book

Leadership in Organizations, Eight Edition

by Gary A. Yukl

July 2013

Beginner to intermediate

480 pages

28h 30m

English

Pearson

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Learning Objectives Definitions of LeadershipSpecialized Role or Shared Influence Process?Type of Influence ProcessPurpose of Influence AttemptsInfluence Based on Reason or EmotionsDirect and Indirect LeadershipLeadership or ManagementA Working Definition of Key TermsIndicators of Leadership EffectivenessImmediate and Delayed OutcomesWhat Criteria to Use?Major Perspectives in Leadership Theory and ResearchTrait ApproachBehavior ApproachPower-Influence ApproachSituational ApproachIntegrative Approach Level of Conceptualization for Leadership TheoriesIntra-Individual ProcessesDyadic ProcessesGroup ProcessesOrganizational ProcessesMulti-level TheoriesOther Bases for Comparing Leadership TheoriesLeader-Centered or Follower-Centered TheoryDescriptive or Prescriptive TheoryUniversal or Contingency Theory Organization of the BookSummary Review and Discussion Questions Key Terms
Learning Objectives Activity Patterns for ManagersPace of Work Is Hectic and UnrelentingContent of Work Is Varied and FragmentedMany Activities Are ReactiveInteractions Often Involve Peers and OutsidersDecision Making and Planning by ManagersEmotions and Intuition are Often InvolvedImportant Decisions are Disorderly and Political Routine Decisions are DifferentMost Planning Is Informal and Adaptive Managerial RolesMintzberg's Taxonomy of RolesRole ConflictsDemands, Constraints, and ChoicesCore ComponentsSituational DeterminantsHow Much Discretion Do Managers Have?Other Determinants of Managerial Work Level of ManagementSize of Organizational UnitExternal DependenciesCrisis SituationsStage in the Organizational Life CycleSocial Changes Affecting Managerial WorkLimitations of the Descriptive ResearchGuidelines for ManagersSummary Review and Discussion Questions Key Terms Case Acme Manufacturing CompanyQuestions
Learning Objectives Ways for Describing Leadership BehaviorMajor Types of Leadership BehaviorTask and Relations Behaviors Change-oriented BehaviorParticipative Leadership Transformational LeadershipExternal Leadership BehaviorsMethods for Studying the Effects of Leader BehaviorExample of a Critical Incident StudyExample of Diary Incident Study Examples of Field ExperimentsInterpreting Causality in Leader Behavior ResearchEffects of Task and Relations BehaviorsGeneral FindingsEvaluation of the Behavior ResearchPlanning Work Activities Clarifying Roles and ObjectivesGuidelines for Clarifying Monitoring Operations and PerformanceGuidelines for MonitoringSupportive LeadershipGuidelines for SupportingDeveloping Subordinate Skills Guidelines for Developing Providing Praise and RecognitionGuidelines for RecognizingSummary Review and Discussion Questions Key Terms Case Consolidated ProductsQuestions Case Air Force Supply SquadronQuestions
Learning Objectives Types of Change in Teams and OrganizationsRoles or AttitudesTechnologyStrategyEconomics or PeopleChange ProcessesStages in the Change ProcessStages in Reaction to a ChangePrior Experience and Reactions to ChangeReasons for Accepting or Rejecting ChangeProposed Change Is Not NecessaryProposed Change Is Not FeasibleChange Is Not Cost EffectiveChange Would Cause Personal LossesProposed Change Is Inconsistent With ValuesLeaders Not TrustedSummaryImplementing ChangeDetermining What to ChangeUnderstanding Systems DynamicsResponsibility for Implementing Major ChangeThe Pace and Sequencing of ChangesGuidelines for Implementing ChangeHow Visions Influence ChangeDesirable Characteristics for a VisionElements of a VisionGuidelines for Developing a VisionCollective Learning and InnovationInternal Creation of New KnowledgeExternal Acquisition of New KnowledgeExploration and ExploitationKnowledge Diffusion and ApplicationLearning OrganizationsGuidelines for Enhancing Learning and InnovationSummary Review and Discussion Questions Key Terms Case Ultimate Office Products Questions
Learning Objectives Nature of Participative LeadershipVarieties of ParticipationPotential Benefits of Participative LeadershipObjectives for Different ParticipantsResearch on Effects of Participative Leadership Example of an Experimental Field StudyFindings in Participation ResearchNormative Decision ModelDecision Acceptance and QualitySituational Variables Decision RulesSummary Guidelines for Participative LeadershipDiagnosing Decision SituationsEncouraging ParticipationDelegationVarieties of DelegationPotential Benefits from Delegation Reasons for Lack of DelegationResearch on Consequences of DelegationGuidelines for DelegatingWhat to DelegateHow to DelegatePerceived EmpowermentNature of Psychological EmpowermentHow Leaders Can Increase EmpowermentEmpowerment ProgramsLeader Selection and AssessmentDemocratic Decision ProceduresShared Leadership ResponsibilitiesInformation SharingConsequences of Empowerment ProgramsSummary Review and Discussion Questions Key Terms Case Echo ElectronicsQuestions Case Alvis CorporationQuestions

