Leadership: theory and practice
(Book)
Author:
Published:
Thousand Oaks : SAGE Publications, [2007].
Format:
Book
Edition:
4th ed.
Physical Desc:
xx, 395 pages : illustrations ; 23 cm
Status:
Description
DSU Title III 2007-2012.
Copies
Location
Call Number
Status
Last Check-In
WCU Book Stacks
HM1261 .N67 2007
On Shelf
Jan 7, 2020
Citations
APA Citation (style guide)
Northouse, P. G. (2007). Leadership: theory and practice. 4th ed. Thousand Oaks, SAGE Publications.
Chicago / Turabian - Author Date Citation (style guide)Northouse, Peter G. 2007. Leadership: Theory and Practice. Thousand Oaks, SAGE Publications.
Chicago / Turabian - Humanities Citation (style guide)Northouse, Peter G, Leadership: Theory and Practice. Thousand Oaks, SAGE Publications, 2007.
MLA Citation (style guide)Northouse, Peter G. Leadership: Theory and Practice. 4th ed. Thousand Oaks, SAGE Publications, 2007.
Note! Citation formats are based on standards as of July 2022. Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy.
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Language:
English
ISBN:
141294161X, 9781412941617
Notes
Bibliography
Includes bibliographical references and indexes.
Description
DSU Title III 2007-2012.
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Grouped Work ID:
97554c8b-193e-8c54-6c24-e079cab4ab18
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Record Information
| Last Sierra Extract Time | Oct 15, 2024 07:23:06 AM |
|---|---|
| Last File Modification Time | Oct 15, 2024 07:23:30 AM |
| Last Grouped Work Modification Time | Nov 23, 2024 07:23:36 AM |
MARC Record
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| 100 | 1 | |a Northouse, Peter G. |0 https://id.loc.gov/authorities/names/n84101994 | |
| 245 | 1 | 0 | |a Leadership : |b theory and practice / |c Peter G. Northouse. |
| 250 | |a 4th ed. | ||
| 264 | 1 | |a Thousand Oaks : |b SAGE Publications, |c [2007] | |
| 264 | 4 | |c ©2007 | |
| 300 | |a xx, 395 pages : |b illustrations ; |c 23 cm | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a unmediated |b n |2 rdamedia | ||
| 338 | |a volume |b nc |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and indexes. | ||
| 505 | 0 | 0 | |t Preface -- |t Special features -- |t Audience -- |t Acknowledgments -- |g 1. |t Introduction -- |t Leadership defined -- |t Ways of conceptualizing leadership -- |t Definition and components -- |t Leadership described -- |t Trait versus process leadership -- |t Assigned versus emergent leadership -- |t Leadership and power -- |t Leadership and coercion -- |t Leadership and management -- |t Plan of the book -- |t Summary -- |t References -- |g 2. |t Trait approach -- |t Description -- |t Intelligence -- |t Self-confidence -- |t Determination -- |t Integrity -- |t Sociability -- |t Five-factor personality model and leadership -- |t Emotional intelligence -- |t How does the trait approach work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 2.1 : Choosing a new director of research -- |t Case 2.2 : A remarkable turnaround -- |t Case 2.3 : Recruiting for the bank -- |t Leadership instrument -- |t Leadership trait questionnaire (LTQ) -- |t Scoring interpretation -- |t Summary -- |t References -- |g 3. |t Skills approach -- |t Description -- |t Three-skill approach -- |t Technical skill -- |t Human skill -- |t Conceptual skill -- |t Summary of the three-skill approach -- |t Skills model -- |t Problem-solving skills -- |t Social judgment skills -- |t Knowledge -- |t Individual attributes -- |t Crystallized cognitive ability -- |t Motivation -- |t Personality -- |t Leadership outcomes -- |t Effective problem solving -- |t Performance -- |t Career experiences -- |t Environmental influences -- |t Summary of the skills model -- |t How does the skills approach work? -- |t Strengths. |
| 505 | 0 | 0 | |t Criticisms -- |t Application -- |t Case studies -- |t Case 3.1 : A strained research team -- |t Case 3.2 : A shift for Lieutenant Colonel Adams -- |t Case 3.3 : Andy's recipe -- |t Leadership instrument -- |t Skills inventory -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References -- |g 4. |t Style approach -- |t Description -- |t Ohio State studies -- |t University of Michigan studies -- |t Blake and Mouton's managerial (leadership) grid -- |t Authority-compliance (9,1) -- |t country Club management (1,9) -- |t Impoverished management (1,1) -- |t Middle -of-the-road management (5,5) -- |t Team management (9,9) -- |t Paternalism/maternalism -- |t Opportunism -- |t How does the style approach work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 4.1 : A drill sergeant at first -- |t Case 4.2 : Eating lunch standing up -- |t Case 4.3 : Enhancing the department's culture -- |t Leadership instrument -- |t Style questionnaire -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References. |
