The Art of Leadership ISE

Höfundar: George Manning; Kent Curtis (Útgáfa: 8)
The Art of Leadership ISE

Kaup valmöguleikar

The Art of Leadership byggir á tveimur hugmyndum. Sú fyrri er að forysta verður til að því marki sem leiðtoganum er annt um verkið sem vinna þarf, og ekki síður um fólkið. Hvorugt dugar án hins og hvorugt má vera uppgerð, því fólk finnur hvort leiðtoganum er í raun annt. Sú síðari er að forysta sé list sem þróa má með því að ná valdi á níu lykilsviðum.

Leiðtogi sem nær árangri þarf þekkingu og færni á eftirfarandi sviðum: skilningi á þeim þáttum sem móta forystu, mætti framtíðarsýnar, mikilvægi siðferðis, valdeflingu fólks, meginreglum forystu, skilningi á fólki, margföldun árangurs, þróun annarra og frammistöðustjórnun. Án þess að fórna fræðilegum grunni eða mikilvægu efni leggur The Art of Leadership áherslu á gagnvirkt nám í anda málstofunnar.

Nánar um bókina

Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781266011979
Print ISBN
9781265162030
Format
ePub
Útgáfa
8
Höfundar
George Manning; Kent Curtis
Tungumál
English
Útgefið
2025-07-01
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Front Matter
  • Cover Page
  • Title Page
  • Dedication
  • Copyright Information
  • Contents in Brief
  • Contents
  • Preface
  • Central Ideas of This Book
  • Who Should Read This Book?
  • Approach and Style of the Book
  • Connect
  • Supplemental Information and Instructional Aids
  • How to Use This Book
  • Acknowledgments
  • About the Authors
  • The Art of Leadership
  • Chapter 1: The Importance of Leadership: Setting the Stage
  • Chapter 1 Introduction
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • What Is Leadership?
  • The Importance of Leadership
  • Three Types of Leaders
  • How Many Leaders Are There?
  • How Qualities of the Individual and Environmental Factors Influence the Leadership Process
  • Qualities of the Individual
  • Environmental Factors
  • Interaction between the Individual and the Environment
  • Where Leaders Learn to Lead and What People Want in a Leader
  • Satisfactions and Frustrations of Leaders
  • Satisfactions of Leaders
  • Frustrations of Leaders
  • Caring Leadership
  • Leadership in the Work Setting
  • Nine Key Areas of Leadership
  • Chapter One Summary
  • Answer Key for Chapter One Summary
  • Endnotes
  • Chapter 2: The Leadership Equation
  • Part 1 Leadership Variables
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 2 Introduction
  • Leadership Trait Theory
  • Trait Theory Applied
  • Leadership Behavior Theory
  • Behavior Theory Applied
  • Leadership Contingency Theory
  • Matching the Qualities of Leaders, the Characteristics of Followers, and the Nature of the Situation
  • Transformational Leadership
  • Endnotes
  • Chapter 3: Leadership Qualities, Characteristics of Followers, and Situational Factors
  • Chapter 3 Introduction
  • Winston Churchill—Leadership Example
  • “Negative” Leadership
  • Characteristics of Followers
  • The Importance of Trust
  • Situational Factors
  • Different Kinds of Intelligence
  • Intelligence and Leadership
  • Multiple Intelligence and Successful Leadership
  • Styles of Leading
  • Leadership Case in the Public Sector
  • Leadership Effectiveness Today
  • Political Leadership
  • Part One Cianbro Case
  • Part One Summary
  • Answer Key for Part One Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part One Case
  • Endnotes
  • Chapter 4: The Importance of Vision and the Motive to Lead
  • Part 2 The Power of Vision
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 4 Introduction
  • Examples of Powerful Visions
  • Vision as an Ideal
  • Leader as Visionary and Motivator of People
  • Leadership Effectiveness
  • The Concept of Visioning
  • Visioning Process Principles
  • Visioning Content Principles
  • Visioning Application Principles
  • The Importance of Alignment, Prioritization, and Execution
  • Alignment
  • Prioritization
  • Execution
  • Why Create a Vision?