Learning Objectives Introduction to the Trait Approach Individual Attributes Relevant for LeadershipTypes of Research on Leader Traits and SkillsOverview of Findings in the Trait ResearchFindings in Research on Derailed ManagersPersonality Traits and Effective LeadershipEnergy Level and Stress ToleranceSelf-ConfidenceInternal Locus of ControlEmotional Stability and Maturity Power Motivation Personal IntegrityNarcissism Achievement OrientationNeed for AffiliationThe Big Five Personality TraitsSkills and Effective LeadershipTechnical SkillsConceptual SkillsInterpersonal SkillsManagerial CompetenciesEmotional IntelligenceSocial IntelligenceLearning AbilitySituational Relevance of Skills Level of ManagementType of OrganizationExternal EnvironmentEvaluation of the Trait Approach Guidelines for ManagersSummary Review and Discussion Questions Key Terms Case National ProductsCharley Adams Bill StuartRay JohnsonQuestions
Learning Objectives General Description of Contingency TheoriesTypes of VariablesCausal Effects of Situational VariablesEarly Contingency TheoriesPath-Goal TheoryLeadership Substitutes TheorySituational Leadership TheoryThe LPC Contingency ModelCognitive Resources TheoryMultiple-linkage Model Mediating VariablesSituational VariablesShort-Term Actions to Correct DeficienciesLong-Term Effects on Group Performance Conceptual Weaknesses in Contingency TheoriesOver-emphasis on Behavior Meta-categoriesAmbiguous Description of RelationshipsInadequate Explanation of Causal EffectsLack of Attention to Behavior PatternsLack of Attention to Joint Effects of Situational VariablesFailure to Distinguish Between Mediators and Situational ModeratorsResearch on Contingency TheoriesComparative Evaluation of Contingency Theories Guidelines for Adaptive Leadership Guidelines for Managing Immediate CrisesSummary Review and Discussion Questions Key Terms Case Foreign Auto ShopPart 1Questions Part 2Questions
Learning Objectives Power and Influence ConceptsPowerAuthorityInfluence ProcessesGeneral Types of Influence TacticsInfluence OutcomesPower SourcesLegitimate PowerReward PowerCoercive PowerReferent PowerExpert PowerInformation PowerEcological PowerPosition and Personal PowerHow Power Is Gained or LostSocial Exchange TheoryStrategic Contingencies TheoryInstitutionalization of PowerConsequences of PowerGuidelines for Using Power How to Use Legitimate PowerHow to Use Reward PowerHow to Use Coercive PowerHow to Use Expert PowerHow to Use Referent PowerProactive Influence TacticsRational PersuasionApprisingInspirational Appeals ConsultationExchangeCollaborationIngratiationPersonal AppealsLegitimating TacticsPressureCoalition TacticsEffectiveness of Proactive TacticsEffects of Individual TacticsCombining TacticsSequencing TacticsUsing the Tactics to Resist Influence Attempts Guidelines for Specific TacticsRational PersuasionInspirational AppealsConsultationCollaborationPower and Influence BehaviorSummary Review and Discussion Questions Key Terms Case Restview HospitalQuestions Case Sporting Goods StoreQuestions
Learning Objectives Leader-Member Exchange Theory Research on LMXDeterminants and Consequences of LMXEvaluation of LMX TheoryLeader Attributions About SubordinatesTwo-Stage Attribution ModelOther Determinants of Leader AttributionsLeader Influence on Follower EmotionsGuidelines for Correcting Performance DeficienciesFollower Attributions and Implicit TheoriesDeterminants of Follower Attributions about LeadersImplications of Follower Attributions about LeadersImplicit Leadership Theories Impression Management by Leaders and FollowersImpression Management by FollowersImpression Management by LeadersFollower Contributions to Effective LeadershipFollower Identities and BehaviorIntegrating Leader and Follower RolesSelf-Management Self-Management Strategies Effects of Self-ManagementHow Leaders Encourage Self-ManagementGuidelines for FollowersSummary Review and Discussion Questions Key Terms Case Cromwell ElectronicsQuestions Case American Financial CorporationQuestions
