Leadership – Theory and Practice – Ninth Edition

Leadership – Theory and Practice – Ninth Edition
اسم المؤلف
Peter G. Northouse
التاريخ
5 أبريل 2024
المشاهدات
134
التقييم
(لا توجد تقييمات)
Loading...

Leadership – Theory and Practice – Ninth Edition
Peter G. Northouse
Western Michigan University
Los Angeles
London
New Delhi
Singapore
Washington DC
Melbourne
BRIEF CONTENTS
Preface
Acknowledgments
About the Author
About the Contributors
Chapter 1 Introduction
Chapter 2 Trait Approach
Chapter 3 Skills Approach
Chapter 4 Behavioral Approach
Chapter 5 Situational Approach
Chapter 6 Path–Goal Theory
Chapter 7 Leader–Member Exchange Theory
Chapter 8 Transformational Leadership
Chapter 9 Authentic Leadership
Chapter 10 Servant Leadership
Chapter 11 Adaptive Leadership
Chapter 12 Inclusive Leadership
Chapter 13 Followership
Chapter 14 Gender and Leadership
Chapter 15 Leadership Ethics
Chapter 16 Team Leadership
References
Author Index
Subject IndexDETAILED CONTENTS
Preface
Acknowledgments
About the Author
About the Contributors
Chapter 1 Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Morality
Leadership Is a Neutral Process
Leadership Is a Moral Process
Leadership and Management
Plan of the Book
Case Study
Case 1.1 Open Mouth . . .
Leadership Instrument
Conceptualizing Leadership Questionnaire
Summary
Chapter 2 Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Strengths and Leadership
Emotional IntelligenceHow Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 Recruiting for the Bank
Case 2.3 Elon Musk
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
Chapter 3 Skills Approach
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Individual Attributes
Competencies
Influences on Skills Development
Leadership Outcomes
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 Andy’s Recipe
Case 3.3 2019 Global Teacher of the Year: Peter
Tabichi
Leadership Instrument
Skills Inventory
SummaryChapter 4 Behavioral Approach
Description
Task and Relationship Behaviors
Task Orientation
Relationship Orientation
Historical Background of the Behavioral Approach
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton’s Managerial (Leadership) Grid
Paternalism/Maternalism
Opportunism
Recent Studies
How Does the Behavioral Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 We Are Family
Case 4.3 Cheer Coach Monica Aldama
Leadership Instrument
Leadership Behavior Questionnaire
Summary
Chapter 5 Situational Approach
Description
Leadership Style
Development Level
How Does SLII® Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 Marathon Runners at Different Levels
Case 5.2 Getting the Message Across
Case 5.3 Philosophies of Chinese Leadership
Leadership InstrumentSLII® Questionnaire: Sample Items
Summary
Chapter 6 Path–Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Follower Characteristics
Task Characteristics
How Does Path–Goal Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1 Three Shifts, Three Supervisors
Case 6.2 Playing in the Orchestra
Case 6.3 Row the Boat
Leadership Instrument
Path–Goal Leadership Questionnaire
Summary
Chapter 7 Leader–Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Development
Emotions and LMX Development
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1 His Team Gets the Best Assignments
Case 7.2 Working Hard at Being Fair
Case 7.3 Pixar: Creating Space for SuccessLeadership Instrument
LMX-7 Questionnaire
Summary
Chapter 8 Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Transformational Leadership Measurements
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Leadership Approach
Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 The Vision Failed
Case 8.2 An Exploration in Leadership
Case 8.3 Grandmothers and Benches
Leadership Instrument
Transformational Leadership Inventory
Summary
Chapter 9 Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical Approach
Theoretical Approach
How Does Authentic Leadership Work?
Strengths
CriticismsApplication
Case Studies
Case 9.1 Am I Really a Leader?
Case 9.2 Kassy’s Story
Case 9.3 The Arena of Authenticity
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
Chapter 10 Servant Leadership
Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of a Servant Leader
Building a Theory About Servant Leadership
Model of Servant Leadership
Antecedent Conditions
Servant Leader Behaviors
Outcomes
Summary of the Model of Servant Leadership
How Does Servant Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 10.1 Global Health Care
Case 10.2 Servant Leadership Takes Flight
Case 10.3 Energy to Inspire the World
Leadership Instrument
Servant Leadership Questionnaire
Summary
Chapter 11 Adaptive Leadership
Description
Adaptive Leadership Defined
A Model of Adaptive Leadership
Situational Challenges
Technical ChallengesTechnical and Adaptive Challenges
Adaptive Challenges
Leader Behaviors
Adaptive Work
How Does Adaptive Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Silence, Stigma, and Mental Illness
Case 11.2 Taming Bacchus
Case 11.3 Agonizing Options for Marlboro College
Leadership Instrument
Adaptive Leadership Questionnaire
Summary
Chapter 12 Inclusive Leadership
Description
Inclusion Defined
A Model of Inclusive Leadership
Antecedent Conditions
Leader Characteristics
Group Diversity Cognitions
Organizational Policies and Practices
Inclusive Leadership Behaviors
Outcomes
How Does Inclusive Leadership Work?
Strengths
Criticisms
Application
Assessment
Challenge
Support
Case Studies
Case 12.1 Difficult Decision
Case 12.2 The Extraversion Advantage
Case 12.3 Inclusive Leadership During a CrisisLeadership Instrument
Inclusive Leadership Reflection Instrument
Summary
Chapter 13 Followership
Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
The Zaleznik Typology
The Kelley Typology
The Chaleff Typology
The Kellerman Typology
Theoretical Approaches to Followership
Reversing the Lens
The Leadership Co-Created Process
New Perspectives on Followership
Perspective 1: Followers Get the Job Done
Perspective 2: Followers Work in the Best Interest
of the Organization’s Mission
Perspective 3: Followers Challenge Leaders
Perspective 4: Followers Support the Leader
Perspective 5: Followers Learn From Leaders
Followership and Destructive Leaders

  1. Our Need for Reassuring Authority Figures
  2. Our Need for Security and Certainty
  3. Our Need to Feel Chosen or Special
  4. Our Need for Membership in the Human
    Community
  5. Our Fear of Ostracism, Isolation, and Social
    Death
  6. Our Fear of Powerlessness to Challenge a Bad
    Leader
    How Does Followership Work?