  • Requirements for an Effective Vision
  • Social Motives to Lead
  • Endnotes
  • Chapter 5: Organizational Climate
  • Chapter 5 Introduction
  • Organizational Culture
  • Psychological Climate
  • Patterns of Leadership
  • Pattern I Leadership (Exploitive)
  • Pattern II Leadership (Impoverished)
  • Pattern III Leadership (Supportive)
  • Pattern IV Leadership (Enlightened)
  • The Power of Stories
  • Building Community in the Workplace
  • The Mouse and the Web
  • The Struggle to Stay Flat and Fresh
  • Merging Cultures
  • The Post-Covid Work Culture
  • Part Two Cianbro Case
  • Part Two Summary
  • Answer Key for Part Two Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Two Case
  • Endnotes
  • Chapter 6: Leadership Ethics
  • Part 3 The Importance of Ethics
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 6 Introduction
  • No Easy Subject
  • Where We Were and Where We are Headed
  • AI Today
  • AI Challenge
  • The Roots of Ethics
  • The Secular Tradition
  • The Religious Tradition
  • Ethics, Humankind, and Other Animals
  • Moral Development
  • A Case in Point—Ben Carson’s Story
  • Levels of Morality
  • Lessons in Obedience
  • My Lai Massacre
  • An Example from Medicine
  • Virtue: The Nature of Level III, Stage 6 Morality
  • Ethics and the Legal Department
  • Endnotes
  • Chapter 7: The Role of Values and Ethics at Work
  • Chapter 7 Introduction
  • The Starbucks Story
  • Values and the Importance of Courage
  • Traditional Definitions of Good
  • Power
  • Personal Integrity
  • Natural Simplicity
  • God’s Will
  • Pleasure
  • Greatest Good for the Greatest Number
  • Pragmatism
  • Duty and Right Action
  • Honesty as a Leadership Value
  • Full-Swing Values
  • Leadership and Values
  • Plato’s Allegory of the Cave
  • How Leader Behavior Influences Employee Conduct and Organizational Reputation
  • Personal Values
  • Organizational Ethics
  • Why Is Ethics at Work Important to Leaders?
  • Business Ethics across Cultures
  • Ethical Climates of Organizations
  • Environmental, Social, and Governance (ESG) Criteria
  • The Tylenol Story
  • The WorldCom Case
  • The Enron Case
  • Part Three Cianbro Case
  • Part Three Summary
  • Answer Key for Part Three Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Three Case
  • Endnotes
  • Chapter 8: Leadership Authority
  • Part 4 The Empowerment of People
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 8 Introduction
  • Servant Leadership
  • Access, Communication, and Support
  • A Case of Servant Leadership
  • Authentic Leadership
  • Military Leadership
  • Participative Leadership Philosophy
  • An Open-Book Example
  • The Leadership Position
  • Negative Consequences in the Use of Power
  • Sources of Leadership Power
  • Leadership, Psychological Size, and Two-Way Communication
  • Lessons from Gandhi
  • Endnotes
  • Chapter 9: Empowerment in the Workplace and the Quality Imperative
  • Chapter 9 Introduction
  • Principles of an Empowered Workplace
  • Characteristics of an Empowered Workplace
  • The Importance of Communication
  • Managing the Grapevine
  • Filling the “Need to Know” Gap
  • Communication Problems and Solutions
  • Distance
  • Distortion
  • Fear
  • Trust
  • Size
  • Complexes
  • Structure
  • Conflict
  • The High-Performance Workplace
  • Leadership Challenge
  • The Quality Movement
  • The Importance of Leadership
  • W. Edwards Deming
  • The Deming Way
  • Philosophical Roots of the Quality Movement
  • Beginning with Taylor
  • Scientific Management and the Model-T
  • The Human Relations School
  • A Human Relations Pioneer
  • Experiments in Participative Management
  • Quality Synthesis
  • Improving Performance through Quality Initiatives
  • Background
  • Financial Benefits of Improving Quality
  • Continuous Improvement Today
  • The Toyota Way and the Starbucks Experience
  • Malcolm Baldrige National Quality Award
  • What Is Quality?