| 505 | 0 | 0 | |g 5. |t Situational approach -- |t Description -- |t Leadership styles -- |t Development levels -- |t How does the situational approach work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 5.1 : What style do I use? -- |t Case 5.1 : Why aren't they listening? -- |t Case 5.3 : Getting the message across -- |t Leadership instrument -- |t Situational leadership : a brief questionnaire -- |t Scoring interpretation -- |t Summary -- |t References -- |g 6. |t Contingency approach -- |t Description -- |t Leadership styles -- |t Situational variables -- |t How does contingency theory work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 6.1 : No control over the student council -- |t Case 6.2 : Giving him a hard time -- |t Case 6.3 : What's the best leader match? -- |t Leadership instrument -- |t Least preferred coworker (LPC) measure -- |t Scoring interpretation -- |t Summary -- |t References -- |g 7. |t Path-goal theory -- |t Description -- |t Leader behaviors -- |t Directive leadership -- |t Supportive leadership -- |t Participative leadership -- |t Achievement-oriented leadership -- |t Subordinate characteristics -- |t Task characteristics -- |t How does path-goal theory work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 7.1 : Three shifts, three supervisors -- |t Case 7.2 : Direction for some, support for others -- |t Case 7.3 : Marathon runners at different levels -- |t Leadership instrument -- |t Path-goal leadership questionnaire -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References. |
| 505 | 0 | 0 | |g 8. |t Leader-member exchange theory -- |t Description -- |t Early studies -- |t Later studies -- |t Leadership making -- |t How does LMX theory work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 8.1 : His team gets the best assignments -- |t Case 8.2 : Working hard at being fair -- |t Case 8.3 : Taking on additional responsibilities -- |t Leadership instrument -- |t LMX 7 questionnaire -- |t Scoring interpretation -- |t Summary -- |t References -- |g 9. |t Transformational leadership -- |t Description -- |t Transformational leadership defined -- |t Transformational leadership and charisma -- |t A model of transformational leadership -- |t Transformational leadership factors -- |t Idealized influence -- |t Inspirational motivation -- |t Intellectual stimulation -- |t Individualized consideration -- |t Transactional leadership factors -- |t Contingent reward -- |t Management-by-exception -- |t Nonleadership factor -- |t Laissez-faire -- |t Other transformational perspectives -- |t Bennis and Nanus -- |t Kouzes and Posner -- |t Model the way -- |t Inspire a shared vision -- |t Challenge the process -- |t Enable others to act -- |t Encourage the heart -- |t How does the transformational approach work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 9.1 : The vision failed -- |t Case 9.2 : Students dig it -- |t Case 9.3 : Her vision was a model research center -- |t Leadership instrument -- |t Summary -- |t Sample items from the multifactor leadership questionnaire (MLQ) form 5X-short -- |t References. |
| 505 | 0 | 0 | |g 10. |t Team leadership / |r Susan E. Kogler Hill -- |t Description -- |t Team leadership model -- |t Leadership decisions -- |t Leadership decisions 1 : Should I monitor the team or take action? -- |t Leadership decision 2 : Should I intervene to meet task or relational needs? -- |t Leadership decision 3 : Should I intervene internally or externally? -- |t Leadership actions -- |t Internal task leadership actions -- |t Internal relational leadership actions -- |t External environmental leadership actions -- |t t Team effectiveness -- |t Clear, elevating goal -- |t Results-driven structure -- |t Competent team members -- |t Unified commitment -- |t Collaborative climate -- |t Standards of excellence -- |t External support and recognition -- |t Principled leadership -- |t How does the team leadership model work? -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 10.1 : Can this virtual team work? -- |t Case 10.2 : They dominated the conversation -- |t Case 10.3 : Starts with a bang, ends with a whimper -- |t Leadership instrument -- |t Team excellence and collaborative team leader questionnaire -- |t Scoring interpretation -- |t Summary -- |t References -- |g 11. |t Psychodynamic approach / |r Ernest L. Stech -- |t Description -- |t Background -- |t Eric Berne and transactional analysis -- |t Sigmund Freud and personality types -- |t Carl Jung and personality types -- |t Functions and preferences -- |t Types and leadership -- |t Sixteen types and leadership -- |t Dealing with followers -- |t How does the psychodynamic approach work? -- |t Strengths -- |t Criticisms. |
