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Cases in Leadership

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Table of Contents

Chapter 1: Leadership Trait versus Process Assigned Versus Emergent Leadership and Power Leadership and Coercion Leadership and Management The Cases The Readings Chapter 2: Leadership Trait Approach Intelligence Self-Confidence Determination Integrity Sociability The Five-Factor Personality Model Emotional Intelligence How Does the Trait Approach Work? The Cases The Reading Chapter 3: Leadership Skills Approach Katz's Three-Skills Approach Leadership Skills Model How Does the Leadership Skills Approach Work? The Cases The Reading Chapter 4: Leader Style Approach The Ohio State Studies The University of Michigan Studies The Blake and Mouton Grid How Does the Leadership Style Work? The Cases The Reading Chapter 5: The Situational Approach To Leadership Leadership Styles and Subordinate Developmental Level Directing Leadership Style Coaching Leadership Style Supporting Leadership Style Delegating Leadership Style How Does the Situational Approach to Leadership Work? The Cases The Reading Chapter 6: The Leader-Member Exchange Theory of Leadership The Early Studies The Later Studies Leadership Making First Impressions How Does the LMX Theory of Leadership Work? The Cases The Reading Chapter 7: Transformational Leadership Charismatic Leadership A Transformational Leadership Model Transformational Leadership Factors Transactional Leadership Factors The Nonleadership Factor Other Perspectives of Transformational Leadership How Does the Transformational Leadership Approach Work? The Cases The Reading Chapter 8: Servant Leadership How Does Servant Leadership Work? Criticisms of, and Observations About, Servant Leadership The Cases The Reading Chapter 9: Authentic Leadership Authentic Leadership Defined Theoretical Approaches Practical Approaches How Does Authentic Leadership Work? The Cases The Reading Chapter 10: Adaptive Leadership Practicing Adaptive Leadership Leadership in the New Reality Chapter 11: Team Leadership The Team Leadership Model How Does the Team Leadership Model Work? The Cases The Reading Chapter 12: Strategic Leadership Determining the Firm's Purpose or Vision Exploiting and Maintaining Core Competencies Developing Human Capital Sustaining an Effective Organizational Culture Emphasizing Ethical Practices Establishing Balanced Organizational Controls Strategic Leadership Versus Leadership Positional Versus Behavioral The Cases The Reading Chapter 13: Women and Leadership Gender: Examining Leadership Style and Effectiveness The Glass Ceiling Turned Labyrinth Explaining the Labyrinth Navigating the Labyrinth The Cases The Reading Chapter 14: Culture and Leadership Culture, Diversity, Ethnocentrism, and Prejudice Cultural Dimensions Leadership Behavior and Culture Clusters The Cases The Reading Chapter 15: Ethical Leadership A Definition of Ethics Ethical Theories The Centrality of Ethics to Leadership Ethical Leadership: The Perspectives of Several Leadership Scholars Ethical Leadership Principles How Does Ethical Leadership Work? The Cases The Reading

About the Author

W. Glenn Rowe studied leadership within the context of strategic management at Texas A&M University, where he completed his PhD in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. On July 1, 2001, he joined the Ivey Business School where he has taught in the HBA (undergraduate), MSc, MBA, EMBA and PhD Programs. From July 2009 to June 2012, he served as the Director of Ivey's Executive MBA Program. He is an active consultant and researcher. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, Journal of World Business, the Journal of Management and The Leadership Quarterly. He is the coauthor of a nonprofit management case/textbook. He serves as a reviewer for several academic journals and is active in the community. Laura Guerrero worked in retail management for 10 years in Canada, the United States and Mexico. She has an undergraduate degree in Economics from The University of Texas at El Paso. She completed her Masters of Business Administration with a concentration on Management and Organizational Studies at Simon Fraser University in British Columbia, Canada. In 2009, she completed a PhD in Organizational Behavior at the Ivey Business School at Western University. In addition to her interest in gender and culture as they relate to leadership, her research has focused on careers of expatriates and immigrants. In September 2009, she joined the Faculty of Business Administration at The University of Texas at El Paso as an Assistant Professor of Management.

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