    Strengths
    Criticisms
    ApplicationCase Studies
    Case 13.1 Bluebird Care
    Case 13.2 Olympic Rowers
    Case 13.3 Penn State Sexual Abuse Scandal
    Leadership Instrument
    Followership Questionnaire
    Summary
    Chapter 14 Gender and Leadership
    Description
    The Glass Ceiling Turned Labyrinth
    Evidence of the Leadership Labyrinth
    Understanding the Labyrinth
    Gender Differences in Leadership Styles and Effectiveness
    Navigating the Labyrinth
    Strengths
    Criticisms
    Application
    Case Studies
    Case 14.1 The “Glass Ceiling”
    Case 14.2 Pregnancy as a Barrier to Job Status
    Case 14.3 Jacinda Ardern, Prime Minister of New
    Zealand
    Leadership Instrument
    Gender-Leader Bias Questionnaire
    Summary
    Chapter 15 Leadership Ethics
    Description
    Ethics Defined
    Level 1. Preconventional Morality
    Level 2. Conventional Morality
    Level 3. Postconventional Morality
    Ethical Theories
    Centrality of Ethics to Leadership
    Heifetz’s Perspective on Ethical Leadership
    Burns’s Perspective on Ethical Leadership
    The Dark Side of LeadershipPrinciples of Ethical Leadership
    Ethical Leaders Respect Others
    Ethical Leaders Serve Others
    Ethical Leaders Are Just
    Ethical Leaders Are Honest
    Ethical Leaders Build Community
    Strengths
    Criticisms
    Application
    Case Studies
    Case 15.1 Choosing a Research Assistant
    Case 15.2 Reexamining a Proposal
    Case 15.3 Ship Shape
    Leadership Instrument
    Ethical Leadership Style Questionnaire (Short Form)
    Summary
    Chapter 16 Team Leadership
    Description
    Team Leadership Model
    Team Effectiveness
    Leadership Decisions
    Leadership Actions
    How Does the Team Leadership Model Work?
    Strengths
    Criticisms
    Application
    Case Studies
    Case 16.1 Team Crisis Within the Gates
    Case 16.2 Starts With a Bang, Ends With a Whimper
    Case 16.3 1980 U.S. Olympic Hockey Team
    Leadership Instrument
    Team Excellence and Collaborative Team Leader
    Questionnaire
    Summary
    References
    Author IndexSubject Index
    AUTHOR INDEX
    Adams, J. A., 304, 307
    Adams, R. B., 399
    Aguinis, H., 168
    Ahmad, M. I., 160
    Aime, F., 463
    Akselsson, R., 114
    Alipour, K. K., 376
    Allen, J. B., 207
    Allen, S. J., 38, 39, 50
    Alliger, G. M., 27, 31
    Allison, S. T., 406
    Alpaslan, C. M., 429
    Alverà, M., 276, 277, 278
    Alvesson, M., 234, 235
    Amanatullah, E. T., 401
    Ambrogi, M., 149
    Ambrose, M. L., 429
    Amos, B., 464Amy, J., 68
    Anand, S., 160, 170–171
    Ancona, D., 475
    Andersen, J. A., 95, 185, 186, 205, 206
    Anderson, H. J., 185, 208, 234, 442
    Anderson, R. A., 304, 307
    Andrews, P. H., 401
    Ang, S., 168
    Ansah Ofei, A. M., 133
    Anseel, F., 226
    Antonakis, J., 1, 28, 32, 40, 185, 192, 196, 197, 206
    Ardison, S. D., 475
    Arena, M., 303, 304
    Arenas, F. J., 37
    Ariss, A. A., 337
    Aritz, J., 5
    Arjoon, S., 332
    Armenakis, A. A., 170
    Arnett, D. B., 323
    Aronson, E., 422Arthur, C. A., 206
    Arthur, M. B., 190
    Arvidsson, M., 114
    Asamani, J. A., 133, 134, 153
    Asamoah, E., 204
    Ascough, K. W., 39
    Asgari, S., 418
    Ashford, S., 354
    Ashkanasy, N. M., 39, 40
    Atinc, G., 268
    Atkinson, N., 414
    Atwater, L., 161
    Audette, B., 312, 313, 314
    Aumann, K., 396
    Avolio, B. J., 15, 187, 188, 189, 191, 194, 197, 202, 204, 205,
    207, 209, 221, 222, 226, 227, 229, 230, 233, 236, 426
    Axelrod, R. H., 207
    Ayman, R., 399
    Azanza, G., 232, 235Babcock, L., 401
    Bader, P., 30, 31
    Baehrend, W. R., Jr., 452
    Bailey, D. E., Jr., 304, 307
    Bailey, J., 207
    Bakar, H, A., 164
    Baker, C. R., 160
    Baker, R., 142
    Bakker, A. B., 195
    Balkundi, P., 12
    Bande, B., 261, 264
    Bandura, A., 229
    Bao, Y., 269
    Barbuto, J. E., Jr., 258, 260, 264
    Bardes, M., 440
    Barge, J. K., 465, 473, 475, 478
    Barling, J., 187
    Barnowski, A., 406
    Bartol, K. M., 464Bass, B. M., 1, 6, 15, 27, 28, 56, 112, 185, 187, 190, 191, 194,
    197, 204, 205, 206, 207, 208, 209, 220, 221, 226, 399, 426,
    427, 430, 438, 439
    Bastardoz, N., 377
    Bauer, T. N., 264
    Baur, J. E., 70, 185, 234, 442
    Beauchamp, T. L., 429, 433, 434, 436
    Beck, C. D., 260
    Bedi, A., 429
    Beer, L. T. de, 232
    Begum, R., 96
    Behrendt, P., 91, 94
    Belkin, L., 396, 397
