Introduction to Leadership: Concepts and Practice

Höfundur: Peter G. Northouse (Útgáfa: 6)
Introduction to Leadership: Concepts and Practice

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Includes new chapter on Working with Groups! The Sixth Edition of Peter G. Northouse’s best-selling Introduction to Leadership: Concepts and Practice provides readers with a clear, concise overview of the complexities of practicing leadership and concrete strategies for becoming better leaders. The text is organized around key leader responsibilities such as creating a vision, engaging strengths, and managing conflict.

Case studies, self-assessment questionnaires, observational exercises, and reflection and action worksheets engage readers to apply leadership concepts to their own lives. Grounded in leadership theory and the latest research, the fully updated, highly practical Sixth Edition includes a new chapter on working with groups, 2 new cases, and 6 new Leadership Snapshots. Also available as a digital option (courseware).

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Útgefandi
SAGE Publications, Inc. (US)
ISBN
9781071884959
Print ISBN
9781071928059
Format
ePub
Útgáfa
6
Höfundar
Peter G. Northouse
Tungumál
English
Útgefið
2023-11-09
Prent takmörkun á líftíma
10
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Contents
  • Preface
  • Acknowledgments
  • About the Author
  • Chapter 1 Understanding Leadership
  • Introduction
  • Ways of Viewing Leadership
  • Leadership Is a Trait
  • Leadership Is an Ability
  • Leadership Is a Skill
  • Leadership Is a Behavior
  • Leadership Is a Relationship
  • Leadership Is an Influence Process
  • New and Evolving Approaches to Leadership
  • Leadership and Management
  • Leadership and Culture
  • Leadership’s “Dark Side”
  • Understanding Effective Leadership
  • Summary
  • Key Terms
  • Chapter 2 Recognizing Your Traits
  • Introduction
  • Leadership Traits Explained
  • Intelligence
  • Confidence
  • Charisma
  • Determination
  • Sociability
  • Integrity
  • Leadership Traits in Practice
  • Harriet Tubman (c. 1820–1913)
  • Traits and Characteristics
  • Winston Churchill (1874–1965)
  • Traits and Characteristics
  • Mother Teresa (1910–1997)
  • Traits and Characteristics
  • Dr. Anthony Fauci (1940– )
  • Traits and Characteristics
  • Oprah Winfrey (1954– )
  • Traits and Characteristics
  • LeBron James (1984– )
  • Traits and Characteristics
  • Summary
  • Key Terms
  • Chapter 3 Understanding Leadership Styles
  • Introduction
  • Leadership Philosophy Explained
  • Theory X
  • Assumption 1: The average person dislikes work and will avoid it if possible.
  • Assumption 2: People need to be directed and controlled.
  • Assumption 3: People want security, not responsibility.
  • Theory Y
  • Assumption 1: The average person does not inherently dislike work. Doing work is as natural as play.
  • Assumption 2: People will show responsibility and self-control toward goals to which they are committed.
  • Assumption 3: In the proper environment, the average person learns to accept and seek responsibility.
  • Leadership Styles Explained
  • Authoritarian Leadership Style
  • Democratic Leadership Style
  • Laissez-Faire Leadership Style
  • Leadership Styles in Practice
  • Summary
  • Key Terms
  • Chapter 4 Attending to Tasks and Relationships
  • Introduction
  • Task and Relationship Styles Explained
  • Task Style
  • Relationship Style
  • Task and Relationship Leadership in Practice
  • Task Leadership
  • Relationship Leadership
  • Integrating Task and Relationship Leadership
  • Summary
  • Key Terms
  • Chapter 5 Developing Leadership Skills
  • Introduction
  • Administrative Skills Explained
  • Administrative Skills in Practice
  • Managing People
  • Managing Resources
  • Showing Technical Competence
  • Interpersonal Skills Explained
  • Interpersonal Skills in Practice
  • Being Socially Perceptive
  • Showing Emotional Intelligence
  • Managing Interpersonal Conflict
  • Conceptual Skills Explained
  • Conceptual Skills in Practice
  • Problem Solving
  • Strategic Planning
  • Creating Vision
  • Summary
  • Key Terms
  • Chapter 6 Engaging Strengths
  • Introduction
  • Strengths-Based Leadership Explained
  • Historical Background
  • Gallup
  • Positive Psychology
  • Identifying and Measuring Strengths
  • Gallup and the CliftonStrengths Profile
  • VIA Institute on Character and Inventory of Strengths
  • Centre of Applied Positive Psychology and the Strengths Profile Assessment
