Leadership : theory, application & skill development / Robert N. Lussier, Ph. D., Springfield College, Christopher F. Achua, D.B.A., University of Virginia's College at Wise

Previously published: Mason, OH : South-Western Cengage Learning, 2013

Machine generated contents note: pt. ONE INDIVIDUALS AS LEADERS -- ch. 1 Who Is a Leader and What Skills Do Leaders Need? -- Leadership Described -- Leadership Development -- Defining Leadership with Five Key Elements -- Leadership Skills -- Are Leaders Born or Made? -- Can Leadership Be Taught and Skills Developed? -- Managerial Leadership Skills -- Leadership Managerial Roles -- Interpersonal Roles -- Informational Roles -- Decisional Roles -- Levels of Analysis of Leadership Theory -- Individual Level of Analysis -- Group Level of Analysis -- Organizational Level of Analysis -- Interrelationships among the Levels of Analysis -- Leadership Theory Paradigms -- The Trait Theory Paradigm -- The Behavioral Leadership Theory Paradigm -- The Contingency Leadership Theory Paradigm -- The Integrative Leadership Theory Paradigm -- From the Management to the Leadership Theory Paradigm -- Objectives of the Book -- Leadership Theory -- Application of Leadership Theory

Contents note continued: Leadership Skill Development -- Flexibility -- Organization of the Book -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: From Steve Jobs to Tim Cook---Apple -- VIDEO CASE: Leadership at P.F. Chang's -- Developing Your Leadership Skills 1-1 -- Developing Your Leadership Skills 1-2 -- ch. 2 Leadership Traits and Ethics -- Personality Traits and Leadership Trait Universality -- Personality and Traits -- Personality Profiles -- Leadership Trait Universality -- The Big Five Including Traits of Effective Leaders -- Surgency -- Agreeableness -- Adjustment -- Conscientiousness -- Openness -- The Personality Profile of Effective Leaders -- Achievement Motivation Theory -- Leader Motive Profile Theory -- Leadership Attitudes -- Theory X and Theory Y -- The Pygmalion Effect -- Self-Concept -- How Attitudes Develop Leadership Styles -- Ethical Leadership -- Does Ethical Behavior Pay?

Contents note continued: Factors Influencing Ethical Behavior -- How People Justify Unethical Behavior -- Guides to Ethical Behavior -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Blake Mycoskie and TOMS -- VIDEO CASE: "P.F." Chang's Serves Its Workers Well -- Developing Your Leadership Skills 2-1 -- Developing Your Leadership Skills 2-2 -- Developing Your Leadership Skills 2-3 -- ch. 3 Leadership Behavior and Motivation -- Leadership Behavior and Styles -- Leadership Behavior -- Leadership Styles and the University of Iowa Research -- University of Michigan and Ohio State University Studies -- University of Michigan: Job-Centered and Employee-Centered Behavior -- Ohio State University: Initiating Structure and Consideration Behavior -- Differences, Contributions, and Applications of Leadership Models -- The Leadership Grid -- Leadership Grid Theory -- Leadership Grid and High-High Leader Research

Contents note continued: Behavioral Theory Contributions and Applications -- Leadership and Major Motivation Theories -- Motivation and Leadership -- The Motivation Process -- An Overview of Three Major Classifications of Motivation Theories -- Content Motivation Theories -- Hierarchy of Needs Theory -- Two-Factor Theory -- Acquired Needs Theory -- Balancing Work--Life Needs -- Process Motivation Theories -- Equity Theory -- Expectancy Theory -- Goal-Setting Theory -- Using Goal Setting to Motivate Employees -- Reinforcement Theory -- Types of Reinforcement -- Schedules of Reinforcement -- You Get What You Reinforce -- Motivating with Reinforcement -- Giving Praise -- Putting the Motivation Theories Together within the Motivation Process -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Facebook COO Sheryl Sandberg -- VIDEO CASE: Motivation at Washburn Guitars -- Developing Your Leadership Skills 3-1

Contents note continued: Behavior Model Skills Training 3-1 -- Behavior Model Video 3-1 -- Developing Your Leadership Skills 3-2 -- ch. 4 Contingency Leadership Theories -- Contingency Leadership Theories and Models -- Leadership Theories versus Leadership Models -- Contingency Theory and Model Variables -- Global Contingency Leadership -- Contingency Leadership Theory and Model -- Leadership Style and the LPC -- Situational Favorableness -- Determining the Appropriate Leadership Style -- Research, Criticism, and Applications -- Leadership Continuum Theory and Model -- Path--Goal Leadership Theory and Model -- Situational Factors -- Leadership Styles -- Research, Criticism, and Applications -- Normative Leadership Theory and Models -- Leadership Participation Styles -- Model Questions to Determine the Appropriate Leadership Style -- Selecting the Time-Driven or Development-Driven Model for the Situation -- Determining the Appropriate Leadership Style

