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Leadership for Organizations
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Preface About the Authors Acknowledgments PART I. FOUNDATIONS FOR EFFECTIVE LEADERSHIP CHAPTER 1. Introduction Defining Organizational Leadership Some Important Introductory Questions Approach and Organization of This Book CHAPTER 2. Leader Traits and Characteristics Leader Traits Leader Behavior Styles Video Case 2.1: Recovering From Failure Video Case 2.2: Field of Dreams Video Case 2.3: Bare Power of Humor Conclusion CHAPTER 3. Leader-Member Exchange and Relationship-Building Leader-Member Exchange Political Savvy Video Case 3.1: First-Time Manager Video Case 3.2: Dealing With a Star Video Case 3.3: Reaching Generation Y Conclusion CHAPTER 4. Followership: Managing Up and Sideways Types of Followers Managing Up Managing Sideways Video Case 4.1: Managing Up Video Case 4.2: Managing Your Boss Video Case 4.3: Positioning for Influence Video Case 4.4: Igniting Collaboration Conclusion CHAPTER 5. The Situational Approach to Leadership Path-Goal Leadership Hersey/Blanchard Approach to Decision-Making Based on the Situation Vroom/Jago Approach to Decision-Making Based on the Situation Putting Situational Approaches to Leadership in Perspective Video Case 5.1: Technical Prima Donna Video Case 5.2: Unmotivated Subordinate Conclusion Appendix: Cases in Leader Decision-Making PART II. CONTEMPORARY ISSUES IN LEADERSHIP CHAPTER 6. Ethical and Moral Leadership The Ethical/Moral Person Actions as a Leader Responsible and Accountable Leadership Additional Considerations of Ethical/Moral Leadership: Some Nagging Questions Video Case 6.1: Walking the Line Video Case 6.2: Sharing Bad News Video Case 6.3: Making Exceptions Video Case 6.4: Abusive Partner Video Case 6.5: Paying Bribes Video Case 6.6: Vision, Values, and Culture Conclusion Appendix A: Behavioral Norms and Values Survey Appendix B: Information Sharing (or Not Sharing at Harmony Inc CHAPTER 7. Seeking, Receiving, and Giving Feedback Seeking and Receiving Feedback as a Leader Giving Feedback as a Leader Video Case 7.1: Learning From a Mistake Video Case 7.2: Giving Feedback Video Case 7.3: Coaching a Direct Report Conclusion Appendix: Feedback Orientation Survey CHAPTER 8. Team and Shared Leadership Key Elements of Team-Oriented Coaching and Leadership Leadership and the Stages of Team Development Shared Leadership Leading Virtual Teams Video Case 8.1: Taking on a Struggling Team Video Case 8.2: Castaway Clinic Video Case 8.3: Underperforming Team Conclusion CHAPTER 9. Men and Women in Leadership Roles Challenges for Women Who Attempt to Lead Challenges for Male Leaders in an Increasingly Diverse Environment Video Case 9.1: Power Challenge Video Case 9.2: Gender Stereotypes Video Case 9.3: Pecking Order Games Video Case 9.4: Navigating in an Alpha World Capstone Video 9.5: Developing Behaviors to Thrive Capstone Video 9.6: Advantages of Being a Woman Conclusion Appendix: Inclusive Mindset CHAPTER 10. Global Leadership Who Are Global Leaders? Understanding the American Cultural and Business Context Global Leadership Orientation Avoiding Misinterpretations Video Case 10.1: Managing Cultural Diversity Video Case 10.2: Building Bonds Video Case 10.3: Leading a Global Team Conclusion Appendix: Global Orientation Survey PART III. VISIONARY AND STRATEGIC LEADERSHIP CHAPTER 11. Inspirational and Visionary Leadership The Connection between Bases of Power and Influence Charismatic and Transformational Leadership Mission as a Basis for Vision Effective Leader Vision Capstone Video 11.1: Building Trust Video Case 11.2: Keeping People Humble Video Case 11.3: How Do You Keep That Edge? Conclusion CHAPTER 12. Strategic Leadership and Shaping Organizational Culture Environmental Context, Competitive Advantage, and Organizational Culture What Is Organizational Culture All About? Aligning Culture With Vision, Mission, and Strategy How Do Leaders Create and Reinforce Culture? Video Case 12.1: Culture, Priorities, and Acquisitions Video Case 12.2: Building Cultural Accountability Video Case 12.3: Hiring Mistake Conclusion CHAPTER 13. Generating Organizational Change Through Strategic Leadership Why the Leading of Change Has Become So Important Four Basic Frames of Organizational Change The Role of the Leader in Change Capstone Video 13.1: Bare Power of Story Video Case 13.2: Resistance to Change Capstone Video 13.3: Getting Buy-In Video Case 13.4: Gaining Commitment Conclusion Appendix: Sixteen Years of Leadership and Organizational Change: The Case of Michael Crow and Arizona State University Appendix Exhibit 1: ASU Vision and University Goals Appendix Exhibit 2: Crow's Vision for ASU: Elements, Accomplishments and Challenges or Setbacks Appendix Exhibit 3: Crow's Leadership Approach Index

