Leadership: Enhancing the Lessons of Experience (8th Edition)

$19.99

Download Leadership: Enhancing the Lessons of Experience (8th Edition) written by Richard Hughes, Robert Ginnett, Gordon Curphy in PDF format. This book is under the category Management and bearing the isbn/isbn13 number 0077862406; 9814577219; 0077760611/9780077862404/ 9789814577212/ 9780077760618. You may reffer the table below for additional details of the book.

SKU: 43cca4b3de20 Category: Tags: , ,

Specifications

book-author

Richard Hughes, Robert Ginnett, Gordon Curphy

publisher

BE; 8th Edition

file-type

PDF

language

English

asin

B00HZ3BAZY

isbn10

0077862406; 9814577219; 0077760611

isbn13

9780077862404/ 9789814577212/ 9780077760618


Book Description

Leadership: Enhancing the Lessons of Experience; eighth edition; (PDF) includes of 16 chapters; 4 of which include particular management abilities and qualities lined in every of the ebook’s 4 sections. Curphy; Hughes; and Ginnett draw upon three differing kinds of literature – empirical research; tales and findings; attention-grabbing anecdotes; and management abilities – to construct a textual content that’s personally related; attention-grabbing; and scholarly. The authors’ unique quest for a cautious balancing act of management supplies assists school college students to use concept and analysis to their actual-life experiences. The 8th Edition has been comprehensively up to date in nearly each chapter.

A more recent (ninth edition) can be accessible. Contact us for particulars

NOTE: The product solely contains the ebook; Leadership: Enhancing the Lessons of Experience; eighth edition in PDF. No access codes are included.

 

