Bass & Stogdill's handbook of leadership : theory, research, and managerial applications
TITLE_DISPLAY:
Bass & Stogdill's handbook of leadership : theory, research, and managerial applications
Auteur:
Informations de publication:
New York : Free Press ; London : Collier Macmillan, c1990.
Format de document:
Livres
Description matérielle:
xv, 1182 p. : ill. ; 25 cm.
Terme de vedette-matière:
Numéro international normalisé des livres (ISBN):
9780029015001
Disponible:*
Bibliothèque | Type de document | Numéro de cote topographique | Nombre d'enregistrements enfants | Emplacement | Statut | Réservations du document |
|---|---|---|---|---|---|---|
Recherche en cours... Science | Book | 658.4092 B317B | 1 | Stacks | Recherche en cours... Inconnu | Recherche en cours... Indisponible |
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Résumé
Résumé
Bernard M.Bass has incorporated a decade of new findings on the newest theories and models of leadership; intellectual and interpersonal competence; motivation; the nature of power and Machiavellianism; charismatic and transformational leadership; leadership and women, Hispanics, and Orientals; leadership succession; substitutes; culture; and the role of leadership and organizations in dealing with stress, crisis, and disaster.
Table des matières
| 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 LeadingTime 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 PowerSources 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 LeadersA 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 StylesLaissez-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 GroupThe 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 |
| NetworksLeadership in Experimental Communication Networks |
| Substitutes for Leadership |
| Summary and Conclusions |
| 31 Persistence, Transfer, and Succession of Leadership |
| Persistence |
| Transfer of Leadership |
| Succession |
| Summary and Conclusions |
| Part VII Diverse Groups |
| 32 Women |
Free Press ; Collier Macmillan,
Livres
Bass, Bernard M.
Bass, Bernard M.
Stogdill, Ralph M. (Ralph Melvin), 1904-1978.
Stogdill, Ralph M. (Ralph Melvin), 1904-1978. Stogdill's handbook of leadership.
1990
9780029015001
New York : Free Press ; London : Collier Macmillan, c1990.
3rd ed.
SD_ILS:721043
658.4092 B317B
Bass & Stogdill's handbook of leadership : theory, research, and managerial applications
Bass & Stogdill's handbook of leadership : theory, research, and managerial applications
Bass & Stogdill's handbook of leadership : theory, research, and managerial applications
Stogdill's handbook of leadership.
Bass & Stogdill's handbook of leadership :
Bass, Bernard M.
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