    Bell, E., 402, 404
    Bennett, W., 101
    Bennis, W. G., 17, 28, 198, 199, 217, 220, 257
    Benson, A. J., 377
    Bentein, K., 260, 265
    Benzie, H. J., 304
    Berg, S. V., 304
    Berger, M., 19, 20Bergeron, D. M., 404
    Bergman, J. Z., 464
    Bergman, S. M., 464
    Berkman, S., 337
    Bernardi, R. A., 407
    Bernerth, J. B., 170
    Bernstein, R., 487
    Berry, G. R., 473, 475
    Bersoff, D. N., 403
    Bess, J. L., 144
    Beyerlein, M., 461, 474
    Bielby, D. D., 401
    Bielby, W. T., 401
    Bikson, T. K., 461
    Blair, C. A., 42
    Blake, R. R., 84, 87, 88, 90, 91, 93, 94, 95, 96, 98, 103, 104,
    107
    Blake, S., 322
    Blanchard, K. H., 109, 112, 114, 116, 117, 118, 128, 135, 257
    Blascovich, J., 404Block, C. J., 404
    Block, P., 435
    Boatner, C., 19
    Boatwright, K. J., 116, 118
    Bocarnea, M., 258, 264
    Boehm, S. A., 189
    Boesch, D., 395
    Bommer, W. H., 235, 268
    Bond, J., 396
    Bongiorno, R., 397
    Bonner, J. M., 440
    Bono, J. E., 35
    Book, E. W., 398
    Booth-Butterfield, M., 164
    Booysen, L., 335, 336
    Borgida, E., 402, 403
    Borowski, N., 416
    Bosco, S. M., 407
    Bosse, T., 115
    Botero, I. C., 463Boulouta, I., 399
    Bowers, D. G., 87
    Bowie, N. E., 427, 429, 433, 434, 436
    Bowles, H. R., 396, 397, 401, 405
    Boyatzis, R. E., 38, 39
    Brandt, T., 200
    Braun, S., 226
    Brazil, D. M., 116
    Bresman, H., 475
    Breuer, C., 462
    Brewer, M. B., 325
    Brown, B., 237, 243, 244, 245, 246, 247
    Brown, D. J., 381, 382
    Brown, J., 488
    Brown, M. E., 5, 422, 441
    Bruch, H., 189
    Bryman, A., 1, 8, 27, 94, 185, 188, 197, 204, 205, 206
    Buch, R., 160
    Buckingham, M., 36
    Buckley, M. R., 70, 185, 234, 442Bullis, R. C., 116
    Burgess, D., 402
    Burke, C. S., 463, 474, 482
    Burns, J. M., 3, 4, 7, 8, 13, 15, 16, 186, 187, 188, 190, 204, 207,
    220, 221, 399, 430–431, 434, 438, 439, 441, 445, 459
    Busenbark, J. R., 142
    Bussin, M., 257
    Byron, T., 125
    Cai, D. A., 94
    Cai, Z., 162
    Cain, S., 353
    Caldwell, D., 475
    Cameron, K. S., 234
    Campion, M. A., 70, 330
    Caputi, P., 194
    Cardon, P., 5
    Carew, P., 118
    Carli, L. L., 395, 396, 397, 404, 405, 406, 417
    Carlson, D. S., 265, 429Carmeli, A., 161, 332, 335, 345
    Carsten, M. K., 352, 353, 354, 361, 366, 375, 392
    Carsten, R. K., 352
    Carter, D. R., 323, 480
    Cartwright, D., 86
    Cartwright, S., 39
    Caruso, D. R., 38, 40
    Cashman, J., 157
    Casimir, G., 93
    Castro, S. L., 142, 164, 170
    Catmull, E., 176, 177, 178
    Cave, D., 398
    Caza, A., 200
    Chabris, C. F., 407
    Chaleff, I., 352, 353, 355, 357–359, 361, 376, 380
    Chan, A., 222
    Chandler, A., 413
    Chemers, M. M., 394, 402, 408
    Chen, J. M., 401
    Chen, Z., 268Cherin, D. A., 323, 325, 337
    Chibanda, D., 213, 214, 215, 216, 217
    Chikeleze, M. C., 452
    Childress, J. F., 433, 434
    Chiniara, M., 260, 265
    Chiu, C. Y. C., 12
    Choi, S. B., 332
    Chonko, L. B., 265
    Chow, C., 201
    Christie, A., 187, 208
    Chrobot-Mason, D., 323, 324, 336
    Chun, J. U., 37, 38, 118
    Chung, B., 332
    Chung, B. G., 345
    Church, A. H., 337
    Church, B., 103
    Cianci, A. M., 236
    Cicek, S. S., 261
    Ciulla, J. B., 15, 422, 430, 431
    Cleveland, J. N., 5Clifton, D., 36
    Cobb, A. T., 481, 482
    Cochrane, E., 449, 450, 451
    Coelho, A. F. M., 232
    Coetzer, M. F., 257, 283
    Coffey, W., 487, 488, 489, 490
    Cogliser, C. C., 170
    Cohen, P., 397
    Cohen, S. G., 461
    Colf, C., 19, 20
    Collinson, D., 1
    Columb, V. L., 407
    Conger, J. A., 188, 190, 207, 431
    Connelly, M. S., 61, 64, 67, 72
    Connerley, M. L., 329
    Cook, A., 400
    Cook, A. S., 482
    Coons, A. E., 86, 135
    Cooper, B., 269
    Cooper, C., 226, 234Cooper, C. L., 404
    Cooper, H., 448, 449, 450, 451
    Copeland, N., 3
    Corazzini, K., 304
    Cordery, J., 475
    Corrigall, E., 406
    Corsaro, D., 323
    Costa, P. T., 35
    Cote, R., 116, 143
    Couric, K., 403
    Covey, S. R., 229, 257, 435
    Cox, T. H., Jr., 322
    Coyle, P. T., 377
    Craig, L., 396
    Crain, W. C., 424, 425
    Credé, M., 207, 208
    Cropanzano, R., 164
    Crum, R., 50
    Curphy, G. J., 374, 466
    Curral, L., 305Dalla Costa, J., 438
    Dalton, K., 243
    Dansereau, F., 118, 157, 159
    Dasborough, M. T., 39, 164
    Dasgupta, N., 418
    Dass, P., 322
    Daus, C. S., 40