Additional information

book-author

Richard Hughes, Robert Ginnett, Gordon Curphy

publisher

BE; 8th Edition

file-type

PDF

language

English

asin

B00HZ3BAZY

isbn10

0077862406; 9814577219; 0077760611

isbn13

9780077862404/ 9789814577212/ 9780077760618

Table of contents


Table of contents :
Cover……Page 1
Title……Page 2
Copyright……Page 3
Preface……Page 9
Contents……Page 13
PART ONE: Leadership Is a Process, Not a Position……Page 20
Introduction……Page 21
What Is Leadership?……Page 22
Leadership Is Both a Science and an Art……Page 24
Leadership Is Both Rational and Emotional……Page 25
Leadership and Management……Page 27
Myth: Good Leadership Is All Common Sense……Page 30
Myth: Leaders Are Born, Not Made……Page 31
Myth: The Only School You Learn Leadership from Is the School of Hard Knocks……Page 32
The Interactional Framework for Analyzing Leadership……Page 34
The Leader……Page 35
The Followers……Page 37
The Situation……Page 43
Illustrating the Interactional Framework: Women in Leadership Roles……Page 46
There Is No Simple Recipe for Effective Leadership……Page 52
Summary……Page 54
Introduction……Page 61
The Action–Observation–Reflection Model……Page 64
Perception and Observation……Page 66
Perception and Reflection……Page 68
Perception and Action……Page 69
Reflection and Leadership Development……Page 71
Single- and Double-Loop Learning……Page 73
Making the Most of Your Leadership Experiences: Learning to Learn from Experience……Page 74
Leader Development in College……Page 77
Leader Development in Organizational Settings……Page 79
Action Learning……Page 81
Development Planning……Page 85
Coaching……Page 87
Mentoring……Page 90
Building Your Own Leadership Self-Image……Page 93
Summary……Page 95
Chapter 3 Skills for Developing Yourself as a Leader……Page 104
Before You Start: Do Your Homework……Page 105
The First Day: You Get Only One Chance to Make a First Impression……Page 106
The First Two Weeks: Lay the Foundation……Page 107
The First Two Months: Strategy, Structure, and Staffing……Page 109
The Third Month: Communicate and Drive Change……Page 110
Learning from Experience……Page 111
Taking a 10 Percent Stretch……Page 112
Keeping a Journal……Page 113
Having a Developmental Plan……Page 114
Building Technical Competence……Page 115
Becoming an Expert in the Job……Page 117
Building Effective Relationships with Superiors……Page 118
Understanding the Superior’s World……Page 119
Adapting to the Superior’s Style……Page 120
Recognizing Common Interests and Goals……Page 121
Practicing a Theory Y Attitude……Page 122
Development Planning……Page 123
Conducting a GAPS Analysis……Page 124
Identifying and Prioritizing Development Needs: Gaps of GAPS……Page 126
Bridging the Gaps: Building a Development Plan……Page 127
Transferring Learning to New Environments……Page 129
PART TWO: Focus on the Leader……Page 134
Some Important Distinctions……Page 135
Power and Leadership……Page 138
Sources of Leader Power……Page 139
Expert Power……Page 142
Referent Power……Page 143
Legitimate Power……Page 145
Reward Power……Page 146
Coercive Power……Page 147
Concluding Thoughts about French and Raven’s Power Taxonomy……Page 150
Leader Motives……Page 151
Types of Influence Tactics……Page 154
Influence Tactics and Power……Page 155
A Concluding Thought about Influence Tactics……Page 158
Summary……Page 161
Leadership and “Doing the Right Things”……Page 169
Values……Page 171
Moral Reasoning and Character-Based Leadership……Page 175
Character-Based Approaches to Leadership……Page 185
The Roles of Ethics and Values in Organizational Leadership……Page 188
Leading by Example: the Good, the Bad, and the Ugly……Page 191
Creating and Sustaining an Ethical Climate……Page 193
Summary……Page 196
Introduction……Page 204
What Is Personality?……Page 205
The Five Factor or OCEAN Model of Personality……Page 209
Implications of the Five Factor or OCEAN Model……Page 212
The Differences between Traits and Types……Page 217
Psychological Preferences as a Personality Typology……Page 219
Implications of Preferences and Types……Page 223
What Is Intelligence?……Page 226
The Triarchic Theory of Intelligence……Page 227
Implications of the Triarchic Theory of Intelligence……Page 232
Intelligence and Stress: Cognitive Resources Theory……Page 236
What Is Emotional Intelligence?……Page 239
Can Emotional Intelligence Be Measured and Developed?……Page 242
Implications of Emotional Intelligence……Page 244
Summary……Page 247
Introduction……Page 260
The Early Studies……Page 262
The Leadership Grid……Page 267
Competency Models……Page 270
The Leadership Pipeline……Page 273
Community Leadership……Page 277
Assessing Leadership Behaviors: Multirater Feedback Instruments……Page 280
Summary……Page 287
Building Credibility……Page 296
Building Expertise……Page 297
Building Trust……Page 298
Expertise × Trust……Page 300
Communication……Page 302
Choose an Appropriate Context and Medium……Page 304
Send Clear Signals……Page 305
Actively Ensure That Others Understand the Message……Page 306
Listening……Page 307
Actively Interpret the Sender’s Message……Page 308
Avoid Becoming Defensive……Page 309
Assertiveness……Page 310
Use “I” Statements……Page 312
Monitor Your Inner Dialogue……Page 314
Conducting Meetings……Page 315
List the Objectives……Page 316
Encourage Participation……Page 317
Effective Stress Management……Page 318
Identify What Is Causing the Stress……Page 321
Develop Supportive Relationships……Page 322
The A-B-C Model……Page 323
Identifying Problems or Opportunities for Improvement……Page 325
Analyzing the Causes……Page 326
Selecting and Implementing the Best Solution……Page 327
Seeing Things in New Ways……Page 328
Forming Diverse Problem-Solving Groups……Page 330
PART THREE: Focus on the Followers……Page 336
The Potter and Rosenbach Followership Model……Page 339
The Curphy and Roellig Followership Model……Page 342
Introduction……Page 350
Defining Motivation, Satisfaction, and Performance……Page 351
Understanding and Influencing Follower Motivation……Page 357
Maslow’s Hierarchy of Needs: How Does Context Affect Motivation?……Page 359
Achievement Orientation: How Does Personality Affect Motivation?……Page 361
Goal Setting: How Do Clear Performance Targets Affect Motivation?……Page 365
