --
Confucian Asia leadership profile --
Nordic Europe leadership profile --
Anglo leadership profile --
Sub-Saharan Africa leadership profile --
Southern Asia leadership profile --
Germanic Europe leadership profile --
Middle East leadership profile --
Universally desirable and undesirable leadership attributes --
Strengths --
Criticisms --
Application --
Case studies --
Case 13.1 : A challenging workplace --
Case 13.2 : A special kind of financing --
Case 13.3 : Whose Hispanic center is it? --
Leadership instrument --
Dimensions of culture questionnaire --
Scoring --
Scoring interpretation --
Summary --
References --
14. Leadership ethics --
Description --
Ethics defined --
Ethical theories --
Centrality of ethics to leadership --
Heifetz's perspective on ethical leadership --
Burns's perspective on ethical leadership --
Greenleaf's perspective on ethical leadership --
Principles of ethical leadership --
Ethical leaders respect others --
Ethical leaders serve others --
Ethical leaders are just --
Ethical leaders are honest --
Ethical leaders build community --
Strengths --
Criticisms --
Application --
Case studies --
Case 14.1 : A struggling company with not enough cash.
Case 14.2 : How safe is safe? --
Case 14.3 : Reexamining a proposal --
Leadership instrument --
Perceived leader integrity scale (PLIS) --
Scoring --
Scoring interpretation --
Summary --
References --
Name index --
Subject index --
About the author --
About the contributors.

Subjects

Case Reports
Case studies
Führung
Leadership
Leadership -- Cas, Études de
Leadership -- Case studies

More Details

ISBN:

9781506362311
9781544331942
9781412974882
9781483317533
9781506311166
9781452203409
9781412941617

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Grouping Information

Grouped Work ID	97554c8b-193e-8c54-6c24-e079cab4ab18
Grouping Title	leadership theory and practice
Grouping Author	peter g northouse
Grouping Category	book
Grouping Language	English (eng)
Last Grouping Update	2024-11-23 07:23:36AM
Last Indexed	2024-11-23 07:25:50AM

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CMC Steamboat Campus

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CMC Quigley Library
CMC Steamboat Campus

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HM1261 .N67 2019

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CMC Quigley
CMC Steamboat Campus

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9781506362311

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2007
2010
2013
2015
2019

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SAGE
SAGE Publications
SAGE Publications, Inc
Sage Publications

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subject_facet

Case Reports
Case studies
Führung
Leadership
Leadership -- Cas, Études de
Leadership -- Case studies

title_display

Leadership : theory and practice

title_full

Leadership : theory and practice / Peter G. Northouse
Leadership : theory and practice / Peter G. Northouse, Western Michigan University

title_short

Leadership

title_sub

theory and practice

topic_facet

Führung
Leadership

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Leadership: theory and practice

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