  • Strengths-Based Leadership in Practice
  • Discovering Your Strengths
  • Developing Your Strengths
  • Addressing Your Weaknesses
  • Recognizing and Engaging the Strengths of Others
  • Fostering a Positive Strengths-Based Environment
  • Summary
  • Key Terms
  • Chapter 7 Creating a Vision
  • Introduction
  • Vision Explained
  • A Picture
  • A Change
  • Values
  • A Map
  • A Challenge
  • Vision in Practice
  • Articulating a Vision
  • Implementing a Vision
  • Summary
  • Key Terms
  • Chapter 8 Working With Groups
  • Introduction
  • Groups Explained
  • Types of Groups
  • Task Groups
  • Process Groups
  • Stages of Groups
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
  • Individual Group Roles
  • Group Task Roles
  • Group-Building and Maintenance Roles
  • Individual Roles
  • Benefits of Group Work
  • Groups in Practice
  • Establish a Constructive Climate
  • Provide Structure
  • Clarify Goals
  • Clarify Group Norms
  • Build Cohesiveness
  • Ways to Build Group Cohesion
  • Promote Standards of Excellence
  • Require Results
  • Review Results
  • Reward Results
  • Address Out-Group Members
  • Strategy 1: Listen to Out-Group Members
  • Strategy 2: Show Empathy to Out-Group Members
  • Strategy 3: Recognize the Unique Contributions of Out-Group Members
  • Strategy 4: Help Out-Group Members Feel Included
  • Strategy 5: Create a Special Relationship With Out-Group Members
  • Strategy 6: Give Out-Group Members a Voice and Empower Them to Act
  • Summary
  • Key Terms
  • Chapter 9 Embracing Diversity and Inclusion
  • Introduction
  • Diversity and Inclusion Explained
  • Diversity
  • Inclusion
  • Equity
  • Approaches to Diversity
  • Early Years—1960s and 1970s
  • Era of Valuing Diversity—1980s and 1990s
  • Diversity Management and Inclusion in the 21st Century—2000 to Present
  • Inclusion Framework
  • Diversity and Inclusion in Practice
  • Model of Inclusive Practices
  • Leader Practices That Advance Diversity and Inclusion
  • 1.  Feeling Safe
  • 2.  Feeling Involved and Engaged
  • 3.  Feeling Respected and Valued
  • 4.  Feeling Influential
  • 5.  Feeling Authentic and Whole
  • 6.  Recognizing, Attending to, and Honoring Diversity
  • Barriers to Embracing Diversity and Inclusion
  • Ethnocentrism
  • Prejudice
  • Unconscious Bias
  • Stereotypes
  • Privilege
  • Summary
  • Key Terms
  • Chapter 10 Managing Conflict
  • Introduction
  • Conflict Explained
  • Communication and Conflict
  • Conflict on the Content Level
  • Conflict Regarding Beliefs and Values
  • Conflict Regarding Goals
  • Conflict on the Relational Level
  • Relational Conflict and Issues of Esteem
  • Relational Conflict and Issues of Control
  • Relational Conflict and Issues of Affiliation
  • Managing Conflict in Practice
  • The Fisher and Ury Approach to Conflict
  • Principle 1: Separate the People From the Problem
  • Principle 2: Focus on Interests, Not Positions
  • Principle 3: Invent Options for Mutual Gains
  • Principle 4: Insist on Using Objective Criteria
  • Communication Strategies for Conflict Resolution
  • Differentiation
  • Fractionation
  • Face Saving
  • The Kilmann and Thomas Styles of Approaching Conflict
  • Avoidance
  • Competition
  • Accommodation
  • Compromise
  • Collaboration
  • Summary
  • Key Terms
  • Chapter 11 Addressing Ethics in Leadership
  • Introduction
  • Leadership Ethics Explained
  • Leadership Ethics in Practice
  • The Character of the Leader
  • The Actions of the Leader
  • The Goals of the Leader
  • The Honesty of the Leader
  • The Power of the Leader
  • The Values of the Leader
  • Culture and Leadership Ethics
  • Summary
  • Key Terms
  • Chapter 12 Exploring Destructive Leadership
  • Introduction
  • Destructive Leadership Explained
  • Toxic Triangle
  • Destructive Leaders
  • Susceptible Followers
  • Conducive Environments
  • Confronting Destructive Leadership in Practice
  • Leaders
  • Followers
  • Context
  • Summary
  • Key Terms
  • Chapter 13 Overcoming Obstacles
  • Introduction
  • Obstacles Explained
  • Overcoming Obstacles in Practice
  • Obstacle 1: Unclear Goals
  • Obstacle 2: Unclear Directions
  • Obstacle 3: Low Motivation
  • Help Others Feel Competent
  • Help Others Get What They Expect
  • Help Others Value What They Do
  • Obstacle 4: Complex Tasks
  • Obstacle 5: Simple Tasks
  • Obstacle 6: Low Involvement
  • Obstacle 7: Lack of a Challenge
  • Summary
  • Key Terms
  • References
  • Glossary
  • References
  • Index