The Operant Approach: How Do Rewards and Punishment Affect Motivation?……Page 369
Empowerment: How Does Decision-Making Latitude Affect Motivation?……Page 375
Motivation Summary……Page 379
Understanding and Influencing Follower Satisfaction……Page 380
Global, Facet, and Life Satisfaction……Page 384
Affectivity: Is the Cup Half Empty or Half Full?……Page 389
Herzberg’s Two-Factor Theory: Does Meaningful Work Make People Happy?……Page 391
Organizational Justice: Does Fairness Matter?……Page 394
Summary……Page 395
Introduction……Page 410
Individuals versus Groups versus Teams……Page 411
The Nature of Groups……Page 413
Group Size……Page 415
Developmental Stages of Groups……Page 416
Group Roles……Page 418
Group Norms……Page 421
Group Cohesion……Page 423
Effective Team Characteristics and Team Building……Page 427
Team Leadership Model……Page 434
Outputs……Page 435
Process……Page 436
Inputs……Page 438
Creation……Page 439
Development……Page 440
Diagnosis and Leverage Points……Page 441
Concluding Thoughts about the Team Leadership Model……Page 445
Virtual Teams……Page 448
Summary……Page 452
Setting Goals……Page 460
Goals Should Be Attainable but Challenging……Page 461
Goals Require Commitment……Page 462
Providing Constructive Feedback……Page 463
Make It Helpful……Page 465
Be Descriptive……Page 466
Be Flexible……Page 467
Team Building for Work Teams……Page 468
Team-Building Interventions……Page 469
What Does a Team-Building Workshop Involve?……Page 470
Examples of Interventions……Page 471
Building High-Performance Teams: The Rocket Model……Page 472
Mission: What Are We Trying to Accomplish?……Page 474
Talent: Who Is on the Bus?……Page 475
Norms: What Are the Rules?……Page 476
Buy-In: Is Everyone Committed and Engaged?……Page 477
Morale: Can’t We All Just Get Along?……Page 478
Results: Are We Winning?……Page 479
Implications of the Rocket Model……Page 480
Delegation Frees Time for Other Activities……Page 482
Delegation Is Risky……Page 483
Decide What to Delegate……Page 484
Make the Assignment Clear and Specific……Page 485
Give Credit, Not Blame……Page 486
Coaching……Page 487
Forging a Partnership……Page 488
Inspiring Commitment: Conducting a GAPS Analysis……Page 489
Growing Skills: Creating Development and Coaching Plans……Page 490
Promoting Persistence: Helping Followers Stick to Their Plans……Page 491
Transferring Skills: Creating a Learning Environment……Page 492
Concluding Comments……Page 493
PART FOUR: Focus on the Situation……Page 498
Introduction……Page 500
How Tasks Vary, and What That Means for Leadership……Page 505
Problems and Challenges……Page 507
From the Industrial Age to the Information Age……Page 509
The Formal Organization……Page 511
The Informal Organization: Organizational Culture……Page 514
A Theory of Organizational Culture……Page 520
The Environment……Page 523
Are Things Changing More Than They Used To?……Page 524
Leading across Societal Cultures……Page 526
What Is Societal Culture?……Page 530
The GLOBE Study……Page 531
Implications for Leadership Practitioners……Page 534
Summary……Page 535
Introduction……Page 543
Leader–Member Exchange (LMX) Theory……Page 544
Concluding Thoughts about the LMX Model……Page 545
Levels of Participation……Page 546
Decision Quality and Acceptance……Page 547
The Decision Tree……Page 548
Concluding Thoughts about the Normative Decision Model……Page 551
Leader Behaviors……Page 553
Prescriptions of the Model……Page 555
Concluding Thoughts about the Situational Leadership® Model……Page 556
The Least Preferred Co-worker Scale……Page 558
Situational Favorability……Page 560
Prescriptions of the Model……Page 561
Concluding Thoughts about the Contingency Model……Page 563
Leader Behaviors……Page 565
The Followers……Page 566
The Situation……Page 568
Prescriptions of the Theory……Page 569
Concluding Thoughts about the Path–Goal Theory……Page 570
Summary……Page 572
Introduction……Page 579
The Rational Approach to Organizational Change……Page 580
Dissatisfaction……Page 583
Model……Page 585
Process……Page 588
Resistance……Page 589
Concluding Comments about the Rational Approach to Organizational Change……Page 593
Charismatic Leadership: A Historical Review……Page 596
Vision……Page 603
Rhetorical Skills……Page 604
Image and Trust Building……Page 605
Follower Characteristics……Page 607
Feelings of Empowerment……Page 608
Crises……Page 610
Concluding Thoughts about the Characteristics of Charismatic and Transformational Leadership……Page 611
Bass’s Theory of Transformational and Transactional Leadership……Page 614
Research Results of Transformational and Transactional Leadership……Page 616
Summary……Page 618
Introduction……Page 632
Destructive Leadership……Page 635
Managerial Incompetence……Page 639
Managerial Derailment……Page 645
The Six Root Causes of Managerial Incompetence and Derailment……Page 654
Stuff Happens: Situational and Follower Factors in Managerial Derailment……Page 656
The Lack of Organizational Fit: Stranger in a Strange Land……Page 659
More Clues for the Clueless: Lack of Situational and Self-Awareness……Page 661
Lack of Intelligence, Subject Matter Expertise, and Team-Building Know-How: Real Men of Genius……Page 663
Poor Followership: Fire Me, Please……Page 667
Dark-Side Personality Traits: Personality as a Method of Birth Control……Page 670
Summary……Page 675
Creating a Compelling Vision……Page 685
Ideas: The Future Picture……Page 686
Expectations: Values and Performance Standards……Page 687
Emotional Energy: The Power and the Passion……Page 688
Edge: Stories, Analogies, and Metaphors……Page 689
What Is Conflict?……Page 690
Is Conflict Always Bad?……Page 691
Conflict Resolution Strategies……Page 692
Focus on Interests, Not Positions……Page 696
Diagnosing Performance Problems in Individuals, Groups, and Organizations……Page 697
Capabilities……Page 698
Team Building at the Top……Page 699
Applying Individual Skills and Team Skills……Page 700
Tripwire Lessons……Page 701
Punishment……Page 704
Myths Surrounding the Use of Punishment……Page 705
Punishment, Satisfaction, and Performance……Page 706
Administering Punishment……Page 709
B……Page 714
C……Page 716
E……Page 717
G……Page 718
H……Page 719
J……Page 720
K……Page 721
M……Page 722
P……Page 724
R……Page 725
S……Page 726
T……Page 727
W……Page 728
Z……Page 729

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