Leadership: Understanding the Dynamics of Power and Influence in Organizations, Second EditionRobert P. Vecchio University of Notre Dame Pess, 2007 M06 1 - 600 páginas Today, there are a growing number of business schools, law schools, and continuing education programs in executive development and management training that offer leadership classes. Despite the growing curricular recognition of this area, there is a shortage of strong college-level texts. Leadership, second edition—a completely up-to-date anthology of key writings by well-known contributors—meets this need for a textbook that encompasses the major theories in the field of leadership. Leadership is divided into six sections. Part I provides an overview of the subject with readings that examine what leaders actually do, as well as the many myths surrounding the notion of leadership. Part II focuses on the fundamentals of leadership by taking a close look at the specific tactics people use to get their own way. These readings analyze the political games people play and the two-way nature of leader-subordinate influence. Part III considers problems that can arise from leadership gone wrong—when power and influence are abused. The major formal models of leadership that have been offered over the years are reviewed in Part IV. The next section looks at contemporary views of leadership, emphasizing reliance on maturity of subordinates for success, including leadership in the context of self-directed work teams, entrepreneurial leadership, the notion of the leader as servant, and examples of leaders who are recognized for having empowered others or for providing moral leadership. The final section examines the roles of societal and organizational cultures as they pertain to leadership. Robert P. Vecchio has updated the second edition with six new articles. Aimed at upper-level undergraduate and graduate-level courses, Leadership continues to provide classic essays by the major figures in the field of leadership along with topical essays on current and emerging issues. |
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... factors in which leadership, at best, can play only a minor role. For instance, M. C. Brown (1982, p. 1) concluded that “once other factors influencing effectiveness are accounted for, it is likely that leadership will have little ...
... factors. Therefore, they can have only limited impact on organizational outcomes compared to external factors. Leaders are able only to react to contingencies, to facilitate the adjustment of the organization in its context, and to ...
... factor in the success or failure of institutions. For instance, T. H. Allen (1981) argued that the school principal's leadership is the most important factor in determining a school's climate and the students' success. Sylvia and ...
... factors that contribute to its effectiveness. Leadership is a featured topic in almost every textbook on organizational behavior. The scholarly books on leadership number in the hundreds, and articles, reports, and essays number in the ...
... factors influencing the hierarchies of small flocks of the domestic hen; Interactions between resident and part-time members of organized flocks. Physiological Zoology, 21, 147–182. measures Dyer, W. G., & Dyer, J. H. 1984. The M*A*S*H.
Contenido
The Dark Side of Leadership | |
The Causes and Cures | |
On the Folly of Rewarding A While Hoping for | |
Models of Leadership | |
Are You In or Out with Your Boss? | |
A Model of Leadership in Organizations | |
Learning to Share | |
An Examination of a Prescriptive Theory | |
A Social Influence Interpretation of Worker Motivation | |
Dysfunctional Aspects of Leadership | |
The LongTerm Organizational Impact of Destructively Narcissistic Managers | |
Its Levels of Analysis | |
Alternative Views of Leadership | |
Beyond the Myth of Heroic Leadership | |
Otras ediciones - Ver todas
Leadership: Understanding the Dynamics of Power and Influence in Organizations Robert P. Vecchio Vista de fragmentos - 1997 |