Contents note continued: Research, Criticism, and Applications -- Putting the Behavioral and Contingency Leadership Theories Together -- Prescriptive and Descriptive Models -- Leadership Substitutes Theory -- Substitutes and Neutralizers -- Leadership Style -- Changing the Situation -- Research, Criticism, and Applications -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Foxconn Technology Group -- VIDEO CASE: Leadership at McDonald's -- Developing Your Leadership Skills 4-1 -- Developing Your Leadership Skills 4-2 -- ch. 5 Influencing: Power, Politics, Networking, and Negotiation -- Power -- Sources of Power -- Types of Power and Influencing Tactics, and Ways to Increase Your Power -- Organizational Politics -- The Nature of Organizational Politics -- Political Behavior -- Guidelines for Developing Political Skills -- Networking -- Perform a Self-Assessment and Set Goals -- Create Your One-Minute Self-Sell -- Develop Your Network

Contents note continued: Conduct Networking Interviews -- Maintain Your Network -- Social Networking at Work -- Negotiation -- Negotiating -- The Negotiation Process -- Ethics and Influencing -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Organizational Power and Politics -- VIDEO CASE: Employee Networks at Whirlpool Corporation -- Developing Your Leadership Skills 5-1 -- Developing Your Leadership Skills 5-2 -- Developing Your Leadership Skills 5-3 -- Developing Your Leadership Skills 5-4 -- pt. TWO TEAM LEADERSHIP -- ch. 6 Communication, Coaching, and Conflict Skills -- Communication -- Communication and Leadership -- Sending Messages and Giving Instructions -- Receiving Messages -- Feedback -- The Importance of Feedback -- Common Approaches to Getting Feedback on Messages---and Why They Don't Work -- How to Get Feedback on Messages -- Coaching -- How to Give Coaching Feedback -- What Is Criticism---and Why Doesn't It Work?

Contents note continued: The Coaching Model for Employees Who Are Performing Below Standard -- Mentoring -- Managing Conflict -- The Psychological Contract -- Conflict Management Styles -- Collaborating Conflict Management Style Models -- Initiating Conflict Resolution -- Responding to Conflict Resolution -- Mediating Conflict Resolution -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Reed Hastings---Netflix -- VIDEO CASE: Communication at Navistar International -- Developing Your Leadership Skills 6-1 -- Behavior Model Skills Training 6-1 -- Behavior Model Video 6-1 -- Developing Your Leadership Skills 6-2 -- Behavior Model Skills Training 6-2 -- Behavior Model Video 6-2 -- Developing Your Leadership Skills 6-3 -- Developing Your Leadership Skills 6-4 -- Behavior Model Video 6-3 -- Developing Your Leadership Skills 6-5 -- Behavior Model Video 6-4 -- ch. 7 Leader--Member Exchange and Followership

Contents note continued: From Vertical Dyadic Linkage Theory to Leader--Member Exchange Theory -- Vertical Dyadic Linkage Theory -- Leader--Member Exchange (LMX) Theory -- Factors That Influence LMX Relationships -- The Benefits of High-Quality LMX Relationships -- Criticisms of LMX Theory -- Followership -- Defining Followership -- Types of Followers -- Becoming an Effective Follower -- Guidelines to Becoming an Effective Follower -- Factors That Can Enhance Follower Influence -- Dual Role of Being a Leader and a Follower -- Delegation -- Delegating -- Delegation Decisions -- Delegating with the Use of a Model -- Evaluating Followers: Guidelines for Success -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: W.L. Gore & Associates -- VIDEO CASE: Delegation at Boyne USA Resorts -- Developing Your Leadership Skills 7-1 -- Behavior Model Skills Training -- The Delegation Model -- Behavior Model Video 7.1

Contents note continued: Developing Your Leadership Skills 7-2 -- ch. 8 Team Leadership and Self-Managed Teams -- The Use of Teams in Organizations -- Is It a Group or a Team? -- Benefits and Limitations of Teamwork -- What Is an Effective Team? -- Characteristics of Highly Effective Teams -- Team Leadership -- Organizational Culture and Team Creativity -- Types of Teams -- Functional Team -- Cross-Functional Team -- Virtual Team -- Self-Managed Team (SMT) -- Decision Making in Teams -- Normative Leadership Model -- Team-Centered Decision-Making Model -- Advantages and Disadvantages of Team-Centered Decision Making -- Conducting Effective Team Meetings -- Planning Meetings -- Conducting Meetings -- Handling Problem Members -- Self-Managed Teams -- The Nature of Self-Managed Teams -- The Benefits of Self-Managed Teams -- Top Management and Self-Managed Team Success -- The Changing Role of Leadership in Self-Managed Teams -- The Challenges of Implementing Self-Managed Teams