| 505 | 0 | 0 | |t Case studies -- |t Case 11.1 : Not the type who sees the big picture -- |t Case 11.2 : Staff meeting problems -- |t Case 11.3 : Unexpected reactions -- |t Leadership instrument -- |t Psychodynamic approach survey -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References -- |g 12. |t Women and leadership / |r Crystal L. Hoyt -- |t Description -- |t Gender and leadership styles -- |t Gender and leadership effectiveness -- |t Glass ceiling -- |t Evidence of the glass ceiling -- |t Motives for removing the barriers -- |t Explaining the glass ceiling -- |t Human capital differences -- |t Gender differences -- |t Prejudice -- |t Breaking the glass ceiling -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 12.1 : The glass ceiling -- |t Case 12. 2 : Lack of inclusion and credibility -- |t Case 12.3 : Pregnancy as a barrier to job status -- |t Leadership instrument -- |t Gender-leader implicit association test -- |t Scoring -- |t Summary -- |t References -- |g 13. |t Culture and leadership -- |t Description -- |t Culture defined -- |t Related concepts -- |t Ethnocentrism -- |t Prejudice -- |t Dimensions of culture -- |t Uncertainty avoidance -- |t Power distance -- |t Institutional collectivism -- |t In-group collectivism -- |t Gender egalitarianism -- |t Assertiveness -- |t Future orientation -- |t Performance orientation -- |t Humane orientation -- |t Clusters of world cultures -- |t Characteristics of clusters -- |t Anglo -- |t Confucian Asia -- |t Eastern Europe -- |t Germanic Europe -- |t Latin America -- |t Latin Europe -- |t Middle East -- |t Nordic Europe -- |t Southern Asia -- |t Sub-Saharan Africa. |
| 505 | 0 | 0 | |t Leadership behavior and culture clusters -- |t Eastern Europe leadership profile -- |t Latin America leadership profile -- |t Latin Europe leadership profile -- |t Confucian Asia leadership profile -- |t Nordic Europe leadership profile -- |t Anglo leadership profile -- |t Sub-Saharan Africa leadership profile -- |t Southern Asia leadership profile -- |t Germanic Europe leadership profile -- |t Middle East leadership profile -- |t Universally desirable and undesirable leadership attributes -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 13.1 : A challenging workplace -- |t Case 13.2 : A special kind of financing -- |t Case 13.3 : Whose Hispanic center is it? -- |t Leadership instrument -- |t Dimensions of culture questionnaire -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References -- |g 14. |t Leadership ethics -- |t Description -- |t Ethics defined -- |t Ethical theories -- |t Centrality of ethics to leadership -- |t Heifetz's perspective on ethical leadership -- |t Burns's perspective on ethical leadership -- |t Greenleaf's perspective on ethical leadership -- |t Principles of ethical leadership -- |t Ethical leaders respect others -- |t Ethical leaders serve others -- |t Ethical leaders are just -- |t Ethical leaders are honest -- |t Ethical leaders build community -- |t Strengths -- |t Criticisms -- |t Application -- |t Case studies -- |t Case 14.1 : A struggling company with not enough cash. |
| 505 | 0 | 0 | |t Case 14.2 : How safe is safe? -- |t Case 14.3 : Reexamining a proposal -- |t Leadership instrument -- |t Perceived leader integrity scale (PLIS) -- |t Scoring -- |t Scoring interpretation -- |t Summary -- |t References -- |t Name index -- |t Subject index -- |t About the author -- |t About the contributors. |
| 520 | 0 | |a DSU Title III 2007-2012. | |
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| 650 | 0 | |a Leadership |v Case studies. |0 https://id.loc.gov/authorities/subjects/sh2008106866 | |
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| 856 | 4 | 1 | |3 Table of contents only |u http://catdir.loc.gov/catdir/enhancements/fy0661/2006020191-t.html |
| 856 | 4 | 2 | |3 Publisher description |u http://catdir.loc.gov/catdir/enhancements/fy0664/2006020191-d.html |
| 856 | 4 | 2 | |3 Contributor biographical information |u http://catdir.loc.gov/catdir/enhancements/fy0734/2006020191-b.html |
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