    Davenport, S. W., 464
    Davey, D., 258
    Davidson, M. N., 323, 327
    Davies, A., 49, 50
    Davies, P. G., 404
    Day, D. V., 1, 160, 464
    Dean, M., 332
    Deaux, K., 402, 403
    DeChurch, L. A., 142
    Del Carmen Triana, M., 407
    Demirtas, O., 429
    Den Hartog, D. N., 440, 441
    Dennis, R. S., 258, 264DePree, M., 257, 435
    DeRue, D. S., 288, 463, 464
    DeRue, S., 354
    Dessler, G., 132
    Dev, S., 431
    DeVader, C. L., 27, 31
    de Zilwa, D., 367
    Dickson, M. W., 439
    Diekmann, K. A., 401
    Dinh, J., 467, 468, 469, 470, 483
    Dinh, J. E., 1, 27, 40, 94, 185, 204
    D’Innocenzo, L., 481
    Dionne, S. D., 118
    Dobbin, F., 322
    Dobbins, G. H., 399
    Dodge, K. A., 402
    Dodson, S. J., 401
    Drake, J. R., 461–462
    Drecksel, G. L., 465
    Drescher, G., 464Drew, D., 150
    Driscoll, D. M., 402
    Duan, C., 408
    Dubrow, S., 30
    Duckworth, A. L., 33
    Duell, R., 115
    Dulebohn, J. H., 168, 235, 268
    Dutton, J. E., 234
    Dwertmann, D. J. G., 189
    Dyer, J. H., 474
    Dyer, W. G., 474
    Dyer, W. G., Jr., 474
    Dysvik, A., 160
    Eagly, A. H., 142, 222, 395, 396, 397, 398, 399, 400, 401, 402,
    403, 404, 405, 406, 417, 418
    Ebesu Hubbard, A., 65
    Echtenkamp, B. A., 404
    Edmondson, A. C., 331, 332, 335
    Effertz, J., 399Efros, D., 244
    Ehr, R. J., 133
    Ehrhart, K. H., 332
    Ehrhart, M. G., 254, 265
    Eibach, R. P., 404
    Eilam, G., 222, 230
    Einola, K., 234, 235
    Eisenbeiss, S. A., 429, 442
    Ek, Å., 114
    Elahee, M. N., 96
    Elliott, S., 276
    Ellis, D. G., 9
    Ellman, N., 395
    Ely, R. J., 323, 324, 327
    Emich, K. J., 10
    Engle, R. L., 96
    Ensher, E. A., 397, 404
    Epitropaki, O., 161, 376, 377
    Erdogan, B., 264
    Ernst, C., 323, 324Ete, Z., 37
    Eubank, D., 307
    Eva, N., 268, 269
    Evanecky, D., 169
    Evans, M. G., 132, 142
    Eys, M., 377
    Fahrbach, C. M., 429
    Fairhurst, G. T., 5, 170, 354
    Fan, H., 125
    Farmer, S. M., 159
    Fayol, H., 16
    Feild, H. S., 170
    Feldberg, F., 462
    Feldman, D. C., 440, 441
    Fellows, R., 95
    Feloni, R., 49
    Fenn, L., 68
    Fenzel, L. M., 402
    Ferdman, B. M., 323, 324, 325, 327, 336Fernandez, C. F., 115, 116, 117
    Fernández-Ferrín, P., 264
    Fernando, M., 194
    Ferrari, M., 302
    Fields, D. L., 254, 264, 283
    Findlay, D., 244
    Fink, E. L., 94
    Fisher, B. A., 9, 481
    Fisher, C. M., 468
    Fiske, S. T., 402, 403
    Fjeldstad, O. D., 323
    Fleishman, E. A., 6, 56, 466, 472
    Fletcher, J. K., 401
    Folkman, J., 400
    Follett, M. P., 352
    Forsyth, D. R., 407
    Foti, R. J., 9, 377
    Frankena, W., 429
    Freedman, J., 40
    French, J. R., Jr., 12Frese, M., 141
    Frey, S., 226
    Frieder, R., 42
    Friedman, U., 416
    Friedrich, T. L., 481
    Frisch, C., 429
    Fry, L. W., 5, 226
    Fuchs, D., 143
    Funk, P., 399
    Gafni, M., 449
    Galanos, A. N., 304, 307
    Galinsky, A., 404
    Galinsky, E., 396
    Gandolfi, F., 270
    Garbers, Y., 464
    Gardner, H., 36, 461
    Gardner, J. W., 1
    Gardner, W. L., 1, 185, 204, 222, 226, 227, 228, 233
    Garofoli, J., 449Gasiorek, J., 65
    Gatling, A., 235
    Geffken, D., 307
    Gehrlein, S., 461
    Geldenhuys, M., 257
    Gelfand, M., 401
    Gelles, D., 50
    Gentry, W. A., 38
    George, B., 5, 223–226, 231, 234, 242, 247, 251
    Gergen, D., 270
    Gerhardt, M. W., 35
    Gerstner, C. R., 160
    Gettman, H., 401
    Giambalvo, E., 149
    Gibbons, T. C., 189, 202
    Gibbons-Neff, T., 448, 449, 450, 451
    Gigliotti, R. A., 7
    Gilbert, J. A., 64, 65, 322
    Gilbert, N. L., 304
    Gilbert, S., 191Giles, W. F., 170
    Gilligan, C., 435, 439
    Gilroy, F. D., 402
    Gini, A., 429
    Ginnett, R. C., 374, 466
    Glasø, L., 117
    Glass, B., 408
    Glass, C., 400
    Glick, P., 401, 402, 406
    Goldberg, L. R., 35
    Goldin, C., 402
    Goldman, P., 144
    Goleman, D., 38, 39, 40
    Gong, Z., 38
    Goodwin, R. D., 401
    Gordon, R., 61
    Göritz, A. S., 91
    Gottfredson, R. K., 168, 170, 171, 260
    Gouran, D. S., 476
    Graeff, C. L., 115, 116, 117, 119Graen, G. B., 157, 159, 160, 162, 164, 169, 171, 172, 180
    Graham, J. W., 4, 254, 255, 267
    Grashow, A., 285
    Graves, L. M., 395, 397, 403
    Greder, A., 151
    Green, J. P., 30
    Green, S., 429
    Green, S. G., 10
    Greenbaum, R. L., 440
    Greenleaf, R. K., 253, 254, 255, 256, 257, 264, 265, 266, 267,