About the Author

David A. Waldman received his Ph.D. in industrial/organizational psychology from Colorado State University. He is a Professor of Management in the W. P. Carey School of Business. His research interests focus largely on leadership processes, especially at the upper levels of organizations and in a global context. Many of his research efforts have been interdisciplinary in nature. For example, David's recent activities in the area of organizational neuroscience have gained notoriety in both academic and practitioner circles, including publications in the Academy of Management Journal and the Journal of Applied Psychology, as well as write-ups in the Wall Street Journal, Inc. Magazine, and the Financial Times. Further, he is recognized as largely originating the concept of responsible leadership, which involves understanding leadership processes in the realm of corporate social responsibility. In addition to the journals mentioned above, David's accomplishments include over 115 articles in such journals as the Academy of Management Review, Academy of Management Perspectives, Personnel Psychology, Administrative Science Quarterly, Organization Science, Journal of Management, Organizational Research Methods, and The Leadership Quarterly. According to Google Scholar, his work has been cited approximately 22,000 times. He has also published 3 books on 360-degree feedback, leadership and open communication, and organizational neuroscience, respectively. David is on the editorial review boards of the Academy of Management Journal, Academy of Management Review, Academy of Management Perspectives, Journal of Applied Psychology, Personnel Psychology, and The Leadership Quarterly. He is a Fellow of the American Psychological Association, as well as the Society for Industrial and Organizational Psychology. He has consulted for a number of companies and governmental agencies in the United States, Canada, and Mexico, including IBM, Nortel, Goodyear-Mexico, Homestake Mining Organization, the Arizona Department of Public Safety, and the Information Technology Alliance. Charles O'Reilly B.S. (Chemistry), University of Texas at El Paso; M.B.A. (Information Systems), Ph.D. (Organizational Behavior) University of California at Berkeley (Frank E. Buck Professor of Management). He has taught at UCLA, Berkeley, and been a visiting professor at the Harvard Business School. His teaching has concentrated on strategy, leadership, and the management of human resources. He has won teaching awards at Berkeley and Stanford and recently received both a Lifetime Achievement Award and the Distinguished Scholarly Contribution Award from the Academy of Management. Charles' research focuses on leadership, innovation, and organizational culture and change. He has also developed and served as faculty director of several Executive Education programs, including Leading Change and Organizational Renewal and The Human Resources Executive Program. He has consulted widely with firms in the U.S., Europe, and Asia. Charles has published more than 100 articles and several books. His most recent research focuses on organizational culture, the impact of senior management on innovation and change. His latest book, Lead and Disrupt: How to Solve the Innovator's Dilemma (Stanford University Press, 2016), explores why successful firms sometimes fail-and what it takes for leaders to help their organizations survive and prosper over long time periods. He is a Fellow of the American Psychological Society and American Psychological Association, as well as a member of the Academy of Management.

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