| Description |
xv, 1182 pages : illustrations ; 25 cm |
| Contents |
Machine derived contents note: Contents -- Preface to the Third Edition -- PART I Introduction to Concepts and Theories of Leadership -- 1. Concepts of Leadership -- The Beginnings -- The Meaning of Leadership -- Leadership and Headship -- An Evolving, Expanding Conceptualization -- Summary and Conclusions -- 2. Typologies and Taxonomies of Leadership -- Examples of Classifications -- Commonalities in Taxonomies -- Summary and Conclusions -- 3. An Introduction to Theories and Models of Leadership -- Personal and Situational Theories -- Interaction and Social Learning Theories -- Theories and Models of Interactive Processes -- Perceptual and Cognitive Theories -- Hybrid Explanations -- Methods and Measurements -- Summary and Conclusions -- PART II Personal Attributes of Leaders -- 4. Traits of Leadership: 1904-47 -- Methods -- Results -- Summary and Conclusions -- 5. Traits of Leadership: A Followup -- Improvements in Methods and Measurements -- Comparison of the Reviews of 1948 and 1970 -- Factor Analysis of the Traits of Leadership -- Summary and Conclusions -- 6. Leadership and Activity Level -- Energy and Assertiveness -- Talking and Leading -- Time and Effort -- Summary and Conclusions -- 7. Task Competence and Leadership -- The Meaning and Effects of Competence -- Competence and Leadership -- Summary and Conclusions -- 8. Interpersonal Competence and Leadership -- Basic Interpersonal Skills -- Social Insight, Empathy, and Leadership -- Summary and Conclusions -- 9. Authoritarianism, Power Orientation, Machiavellianism, and Leadership -- The Authoritarian Personality -- Authoritarianism and Leadership -- Power, Interpersonal Competence, and Leadership -- Machiavellianism -- Summary and Conclusions -- 10. Values, Needs, and Well-being of Leaders -- Values -- Achievement Motivation and Task Orientation -- Risk Taking -- Concepts of the Self -- Health, Well-being, and Leadership -- Leaders' Organizational Values, and Orientation -- Satisfaction with the Leadership Role -- Summary and Conclusions -- 11. Accorded Status, Esteem, and Leadership -- Meaning of Status and Esteem -- Status -- Esteem -- Summary and Conclusions -- 12. Charismatic, Charismalike, and Inspirational Leadership -- The Concept of Charismatic Leadership -- The Charismatic Relationship -- The Charismatic Leader in Complex Organizations: A Conceptual Examination -- Empirical Studies of Charismatic Effects -- Inspirational Leadership -- Transformational Leadership: Charisma, Inspiration, and Intellectual Stimulation -- Summary and Conclusions -- PART III Power and Legitimacy -- 13. Power and Leadership -- Definitions of Social Power -- Sources of Power -- Power and Emergence as a Leader -- The Bases of Power -- Comparisons of the Bases of Power -- Summary and Conclusions -- 14. Leadership and the Distribution of Power -- Importance of Differences in Power -- Distribution of Power in Communities and Organizations -- The Power of the Group -- Power, Leadership, and Structure -- Industrial Democracy -- Power Sharing at the Immediate Work-Group Level -- Summary and Conclusions -- 15. Conflict and Legitimacy in the Leadership Role -- Sources of Conflict -- Incongruities in Status, Esteem, and Ability -- Within-Role Conflict -- Resolving Conflict -- Managing Conflict -- Legitimation and Conflict -- Summary and Conclusions -- 16. Authority, Responsibility, and Leadership -- Authority -- Responsibility -- Studies of Organizational Authority, Responsibility, and Delegation -- Summary and Conclusions -- PART IV The Transactional Exchange -- 17. Leadership as Contingent Reinforcement -- Leadership as a Social Exchange -- Reinforcement Leadership and Followership -- Reinforcement and the Emergence of Leaders -- The Dynamics of the Exchange Relationship -- Summary and Conclusions -- 18. Leader-Follower Interactive Effects -- Contributions of Leadership to the Transactional Relationship -- Followers' Impact on Leaders -- Mutual Influence of Leaders and Followers -- Summary and Conclusions -- 19. Moderators of the Use and Effects of Contingent-Reinforcement Leadership -- Limits to Contingent Reinforcement -- Constraints on the Use and Impact of Feedback -- Constraints on the Performance-Appraisal Interview -- Implicit Theories of Leadership as Moderators -- Summary and Conclusions -- PART V Leadership and Management -- 20. The Work of Leaders and Managers -- What Leaders and Managers Do -- Methods of Studying What Managers Do -- Time Spent and Work Done by Managers -- Mintzberg's Managerial Roles -- Characteristics of the Managerial Processes -- Moderators of the Manager's Work, Function, and Roles -- Effective Managerial Activities and Role Taking -- Summary and Conclusions -- 21. Autocratic and Authoritarian versus Democratic and Egalitarian Leadership -- The Two Opposing Approaches -- Authoritarian and Democratic Leadership -- Effects of Authoritarian and Democratic Leadership -- Antecedent Conditions That Moderate the Effects -- Large-scale, Long-term Comparisons of Autocratic and Democratic Systems -- Interpretive Problems and Issues -- Summary and Conclusions -- 22. Directive versus Participative Leadership -- The Continuum -- Antecedents of Direction and Participation -- General Effects of Directive and Participative Leaders -- Contingent Effects of Directive and Participative Leadership -- A Deduced Model for Achieving Decision Quality or Subordinate Acceptance -- Summary and Conclusions -- 23. Task- versus Relations-Oriented Leadership -- Meanings -- Antecedents Contributing to Task Orientation and Relations Orientation -- General Consequences of Relations-Oriented and Task-Oriented Leadership -- Blake and Mouton's Grid Theory -- Situational Contingencies Affecting Outcomes -- The Hersey-Blanchard Situational Leadership Model -- Fiedler's Contingency Model of Leadership -- Summary and Conclusions -- 24. Consideration, Initiating Structure, and Related Factors for Describing the Behavior of Leaders -- A Behavioral Approach -- Psychometric Properties -- Alternative and Additional Scales -- Behavioral Descriptions of the Ideal Leaders' Antecedents and Correlates of Consideration and Initiation of Structure -- General Effects on Productivity, Satisfaction, and Other Criteria -- Contingencies in the Effects of Consideration and Initiation -- Causal Effects -- Summary and Conclusions -- 25. Laissez-faire Leadership versus Motivation to Manage -- Relations among Leadership Styles -- Laissez-faire Leadership -- Motivation to Lead and to Manage -- Summary and Conclusions -- PART VI Situational Moderators -- 26. Leadership, Environment, and Organization -- Leadership Situations -- Leadership and the External Environment -- Organizations and Leadership -- Leadership and Organizational Constraints -- Leadership and Organizational Culture -- Summary and Conclusions -- 27. Leaders and Their Immediate Groups -- Importance of the Group -- The Group's Development -- Effects of Groups on Their Leaders -- Impact of the Leader on the Group's Drive and Cohesiveness -- Impact of the Leader on the Assembly Bonus Effect -- Summary and Conclusions -- 28. Leadership, Task, and Technology -- The Leader's Competence and the Requirements of Tasks -- Important Dimensions of Tasks -- Path-Goal Theory: The Explanation of Task Effects on Leadership -- Summary and Conclusions -- 29. Stress and Leadership -- The Nature of Stress -- A Model of Group Responses to Stress -- Leadership Under Stress -- Successful but Not Necessarily Effective Leadership -- Stress and Effectiveness as a Leader -- Transformational Leadership and Dealing with Stress -- Summary and Conclusions -- 30. Space, Networks, Leadership, and Its Substitutes -- Importance of Spatial and Social Arrangements -- Leadership and Physical Space -- Leadership and Psychological Space -- Leadership and Psychosocial Distance -- Networks -- Leadership in Experimental Communication Networks -- Substitutes for Leadership -- Summary and Conclusions -- 31 |
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Persistence, Transfer, and Succession of Leadership -- Persistence -- Transfer of Leadership -- Succession -- Summary and Conclusions -- PART VII Diverse Groups -- 32. Women and Leadership -- The Rise in Women Leaders and Managers -- Constraints on Opportunities for Leadership -- Male-Female Differences in Leadership Potential -- Male-Female Differences in Leadership Style -- Success and Effectiveness of Women Leaders -- Moderating Effects of Subordinates, Task, and Situation -- Career Advancement of Women Leaders and Managers -- Summary and Conclusions -- 33. Leadership, Blacks, Hispanics, and Other Minorities -- Blacks and Leadership -- Performance of Blacks and Whites as Leaders -- Other Minorities and Leadership -- Summary and Conclusions -- 34. Leadership in Different Countries and Cultures -- The Importance and Pace of Internationalization -- Issues of Consequence -- Origins of Leaders -- Culture, Country, and Attributes of Leadership -- Differences in Leadership Across Cultures -- Styles of Leadership -- Leadership in the Multinational Firm -- Summary and Conclusions -- PART VIII Improving Leadership and Leadership Research -- 35. Development, Education, and Training for Leadership and Management -- Development Issues -- Educational Issues -- Career Issues -- Value of Training -- Methods of Leadership Training -- On-the-Job Leadership Training and Development -- Purposes and Content of Leadership Training -- Programmatic Applications -- Factors That Affect Training Outcomes -- Summary and Conclusions -- 36. Assessment and Forecasting of Leaders' and Managers' Performance -- Judgmental Approaches -- Mechanical Methods -- Judgments Integrated with Mechanical Methods -- Assessment Centers -- Summary and Conclusions -- 37 Leadership Issues for the Twenty-first Century -- Considerations in Looking Ahead -- Methodological Issues -- Substantive Issues -- Summary and Conclusions -- Glossary -- References -- Author Index -- Subject Index |
| Notes |
Rev. ed. of: Stogdill's handbook of leadership. c1981 |
| Bibliography |
Includes bibliographical references (pages 925-1114) and indexes |
| Subject |
Leadership -- Handbooks, manuals, etc.
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Leadership -- Abstracts.
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Leadership -- Bibliography.
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Leadership.
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| Genre/Form |
Handbooks and manuals.
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| Author |
Stogdill, Ralph M. (Ralph Melvin), 1904-1978.
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Stogdill, Ralph M. (Ralph Melvin), 1904-1978.
Stogdill's handbook of leadership
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| LC no. |
89017240 |
| ISBN |
0029015006 |
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