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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... subordinates, and groups of employees are so constrained by technology, rules, job requirements, and organizational policies that there is little discretionary room for a superior or leader to make much of a difference in how things get ...
... subordinates. One president not only placed his desk so that he could look down a long hallway but also left his door open when he was alone—an invitation for subordinates to come in and interrupt him. Clearly, these managers wanted to ...
... subordinates; they must take the time to “dump memory”—to tell subordinates all about the subject. But this could take so long that managers may find it easier to do the task themselves. Thus they are damned by their own information ...
... subordinates seeking leadership clues ask: “Does she approve?” “How would she like the report to turn out?” “Is she more interested in market share than high profits?” The influence of managers is most clearly seen in the leader role ...
... subordinates and with a network of contacts, the manager emerges as the nerve center of the organizational unit. The manager may not know everything but typically knows more than subordinates do. Studies have shown this relationship to ...
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 |