    278, 283, 435, 439, 459
    Greenspan, R., 100
    Greenwald, A. G., 337
    Grégoire, J., 40
    Griffin, M., 187
    Griffith, J. A., 70, 185, 234, 442, 481
    Grint, K., 1
    Gronn, P., 464
    Gu, J., 115, 116, 118
    Guillaume, Y., 161, 167Gurdjian, P., 71
    Gurin, P., 408
    Gutek, B. A., 397, 399
    Hackman, J. R., 466, 467, 468, 469, 470, 471, 473
    Haden, S. P., 268
    Haga, W., 157, 159
    Halbeisen, T., 71
    Hale, J. R., 254
    Hall, D. T., 405
    Halpert, M., 308
    Halpin, A. W., 135
    Hamilton, D. L., 402
    Hamstra, M. R., 195
    Han, A., 125
    Han, S. J., 474
    Hanges, P. J., 439
    Hannah, S. T., 236
    Hansbrough, T. K., 377
    Harding, F. D., 56, 60, 61, 62, 64, 66, 67, 69, 70, 79, 82Hardy, J., 377
    Hardy, J. H., 440
    Hardy, L., 206
    Harlow, T., 312
    Harms, P. D., 207, 208, 353
    Harris, K. J., 161, 165
    Harrison, D. A., 5, 441
    Harter, N., 169
    Hartman, L. P., 422
    Hartnell, C. A., 230, 253, 254
    Hartwell, C. J., 330
    Hashmi, N., 407
    Haslam, S. A., 233, 397, 398
    Hassan, S., 441
    Hayek, M., 268
    Hays-Thomas, R., 322
    Headrick, J., 301
    Heaphy, E. D., 170
    Hebl, M., 338
    Heeren, A., 40Heifetz, R. A., 5, 285, 286, 287, 288, 290, 292, 293, 303, 304,
    305, 306, 320, 430, 441, 445, 459
    Heilman, M. E., 143, 402, 403
    Heinen, B., 470
    Heinitz, K., 194
    Hekman, D. R., 5
    Helgesen, S., 237–239, 398
    Heller, T., 7
    Hemphill, J. K., 3, 86, 135
    Henderson, D. J., 259, 261
    Henneberg, S. C., 323
    Herman, H. M. Tse, 162, 167
    Hersby, M. D., 397
    Hersey, P., 109, 112, 114, 116, 117, 135
    Hertel, G., 462
    Hess, A., 312, 396
    Hesse, H., 254, 283
    Hewlett, S. A., 397
    Hickman, G. R., 1
    Higgs, C., 62Hill, L., 176, 177, 178
    Hill, N. S., 160, 167, 464
    Hinkin, T. R., 197, 205
    Hirak, R., 332
    Hirokawa, R. Y., 476
    Hjelmgaard, K., 413, 414, 416
    Hlalele, D., 304
    Hoch, J. E., 235, 268, 464
    Hodge, L., 285
    Hodges, P., 257
    Hoegl, M., 461
    Hoffman, L. R., 9
    Hogan, R., 432
    Hogg, M. A., 10
    Hollander, E. P., 5, 7, 324
    Hollander, S., 416
    Hollenbeck, J. R., 462, 463
    Homan, A. C., 330
    Hoole, E., 462
    Horsman, P., 191House, R. J., 32, 132, 134, 135, 136, 139, 140, 142, 144, 188,
    190, 196, 206
    Howell, J. M., 15, 187, 205, 207, 221
    Hoyt, C. L., 402, 403, 404, 406, 408
    Hsu, T., 397
    Hu, J., 160, 259, 265
    Hu, Y., 232, 332
    Huang, L., 375
    Huang, Y. H., 123, 124
    Hüffmeier, J., 462
    Hufnagel, J., 304
    Hughes, R. L., 374, 466
    Humbley, L. A., 474
    Humphrey, R., 228
    Humphrey, S., 463
    Hunt, J. G., 188
    Hunter, E. M., 260, 264, 265
    Hunter, S. T., 207
    Huppenbauer, M., 429
    Huse, M., 407Hyatt, D. E., 470, 478
    Hymowitz, C., 395
    Ibarra, H., 325
    Iguisi, O., 96
    Ilgen, D. R., 462, 463, 471
    Ilies, R., 35, 93, 161, 164, 227
    Indvik, J., 132, 142, 153
    Ingersoll, A. R., 400
    Ishio, Y., 397
    Ismay, J., 448, 449, 450
    Ivancevich, J. M., 322
    Jackson, A. E., 48
    Jackson, G., 1
    Jacobs, T. O., 56
    Jacobson, M. B., 399
    Jacquart, P., 28, 32
    Jago, A. G., 7, 8, 27
    Jaksa, J. A., 437Jaschik, S., 312
    Javed, B., 332, 334
    Jensen, J. M., 463
    Jensen, M. A. C., 473
    Jermier, J. M., 141, 142
    Jiao, X., 38
    Johannesen-Schmidt, M. C., 399, 406
    Johansson, C. R., 114
    Johnson, B. T., 142, 399
    Johnson, C. E., 125
    Johnson, C. R., 422
    Johnson, M., 462
    Johnson, R. E., 141
    Johnson, R. W., 142
    Johnson, S., 404
    Johnston, W. B., 322
    Jones, A., 285, 414
    Jong, J., 208
    Judge, T. A., 35, 93, 94
    Jundt, D., 462Jung, D., 28
    Jung, D. I., 201, 209
    Kacmar, K. M., 161, 265
    Kahn, R. L., 86, 87
    Kaiser, R. B., 399, 432
    Kalev, A., 322
    Kanfer, R., 141
    Kang, H. J. A., 235
    Kang, J. H., 160
    Kang, S.-W., 332
    Kanter, R., 403
    Kanungo, R. N., 190, 422, 427, 434
    Karam, E. P., 464
    Karau, S. J., 399, 401, 402, 403, 418
    Kark, R., 376
    Katz, D., 86, 161
    Katz, R. L., 56, 57, 65, 67, 69, 82
    Katzenbach, J. R., 466
    Keller, J., 385, 386Keller, R. T., 194
    Kellerman, B., 11, 72, 353, 355, 360, 361, 376
    Kelley, K. M., 164
    Kelley, R. E., 352, 355, 356–357, 361, 376, 386, 387
    Kellner, F., 142
    Kelloway, E. K., 191
    Kelly, D. R., 33
    Kelly, E., 322
    Kelly, J., 395
    Kemp, C., 30, 31