Contents note continued: Chapter Summary -- Key Terms -- Review Questions -- Critical Thinking Questions -- CASE: Frederick W. Smith---FedEx -- VIDEO CASE: The NEADS Team: People and Dogs -- Behavior Model Skills Training 8-1 -- Leadership Decision-Making Model -- Behavior Model Video 8-1 and Video Exercise -- Developing Your Leadership Skills 8-1 -- Developing Your Leadership Skills 8-2 -- pt. THREE ORGANIZATIONAL LEADERSHIP -- ch. 9 Charismatic and Transformational Leadership -- Charismatic Leadership -- Weber's Conceptualization of Charisma -- Locus of Charismatic Leadership -- The Effects of Charismatic Leaders on Followers -- How One Acquires Charismatic Qualities -- Charisma: A Double-Edged Sword -- Transformational Leadership -- The Effects of Transformational Leadership -- Transformational versus Transactional Leadership -- The Transformation Process -- Charismatic-Transformational Leadership -- Qualities of Effective Charismatic and Transformational Leadership

Contents note continued: Charismatic and Transformational Leadership: What's the Difference? -- Stewardship and Servant Leadership -- Stewardship and Attributes of the Effective Steward Leader -- Servant Leadership and Attributes of the Effective Servant Leader -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Ursula Burns: Xerox's Chairwoman and CEO -- VIDEO CASE: Timbuk2: Former CEO Sets a Course -- Developing Your Leadership Skills 9-1 -- ch. 10 Leadership of Culture, Ethics, and Diversity -- What Is Organizational Culture? -- Culture Creation and Sustainability -- The Power of Culture -- Strong versus Weak Cultures -- The Leader's Role in Influencing Culture -- Types of Culture -- National Culture Identities---Hofstede's Value Dimensions -- Organizational Ethics -- Fostering an Ethical Work Environment -- Authentic Leadership -- Diversity Leadership -- The Changing Work Place -- Benefits of Embracing Diversity

Contents note continued: Creating a Pro-Diversity Organizational Culture -- The Effects of Globalization on Diversity Leadership -- Chapter Summary -- Key Terms -- Review Questions -- Critical-Thinking Questions -- CASE: Mary Barra---New CEO of General Motors -- VIDEO CASE: Diversity at PepsiCo -- Developing Your Leadership Skills 10-1 -- Developing Your Leadership Skills 10-2 -- Developing Your Leadership Skills 10-3 -- ch. 11 Strategic Leadership and Change Management -- Strategic Leadership -- Globalization and Environmental Sustainability -- Strategic Leadership and the Strategic Management Process -- The Strategic Management Process -- Crafting a Vision and Mission Statement -- Setting Organizational Objectives -- Strategy Formulation -- Strategy Execution -- Strategy Evaluation and Control -- Leading Organizational Change -- The Need for Organizational Change -- The Role of Top Leaders in Managing Change -- The Change Management Process -- Why People Resist Change

Contents note continued: Minimizing Resistance to Change -- Chapter Summary -- Key Terms -- Review Questions -- Critical Thinking Questions -- CASE: Nike in the Era of CEO Mark Parker -- VIDEO CASE: Original Penguin Spreads Its Wings -- Developing Your Leadership Skills 11-1 -- Developing Your Leadership Skills 11-2 -- Developing Your Leadership Skills 11-3 -- ch. 12 Crisis Leadership and the Learning Organization -- Crisis Leadership -- Crisis Communication in the Age of Social Media -- Formulating a Crisis Plan -- The Three-Stage Crisis Management Plan -- The Five-Step Crisis Risk Assessment Model -- Effective Crisis Communication -- Guideliness to Effective Crisis Communication -- The Learning Organization and Knowledge Management -- Learning Organization Characterisitcs -- What Is Knowledge Management? -- Traditional Versus the Learning Organization -- The Learning Organizational Culture and Firm Performance

Contents note continued: The Role of Leaders in Creating a Learning Organization Culture -- Chapter Summary -- Key Terms -- Review Questions -- Critical Thinking Questions -- CASE: Merck CEO--Ken Frazier. First African American Leading a Major Pharmaceutical Company -- VIDEO CASE: Managing in Turbulent Times at Second City Theater -- Developing Your Leadership Skills 12-1 -- Developing Your Leadership Skills 12-2

The most practical leadership textbook on the market, LEADERSHIP 6e uses a unique three-pronged approach to teach leadership concepts and theory. The authors combine traditional theory with cutting-edge leadership topics in a concise presentation packed with real-world examples