Learning Objectives Determinants of Team Performance Commitment to Task Objectives and StrategiesMember Skills and Role Clarity Internal Organization and CoordinationExternal CoordinationResources and Political SupportCooperation and Mutual TrustCollective Efficacy and PotencyAccurate, Shared Mental ModelsMember DiversityGroup Process Dichotomies Functional Work TeamsCross-functional TeamsBenefits and Limitations of Cross-functional TeamsLeadership in Cross-functional Teams Self-managed Work TeamsBenefits and Limitations of Self-managed Teams Leadership in Self-managed TeamsVirtual Teams Benefits and Limitations of Virtual Teams Guidelines for Leading TeamsLeading Decision Groups Task-oriented FunctionsGroup Maintenance FunctionsWho Should Perform the Leadership FunctionsGuidelines for Leading MeetingsSummary Review and Discussion Questions Key Terms Case Southwest Engineering ServicesQuestions
Learning Objectives Determinants of Organizational PerformanceAdaptation to the EnvironmentEfficiency and Process ReliabilityHuman Resources and RelationsCompetitive StrategyManagement Programs, Systems, and StructuresHow Leaders Influence Organizational PerformanceTrade-offs and SynergiesCoordinating Leadership Across Levels and SubunitsSituations Affecting Strategic LeadershipConstraints on Top ExecutivesEnvironmental Uncertainty and CrisesOrganizational CultureFunctions of CultureCulture and Organizational PerformanceLeader Influence on CultureDifficulty of Culture ChangeResearch on Effects of Strategic LeadershipStudies of CEO SuccessionDescriptive Studies of CEO Decisions and ActionsSurvey Studies on CEO LeadershipEvaluation of Research on Strategic LeadershipExecutive TeamsPotential AdvantagesFacilitating ConditionsLeadership of Executive TeamsExample of a Study on Executive TeamsEmerging Conceptions of Organizational LeadershipShared and Distributed LeadershipRelational LeadershipComplexity Theory of Leadership Two Key Responsibilities for Top ExecutivesExternal MonitoringDeveloping Competitive Strategy Guidelines for Strategic LeadershipSummary Review and Discussion Questions Key Terms Case CostcoQuestions Case Turnaround at NissanQuestions
Learning Objectives Attribution Theory of Charismatic LeadershipLeader BehaviorsInfluence ProcessesFacilitating ConditionsSelf-Concept Theory of Charismatic LeadershipLeader Traits and BehaviorsInfluence ProcessesFacilitating ConditionsOther Conceptions of Charisma Psychodynamic ProcessesClose and Distant CharismaCharismatic versus Ideological and Pragmatic LeadersConsequences of Charismatic LeadershipPositive and Negative CharismaticsEffects of Positive CharismaticsThe Dark Side of CharismaPractical Implications for OrganizationsTransformational LeadershipLeader BehaviorsInfluence ProcessesFacilitating ConditionsResearch on Charismatic and Transformational LeadershipSurvey StudiesLaboratory and Field ExperimentsComparative Analyses of Leader DescriptionsExample of a Comparative Biographical StudyIntensive Case StudiesExample of an Intensive Case StudyComparison of Charismatic and Transformational LeadershipEvaluation of the TheoriesRelevance of Antecedents Explanation of Mediating ProcessesImplications for Change and Effectiveness Identification of Situational VariablesGuidelines for Inspirational LeadershipSummary Review and Discussion Questions Key Terms Case Astro AirlinesPart 1Questions Part 2Questions