    Kernis, M. H., 227, 229
    Kerns, C. D., 61
    Kerr, S., 142
    Khan, A. K., 332
    Kidder, T., 34, 272
    Killgore, W. D., 40
    Kim, B. H., 463
    Kim, J. S., 235
    King, E. B., 338
    Kinlaw, D. C., 474Kirby, T. A., 397
    Kirkman, B., 475
    Kirkpatrick, S. A., 27, 30, 31
    Kitchener, K. S., 433, 434
    Kite, M., 402
    Klau, M., 304
    Klimoski, R. J., 464
    Kline, T. J. B., 474
    Klonsky, B. G., 142, 399
    Knippenberg, D. van, 205, 206, 330, 429
    Knoke, D., 397
    Koenig, A. M., 402, 406
    Kohlberg, L., 423, 424, 425, 430, 451
    Koigi, B., 78
    Kolze, M., 30
    Komives, S. R., 433
    Konrad, A. M., 322, 406
    Korabik, K., 399
    Kossek, E. E., 330
    Kotsou, I., 40Kotter, J. P., 16, 17
    Kouzes, J. M., 198, 199–201, 217, 220, 435
    Koval, C. Z., 143, 404
    Kozlowski, S. W. J., 463
    Kozlowski, W. J., 464
    Kraiger, K., 39
    Krasikova, D. V., 10
    Kray, L. J., 404
    Kroeck, K. G., 194
    Kuenzi, M., 540
    Kuhnert, K. W., 191, 195
    Kukenberger, M. R., 481
    Kumar, A., 226, 232
    Kunda, Z., 402
    Kuvaas, B., 160
    Kwan, H. K., 268
    LaFasto, F. M. J., 466, 467, 468, 469, 470, 471, 483, 491
    Lai, L., 401
    Laiho, M., 200Lam, S. S. K., 269
    Landay, K., 207
    Lane, K., 71
    Lapierre, L. M., 353
    Lapin, A., 487
    Larkin, M., 312
    Larson, C. E., 466, 467, 468, 469, 470, 471, 483, 491
    Larsson, J., 114
    Laschever, S., 401
    Laub, J. A., 258
    Laurie, D. L., 285, 290
    Lawton, A., 422
    LeBreton, J. M., 10
    Lee, A., 161, 167
    Lee, Y., 125
    Legood, A., 232
    Lemoine, G. J., 230, 231, 253, 268
    Lencioni, P., 466
    Leroy, H., 226, 228, 230, 253
    Leslie, J., 462Lettl, C., 323
    Levashina, J., 330
    Levi, D., 463, 482
    Levin, S., 49
    Lévy Mangin, J., 232
    Lewis, P., 195
    Lewis, S., 404
    Leys, C., 40
    Li, C., 232, 269
    Li, X., 167
    Li, Y., 232
    Liang, H., 461–462
    Liao, C., 261
    Liao, Z., 167
    Liden, R. C., 160, 162, 171, 172, 259, 261, 264, 265, 267, 268,
    269, 270, 279, 283
    Lieb, P., 406
    Likert, R., 86
    Lin, C., 232
    Lind, E. A., 325, 333Linehan, C., 397
    Linnehan, F., 322
    Linsky, M., 285, 293, 306
    Lipman-Blumen, J., 353, 369, 370, 371, 372, 373, 386, 392, 431
    Liska, L. Z., 142
    Littrell, R. F., 93, 94
    Liu, A. M. M., 95
    Liu, B., 332
    Liu, S., 232
    Liu, W., 167
    Liu, Y., 440
    Livingston, R. W., 143, 404
    Locke, E. A., 27, 30, 31
    Locke, E. E., 426
    Loi, R., 162, 429
    Lord, R. G., 27, 29, 31, 374, 376
    Lovelace, J. B., 207
    Lowe, K. B., 185, 194, 204, 209, 352
    Lucas, N., 433
    Luthans, F., 226, 227, 229, 230, 232, 233, 236Lynch, L., 408
    Lyons, S. T., 208
    Lyubovnikova, J., 232
    Ma, A., 143, 404
    MacKie, D., 36
    Madlock, P. E., 164
    Maher, K. J., 374
    Mahler, J., 383
    Mahsud, R., 441
    Mainemelis, C., 376
    Major, D. A., 463
    Makhijani, M. G., 142, 399
    Malik, M., 160, 161
    Malone, T. M., 407
    Mamakouka, A., 232
    Manicom, D., 304
    Mankin, D., 461
    Mann, R. D., 29, 31
    Manz, C. C., 463, 464, 477Marion, R., 286
    Markgraff, P., 150, 151, 152
    Marks, M. A., 64, 463
    Marlowe, H. A., 30
    Marques, C., 232, 235
    Marques-Quinteiro, P., 305
    Marstand, A. F., 167
    Martin, G. S., 439
    Martin, J., 325
    Martin, M. T., 95
    Martin, R., 161, 167, 462
    Martin, S. R., 10
    Martinez, L., 451
    Martinez, P. N., 376
    Maslyn, J. M., 159, 161, 170, 171
    Mason, C., 187, 202
    Matara, E., 78
    Mathieu, J. E., 475, 481
    Matta, F. K., 169
    Matthews, M. D., 33Mattingly, B., 149, 150
    Mattingly, V., 39
    Mattis, M., 404
    Matz, S., 91
    Maume, D. J., Jr., 395
    Mayer, D. M., 334, 440
    Mayer, J. D., 38, 40
    McCain, K. D., 301
    McCalman, J., 439, 442
    McCanse, A. A., 87, 93, 95, 104
    McCauley, C. D., 336, 397
    McClane, W. E., 169
    McClean, E. J., 10
    McCrae, R. R., 35
    McGhee, D. E., 337
    McGinn, K. L., 396, 397, 401, 405
    McGregor, R., 354
    McIntosh, P., 337
    McIntosh, T., 62
    McKelvey, B., 286McMahon, T. R., 433
    McManus, R. M., 422
    Meindl, J. R., 352, 366
    Meirovich, G., 115, 116, 118
    Melia, M., 68
    Memon, Z. A., 115
    Mendez, M. J., 142
    Mendonca, M., 427, 434
    Meuser, J. D., 259, 261, 264
    Meyer, B., 482
    Miao, C., 228
    Mikolajczak, M., 40
    Miles, G., 323
    Miles, R. E., 232
    Miller, T., 407