  • Part Four Cianbro Case
  • Part Four Summary
  • Answer Key for Part Four Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Four Case
  • Endnotes
  • Chapter 10: Effective Leadership and Human Relations
  • Part 5 Leadership Principles
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 10 Introduction
  • Proven Principles of Leadership
  • Leadership Lessons from Steve Jobs and James T. Kirk
  • The Changing Meaning of Work
  • Work Morale
  • Raising Employee Morale
  • The Measurement of Morale
  • Employee Morale and the Role of Management
  • Work Morale and the Role of the Leader
  • Practical Leadership Tips
  • Psychological Health and the Concept of Flow
  • Job Design and Work Satisfaction
  • The Importance of Human Relations
  • The Case for Giving Versus Taking
  • Human Relations in the Workplace
  • Basic Beliefs about People
  • Effective Human Relationships
  • 1. Help People Feel Important
  • 2. Avoid Arguments
  • 3. Don’t Be a Complainer
  • 4. Show Interest in Others
  • 5. Remember People’s Names
  • Abuse and Physical Violence
  • Sexual Harassment
  • Employee Safety
  • What to Do When People Complain
  • Trust and Respect in Human Relations
  • The Art of Listening
  • Capitalize on Thought Speed
  • Listen for Ideas
  • Reduce Emotional Deaf Spots
  • Find an Area of Interest
  • Judge Content, Not Delivery
  • Hold Your Fire
  • Work at Listening
  • Resist Distractions
  • Hear What Is Said
  • Challenge Yourself
  • The Importance of Listening as a Leadership Skill
  • The Enlightened Workplace
  • The Evolving Context of Human Relations
  • Intentional Communication, Collaboration, and Virtual Work
  • The Virtual World Hits Home
  • Endnotes
  • Chapter 11: The Team Concept
  • Chapter 11 Introduction
  • Teamwork Means Life and Death at Mayo Clinic
  • Excellent Teams
  • Positive versus Negative Group Member Roles
  • Dealing with Problem Behavior
  • Designing Teams for Success
  • Leader as Team Builder
  • The Importance of Hiring and Developing Winners
  • How to Create a High-Performance Team
  • Virtual Teams
  • Deciding When to Use a Team Approach
  • Stages in the Life of a Group
  • Avoiding Groupthink
  • Team-Building Interventions and Techniques
  • Force Field Analysis
  • Appreciative Inquiry
  • The Role of the Leader in the Team Concept
  • The Team Concept in Business Today: The Cisco Case
  • Team Dynamics
  • The Human Side of Team Effectiveness
  • Part Five Cianbro Case
  • Part Five Summary
  • Answer Key for Part Five Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Five Case
  • Endnotes
  • Chapter 12: Human Behavior and the Art of Persuasion
  • Part 6 Understanding People
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 12 Introduction
  • Psychological Forces
  • Motivation in the Workplace
  • Why People Do What They Do
  • Employee Engagement
  • Roots of Engagement
  • Causes of and Solutions to Disengagement
  • Keys of Engagement
  • Emotional Intelligence
  • Developing Emotional Intelligence in the Work Setting
  • The Art of Persuasion
  • An Understanding of People
  • The Effective Use of Words
  • Vocabulary Failure
  • The Ability to Manage Conflict
  • Endnotes
  • Chapter 13: The Diversity Challenge
  • Chapter 13 Introduction
  • A Brief History of Diversity
  • Managing Diversity
  • Influence Across Cultures
  • Diversity Prescription
  • Benefits of Diversity
  • Diversity Strategies and Techniques
  • What Individuals Can Do
  • What Organizations Can Do
  • Hindrance Habits
  • Why Respect for All People Is Important
  • Can People Change?