Learning Objectives Conceptions of Ethical LeadershipDefining Ethical LeadershipPersonal Integrity and Ethical LeadershipDilemmas in Assessing Ethical LeadershipInfluencing ExpectationsInfluencing Values and BeliefsMultiple Stakeholders and Competing ValuesDeterminants and Consequences of Ethical LeadershipIndividual Determinants of Ethical LeadershipSituational Influences on Ethical LeadershipConsequences of Ethical and Unethical LeadershipTheories of Ethical LeadershipTransforming LeadershipServant LeadershipSpiritual LeadershipAuthentic LeadershipEvaluation of Ethical Leadership Theories Comparison to Transformational and Charismatic Leadership Evaluation of the Ethical Leadership TheoriesGuidelines for Ethical LeadershipWays for Individuals to Promote Ethical PracticesPrograms to Promote Ethical Behavior Cultural Values, Laws, and Professional StandardsSummary Review and Discussion Questions Key Terms Case Unethical Leadership at EnronQuestions
Learning Objectives Introduction to Cross-cultural LeadershipImportance of Cross-cultural ResearchTypes of Cross-cultural StudiesCultural Influences on Leadership BehaviorCross-cultural Research on Behavior DifferencesCross-cultural Research on the Effects of Leader BehaviorThe GLOBE ProjectCultural Value Dimensions and LeadershipPower DistanceUncertainty AvoidanceIndividualism (vs. Collectivism)Gender EgalitarianismPerformance OrientationHumane OrientationCulture ClustersEvaluation of Cross-cultural ResearchGender and LeadershipSex-based DiscriminationTheories of Male AdvantageTheory of Feminine AdvantageExplanations for the Glass CeilingFindings in Research on Gender DifferencesLimitations of Research on Gender DifferencesIdentifying Causes and Reducing DiscriminationSummary of Leader Gender ResearchManaging DiversityFostering Appreciation and ToleranceProviding Equal OpportunitySummary Review and Discussion Questions Key Terms Case Madison, Jones, and ConklinQuestions
Learning Objectives Leadership Training ProgramsTypes of Leadership Training ProgramsDesign of Leadership TrainingEffects of Leadership Training Learning from ExperienceAmount of Challenge Variety of Tasks or AssignmentsAccurate, Relevant FeedbackDevelopmental Activities Multisource Feedback ProgramsDevelopmental Assessment CentersDevelopmental AssignmentsMentoringExecutive CoachingSimulationsPersonal Growth ProgramsFacilitating Conditions for Leadership DevelopmentSupport by the BossLearning ClimateCriteria for Developmental AssignmentsSystems Perspective on Leadership DevelopmentRelationships Among ApproachesIntegrating Developmental ActivitiesLeadership Development for the OrganizationGuidelines for Self-DevelopmentSummary Review and Discussion Questions Key Terms Case Federated IndustriesQuestions
Learning Objectives Major Findings About Effective LeadershipThe Leadership SituationLeadership BehaviorPower and InfluenceTraits and SkillsMultilevel Explanatory Processes Motivation and CommitmentSocial Identification Trust and CooperationKnowledge and SkillsSpecializationPerceived Efficacy and OptimismEmpowermentCollective Learning and InnovationToward an Integrating Conceptual FrameworkLimitations in Leadership ResearchQualitative versus Quantitative MethodsSurvey versus Experimental StudiesLevel of AnalysisOther Methodological IssuesSummary of Research LimitationsConcluding ThoughtsThe Essence of Effective LeadershipThe State of the FieldReview and Discussion Questions Key Terms

Content preview from Leadership in Organizations, Eight Edition

N

Narcissism, 143–144
Narcissistic Personality Inventory, 143
Needs
- for achievement, 121, 145, 147
- for affiliation, 146, 157
- for esteem, 157
- for independence, 157
- for power, 142–143, 145, 147, 156
Negative charismatics, 317–318
Negotiator role, 30–31
Networking, process of, 26, 53, 263
Neutralizer, 164
Neutralizers, 165
Nissan, 306–308
Nominal group technique, 270
Normative decision model, 111–114, 382
- causal relationships, 113
- decision acceptance, 112
- decision procedures in, 111
- decision quality, 112
- decision rules, 113–114
- effect of participation on decision quality, 112
- simplified version, 114
- situational variables in, 112–113
- Vroom‐Jago model, 114, 131
- Vroom‐Yetton model, 111–114, 131

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Publisher Resources

ISBN: 9780132771863