    Min-Huei, C., 123
    Mintz, S., 235
    Misumi, J., 87, 95
    Mitchell, A. A., 402
    Mitchell, R., 332Mitchell, R. R., 132, 134, 136, 139, 140, 142
    Mitchelson, J. K., 439
    Modell, A. H., 293
    Mohammed, I., 204
    Mohammed, S., 376
    Mohammed, Y. G., 194
    Molero, F., 232
    Mols, F., 233
    Moore, B. V., 2
    Moore, C., 442
    Moorhead, J., 76, 77
    Mor Barak, M. E., 323, 325, 337
    Morgan Roberts, L., 336
    Morgenroth, T., 397
    Morgeson, F. P., 70, 161, 227, 330, 464, 482
    Morgeson, R. P., 164
    Moriano, J. A., 232
    Morris, S., 399
    Morrison, A., 397
    Morrissey, L., 306Mortensen, M., 461
    Mouton, J. S., 84, 87–90, 91, 93, 94, 96, 98, 103, 107
    Muethel, M., 461, 464
    Mugisha, S., 304
    Mujtaba, B. G., 96
    Mulcahy, M., 397
    Mumford, M. D., 1, 56, 60, 61, 62, 64, 65, 66, 67, 69, 70, 71, 72,
    79, 82, 481
    Mumford, T. V., 70
    Murphy, S. E., 397, 402, 404, 408
    Musk, E., 45, 47–50
    Mussman, J., 244
    Naab, F., 133
    Nadler, D. A., 28, 466
    Nadworny, E., 312
    Nahrgang, J. D., 161, 164, 227
    Nanus, B., 17, 28, 198–199, 217, 220
    Naqvi, S. M. M. R., 332
    Naseem, M. A., 160Naudé, P., 323
    Neck, C. P., 477
    Nederman, C., 14
    Neely, B. H., 207
    Neider, L. L., 142
    Nelson, R., 109
    Nelson, T., 303, 304, 305
    Nemanich, L. A., 194
    Nembhard, I. M., 331, 332, 335
    Neubert, M. J., 265
    Newman, A., 269
    Ng, E. S., 208
    Ng, T. W., 440, 441
    Ng, Y. N., 93
    Ngo, H., 429
    Nicholls, J., 204
    Nichols, B., 151
    Nielsen, S., 407
    Niessen, C., 161
    Nieva, V. E., 397Nishii, L. H., 330, 334, 336
    Njeru, L., 78
    Nkomo, S. M., 337, 402, 404
    Noel, T. W., 429
    Northouse, P. G., 336
    Notgrass, D., 186, 195, 205
    Nothaft, P., 150
    Nuijten, I., 258
    Nuwer, R., 213
    Offermann, L. R., 337
    Oh, I. S., 42
    Ohlott, P. J., 397
    Oke, A., 254
    Okimoto, T. G., 233
    Omilion-Hodges, L. M., 160, 164
    O’Neill, T. A., 474
    Organ, D. W., 161
    Orvis, K. L., 475
    Orzano, J., 307Ospina, S., 170
    Otero-Neira, C., 261, 264
    Owens, B. P., 5
    Ozyilmaz, A., 261
    Packer, A. H., 322
    Padilla, A., 15, 432
    Páez, I., 422
    Page, D., 264
    Pailhe, A., 396
    Palmieri, R. E., 42
    Panaccio, A., 259
    Parisi-Carew, E., 118
    Park, B. I., 332
    Parker, B., 322
    Parker, G. M., 463
    Parker, S., 187
    Passos, A. M., 305
    Patera, J. L., 354
    Patterson, K. A., 257Paul, J. B., 463
    Paul, R., 461–462
    Pauleen, D. J., 474
    Paz-Aparicio, C., 42
    Pearce, C. L., 464
    Pellegrini, E. K., 96
    Peng, A. C., 269, 332
    Pentland, A., 407
    Perrewe, P. L., 429
    Perrot, S., 264
    Perry, A. K., 422
    Peters, T. J., 4
    Peterson, C., 33, 36
    Peterson, D. R., 440
    Peterson, S. J., 222
    Pettigrew, T. F., 325
    Peus, C., 226, 228
    Piccolo, R., 93
    Pietraszewski, D., 375
    Pillai, R., 206Pina e Cunha, M., 232, 235
    Plaisance, P. L., 423
    Platz, S. J., 399
    Podsakoff, N. P., 1
    Podsakoff, P. M., 1
    Pojman, L. P., 428, 429
    Popper, M., 374
    Porter, G., 461
    Posner, B. Z., 11, 198, 199–201, 217, 220, 435
    Postmes, T., 398
    Powell, G. N., 395, 397, 399, 403
    Preece, J., 304
    Price, T., 422
    Pritchard, M. S., 437
    Prussia, G. E., 441
    Pryce, A., 304
    Ptacek, J. K., 164
    Puni, A., 204
    Purdie-Vaughns, V., 404Qi, L., 332
    Qian, S., 228
    Quinn, R. E., 234
    Ragins, B. R., 322, 404
    Ramalingam, B., 302
    Ramos, C., 323
    Ramos-Villagrasa, P., 305
    Randel, A. E., 328, 329, 331, 332, 335
    Randolph-Seng, B., 159, 161, 168, 268
    Rath, T., 36
    Raven, B. H., 12
    Rawls, J., 436
    Reb, J., 404
    Reddin, W. J., 109
    Rego, A., 232, 235
    Rehman, R. ur, 160
    Reiter-Palmon, R., 335
    Rentsch, J. R., 464
    Resick, C. J., 439Restrepo, S., 244
    Reyes, D., 467, 468, 469, 470, 483
    Ribeiro, N. M. P., 232
    Ricci, R., 307
    Riggio, R. E., 15, 185, 187, 188, 352, 353, 462
    Ristikari, T., 402
    Ritchie, J. E., Jr., 406
    Rittenberg, A., 152
    Rittman, A. L., 463
    Roberson, Q. M., 322, 325, 330, 338
    Roberts, J. A., 265
    Roberts, R. P., 236
    Roberts, T. P., 115, 118
    Robin, M., 268
    Rocha, Á., 71
    Rockstuhl, T., 168
    Rodriguez, S., 49
    Ronen, Z., 276
    Rose, D. M., 61
    Rosen, B., 475Rosener, J., 398
    Rosenfeld, E., 308
    Rosette, A. S., 143, 404