  • Gender Diversity in the Workplace
  • Communication across Genders
  • Managing Mixed Groups
  • Women in Leadership Positions
  • Generational Differences
  • DEI Solution
  • Leadership, Diversity, and Personal Example
  • Part Six Cianbro Case
  • Part Six Summary
  • Answer Key for Part Six Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Six Case
  • Endnotes
  • Chapter 14: Effective Delegation and How to Assign Work
  • Part 7 Multiplying Effectiveness
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 14 Introduction
  • The Need to Delegate
  • Delegation Success Story
  • Steps and Rules for Effective Delegation
  • Assigning Work Effectively
  • Person–Position Fit
  • Leadership Example
  • Job Families
  • Good Work
  • Management Roles and Skills
  • The Vital Shift—Moving from Doer to Coordinator to Thinker
  • The New-Job Tryout
  • Endnotes
  • Chapter 15: The Role of Personality
  • Chapter 15 Introduction
  • The Importance of Self-Concept
  • Personality Plays a Part
  • Types of People and Types of Culture
  • Personality and Culture
  • Understanding Others
  • Dealing with Different Types of People
  • Solving Personality Differences
  • Leadership Needs and Organizational Contributions of Different Styles
  • Mixing Personalities to Strengthen the Group
  • Interpersonal Styles and Leadership Effectiveness
  • Personality Consistency—the Big Five Personality Traits
  • Part Seven Cianbro Case
  • Part Seven Summary
  • Answer Key for Part Seven Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Seven Case
  • Endnotes
  • Chapter 16: The Leader as Coach
  • Part 8 Developing Others
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 16 Introduction
  • The Development of Others
  • Types of Coaches/Leaders
  • Principles of Developing Others
  • Training in the Workplace
  • Measurement of Learning Effectiveness
  • Developing Leaders
  • Stretch Assignment
  • Coaching for Success
  • Leadership Development for Organization Success
  • The Employer–Employee Relationship
  • What Employers Want in an Employee
  • What Employees Want in a Company—How to Attract and Keep Good People
  • Managing Human Capital
  • Peak Performance
  • Personal Performance
  • Endnotes
  • Chapter 17: Helping People through Change and Burnout Prevention
  • Chapter 17 Introduction
  • Change in the Workplace
  • Managing People through Change
  • Rules to Guide Leaders in Implementing Change
  • Understanding Complex Organizational Change
  • Case Studies
  • The Diffusion of Innovation
  • The Role of the Individual
  • Myths and Realities in Dealing with Change
  • Overcoming Fear
  • The Importance of Attitude
  • Strategies for Dealing with Change
  • Initiating Change
  • Avoiding Burnout
  • Dealing with Burnout
  • The Leader’s Role in Burnout Prevention
  • Job Stress
  • Stress in the Modern-Day Workplace
  • Stress Levels and Job Performance—Occupational Overload and Underload
  • Tension in the Tower
  • Assembly-Line Hysteria
  • Stress at Work and Public Policy
  • Stress across Cultures
  • Women, Work, and Stress
  • The Executive Monkey Studies
  • Job Stress Interventions
  • Wellness Programs
  • Eschewing Crazy-Busy
  • The Role of the Family
  • The Stress-Resistant Person
  • The Stress-Prone versus the Stress-Resistant Personality
  • Developing Resilience
  • Personal Commitment
  • Sense of Control
  • Positive Attitude
  • Balanced Perspective
  • Caring Relationships
  • The Fit Leader
  • Part Eight Cianbro Case
  • Part Eight Summary
  • Answer Key for Part Eight Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Eight Case
  • Endnotes
  • Chapter 18: Managing Performance
  • Part 9 Performance Management
  • Overview
  • Learning Objectives
  • What Is the Takeaway Point?
  • Chapter 18 Introduction
  • Taking Aim and Taking Stock
  • Setting Performance Objectives
  • Conducting Performance Reviews
  • Deloitte Feedback Method
  • Evaluating Leaders
  • Performance Management Strategies
  • Followership—Would You Hire You?
  • Endnotes
  • Chapter 19: Professional Performance and Sustaining Discipline
  • Chapter 19 Introduction
  • Improving Performance
  • Statesmanship
  • Entrepreneurship
  • Innovation
  • You Can Improve If You Want To
  • Performance Success Story—a Case in Point
  • The Role of Organizational Support
  • Five Levels of Performance Excellence
  • Organizational Performance
  • Benchmarking
  • Organizational Success at Cianbro
  • From Logging in the Woods to Taming the Ocean
  • Reaching the Summit
  • Turning the Ship Around
  • The Kite and the String
  • Organizations in Progress
  • Improving Performance through Behavior Modification
  • Improving Employee Performance in the Transportation Industry
  • The Importance of Discipline
  • Taking Corrective Action
  • Part Nine Summary
  • Answer Key for Part Nine Summary
  • Action Assignment
  • Related Readings–Classic and Current
  • Part Nine Case
  • Endnotes
  • Chapter 20: The Road Ahead: Challenge and Charge
  • Chapter 20 Introduction
  • The Road Ahead
  • Nine Keys of Leadership Success
  • A Leader’s Prayer
  • Leaders Who Care
  • Caring About the Work
  • Caring About People
  • Learning from Lincoln
  • Going Forward
  • Retirement
  • Endnotes
  • Glossary
  • Glossary
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • V
  • W
  • Z
  • Index
  • Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
  • X
  • Y
  • Z
  • Accessibility Content: Text Alternatives for Images
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