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Leadership Experience , Edition 2

( English)
by Richard L. Daft
Publisher : Thomson Learning
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Summary: Leadership Experience , Edition 2

Table of Contents PART ONE Introduction to Leadership Chapter 1 The importance of Learning Leadership The Nature of Leadership Definition of Leadership Leadership and the Business of Living The New Reality for Today's Organizations From Cherishing Stability to Valuing Change From Control to Empowerment From Competition to collaboration From Things to Relationships From Uniformity to Diversity Leadership Is Not Automatic Where Have All the Leaders Gone? The Leader Within Change Thyself Leadership Can Be Learned Learning to Lead Learning about Leadership Chapter 2 From Management to Leadership The Nature of Management The Functions of Management Managerial Roles Comparing Management and Leadership Providing direction Alignment Relationships Personal Leadership Qualities Outcomes The Evolution of Leadership Context of Leadership Framework Implications Rest of the Book PART TWO Research Perspectives on Individual Leadership Chapter 3 Traits, Behaviors, and Relationships The Trait Approach Behavior Approaches Autocratic versus Democratic Leadership Ohio State Studies University of Michigan Studies The Leadership Grid How Grid Styles Emerge Theories of a ``High-High'' Leader Dyadic Approaches Vertical Dyad Linkage Model Leader-Member Exchange (LMX) Partnership Building Systems and Networks Chapter 4 Contingency Approaches The Contingency Approach Fiedler's Contingency Model Leadership Style Situation Contingency Theory Hersey and Blanchard's Situational Theory Path-Goal Theory Leader Behavior Situational Contingencies Use of Rewards The Vroom-Jago Contingency Model Leader Participation Styles Diagnostic Questions Selecting a Decision Style Substitutes for Leadership PART THREE Leader as Visionary Chapter 5 Leadership Vision and Strategic Direction Strategic Leadership Leadership Vision What Vision Does Common Themes of Vision A Vision Works at Multiple Levels Mission Strategy Formulation Core Competence Synergy Value Creation Strategy in Action The Leader's Contribution Stimulating Vision and Action How Leaders Decide The Leader's Impact Chapter 6 Leadership Communication How Leaders Communicate Management Communication Leader Communication Creating an Open Communication Climate Listening and Discernment Dialogue Discernment Rich Communication Channels Stories and Metaphors Symbols and Informal Communication Feedback and Learning Communicatin to Develop Followers Organizational Learning PART FOUR Leader as Social Architect Chapter 7 Shaping Culture and Values Organizational Culture What Is Culture? Importance of Culture Culture Strength and Adaptation Culture Gap Shaping culture Ceremonies Stories Symbols Specialized Language Selection and Socialization Daily Actions Shaping Values The Competing Values Approach Ethical Values in Organizations Values-Based Leadership Personal Ethics Organizational Structure and Systems Chapter 8 Designing and Leading a Learning Organization Efficient Performances Versus Learning Organization Organization Structure Vertical Structure Horizontal Structure Tasks versus Roles Mechanistic and Organic Processes From Routine Tasks to Empowered Roles Systems versus Networks Competitive versus Linked Strategy Rigid versus Adaptive Culture The Leader's Challenge Leadership Frames for Learning Organizations Structural Frame Human Resource Frame Political Frame Symbolic Frame PART FIVE Leader as Relationship Builder Chapter 9 Motivation and Empowerment Leadership and Motivation Intrinsic and Extrinsic Rewards Higher Versus Lower Needs Needs-Based Theories of Motivation Hierarchy of Needs Theory Two-Factor Theory Acquired Needs Theory Other Motivational Theories Reinforcement Perspective on Motivation Expectancy Theory The Carrot and Stick Controversy Empowerment Reasons for Empowerment Elements of Empowerment Empowerment Applications Implementing Empowerment Organization-Wide Motivational Programs Chapter 10 Leading Teams Teams in Organizations What Is a Team? Types of Teams Functional Teams Cross-Functional Teams Evolution to Self-Directed Teams Team Leadership The Team Leader's Personal Role Guiding Team Effectiveness Understanding Team Characteristics Size Interdependence Leading Team Dynamics Team Development Team Culture Team Cohesiveness Handling Team conflict Causes of Conflict Styles to Handle Conflict Other Approaches Leading Global Teams Chapter 11 Leadership and Multiculturalism Multicultrualism Today Definition of Diversity The Reality of Diversity The Need for Organizational Diversity Ways Women Lead Global Diversity The Sociocultural Environment Leadership Implications Challenges Minorities Face Leadership Initiatives toward Multiculturalism Organizational Stages of Diversity Awareness Barriers to Evolution Leadership Solutions Leading Multicultural Organizations PART SIX The Personal Side of Leadership Chapter 12 Leadership Mind and Heart Leader Capacity versus Competence Charismatic Leadership What Makes a Charismatic Leader? The Black Hat of Charisma Leadership Mind Independent Thinking Open-Mindedness Systems Thinking Mental Models Personal Mastery Leading with Heart---Emotional Intelligence What Are Emotions? The Components of Emotional Intelligence Implications for Leadership Leading with Love versus Leading with Fear Fear in Organizations Bringing Love to Work Why followers Respond to Love Chapter 13 Courage of Moral Leadership Moral Leadership Today The Ethical climate in U.S. Business The Leadership Dilemma Becoming a Moral Leader Leadership control versus Service Authoritarian Management Participative Management Stewardship Servant Leadership Building an Ethical Culture Leadership Courage What Is Courage? Moral Courage Sources of Personal Courage chapter 14 Followership The Role of Followers Styles of Followership The Courageous Follower Courage to Assume Responsibility Courage to Serve Courage to Challenge Courage to Participate in Transformation Courage to Leave Sources of Follower Courage Developing Personal Potential From Dependence to Independence Effective Interdependence Sources of Power Personal Sources Position Sources Strategies for Effective Followership Be a Resource for the Leader Help the Leader Be a Good Leader Build a Relationship with the Leader View the Leader Realistically What Followers Want building a Community of Followers PART SEVEN Leading Change and Transformation Chapter 15 Leading Change Change or Perish Transactional versus Transformational Leadership Transactional Leadershi

Details of :Leadership Experience , Edition 2

Title : Leadership Experience , Edition 2
Author : Richard L. Daft
ISBN: 0030224179
Binding : Paperback
EAN : 9780030224171
Publisher: Thomson Learning
Language : English

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