    Rost, J. C., 1, 2, 3, 7, 8, 15, 17, 439
    Rotolo, C. T., 337
    Rouse, C., 402
    Rowe, W. G., 235
    Rowley, K., 285
    Rowlinson, S., 95
    Rowold, J., 194
    Rubel, T., 399
    Ruben, B. D., 7
    Ruddy, T. M., 470, 478
    Ruderman, M. N., 336, 397
    Rudman, L. A., 401, 406
    Russell, R. F., 257
    Ryan, A. M., 322
    Ryan, M. K., 397, 398
    Sacket, P. R., 36Sage, A., 49
    Salas, E., 463, 464, 467, 468, 469, 470, 482, 483
    Salovey, P., 38, 40
    Salvador, R., 440
    Sanchez, D., 5
    Sandberg, S., 395, 416
    Sanders, S., 369
    Santora, J. C., 258, 260
    Sarros, J. C., 258, 260, 264
    Sassenberg, K., 195
    Scandura, T. A., 96, 169, 170, 172, 206, 226
    Schaubroeck, J. M., 269, 332
    Schein, V. E., 406
    Schellhardt, T. D., 395
    Scherer, J. A., 37
    Schilling, J., 431
    Schmidt, G. B., 462
    Schminke, M., 429
    Schmitt, E., 448, 449, 450, 451
    Schouten, A. P., 462Schriesheim, C. A., 142, 164, 170, 171, 197, 226
    Schriesheim, J. R., 142
    Schumann, P. L., 427
    Schutz, W. C., 324, 371
    Schwartz, J. L. K., 337
    Schwartz, M., 413
    Schwartz, S. H., 399
    Schwarz, G., 269
    Schweitzer, L., 208
    Schyns, B., 159, 160, 369, 431
    Scott, M. E., 462
    Sculley, J., 32
    Searle, T. P., 260
    Seashore, S. E., 87
    Seeman, M., 3
    Sego, D. J., 463
    Sekaquaptewa, D., 403
    Seligman, M. E. P., 36
    Sels, L., 226
    Semedo, A. S. D., 232, 235Sendjaya, S., 258, 260, 264, 268, 269
    Senge, P. M., 257, 435
    Sengupta, S., 431
    Seo, M., 160
    Sergent, K., 398
    Shamir, B., 189, 190, 202, 205, 222, 230, 352
    Shankman, M. L., 38, 39, 50
    Shapiro, S., 302
    Sheer, V. C., 164
    Shevchenko, N., 487
    Shore, L. M., 5, 168, 325, 332
    Shuffler, M. L., 470, 480
    Shull, A. C., 337
    Sidani, Y. M., 235
    Silman, A., 102, 103
    Simkins, J. D., 448, 449
    Simon, S., 403, 404
    Simonet, D. V., 18
    Simonton, D. K., 32
    Sims, H. P., 464Sims, P., 223
    Sinder, R., 285
    Singh, N., 431
    Sitkin, S. B., 205, 206
    Sivasubramaniam, N., 194, 197
    Skinnell, K., 404
    Slaski, M., 39
    Small, D. A., 401
    Small, E. E., 464
    Smith, A., 408
    Smith, D. K., 466
    Smith, J. A., 9
    Smith, K., 304
    Snow, C. C., 323
    Snow, S., 49
    Solansky, S. T., 464
    Solaz, A., 396
    Song, Z., 167
    Soo, C., 475
    Sosik, J. J., 28, 37, 38, 188, 209Sousa, F., 232, 235
    Sousa, M., 260, 268
    Sousa, M. J., 71
    Sparrowe, R. T., 172
    Spears, L. C., 254, 255, 256, 257, 283
    Spencer, S. J., 402, 404
    Spurk, D., 161
    Squires, V., 303, 304, 305
    Stagl, D. C., 482
    Stagl, K. C., 463
    Stajkovic, A. D., 398
    Stander, F. W., 232
    Stander, M. W., 232
    Stangor, C., 408
    Steele, C. M., 404
    Steffens, N. K., 233
    Steidlmeier, P., 15, 187, 221, 226, 426, 427, 430, 438, 439
    Sternberg, R. J., 32
    Stewart, A. J., 408
    Stewart, G. L., 463Stilwell, D., 160
    Stinson, J. E., 142
    Stogdill, R. M., 2, 27, 28, 29, 31, 43, 84, 86, 104, 135
    Stone, A. G., 257
    Stone, B., 33
    Stone, S., 270
    Strauss, J. P., 329
    Streicher, B., 226
    Stroessner, S. J., 402
    Stumpf, S. A., 133
    Sudkämper, A., 397
    Sui, Y., 232
    Sultan, A., 406
    Sunderman, H. M., 301, 302
    Sutcliffe, K. M., 230
    Sy, T., 375
    Tajfel, H., 374
    Tamkins, M. M., 143
    Tatoglu, E., 96Tayyeb, H. H., 332
    Tejeda, M. J., 206
    Tengblad, S., 206
    Tepper, B. J., 13
    Tett, R. P., 18
    Thiel, C. E., 440
    Thoits, P. A., 401
    Thomas, D. A., 323, 324, 327
    Thomas, G., 161, 167, 462
    Thompson, G., 117, 118
    Thompson, L., 404
    Thompson, M., 403
    Thor, K. K., 65
    Thygeson, M., 306, 307
    Tims, M., 195
    Tinsley, C. H., 401
    Todd, E. M., 62
    Tourish, D., 205
    Townsend, B., 404
    Tracey, J. B., 205Tran, T. B. H., 332
    Treur, J., 115
    Treviño, L. K., 5, 422, 429, 441
    Troth, A. C., 162, 167
    Tsakumis, G. T., 236
    Tsotetsi, C. T., 304
    Tsui, A. S., 399
    Tuckman, B. W., 473
    Tuller, M. D., 337
    Turner, J. C., 374
    Turner, J. R., 142
    Turner, N., 187, 232
    Tushman, M. L., 28
    Twenge, J. M., 406
    Tyler, T. R., 325, 333
    Tymon, W. G., 133
    Uhl-Bien, M., 1, 160, 162, 164, 169, 170, 171, 180, 286, 287,
    288, 303, 304, 324, 352, 353, 354, 362, 366, 375, 392
    Ulstad, V., 306vanDam, N. H. M., 133
    van den Hooff, B., 462
    van der Leeden, R., 399
    van der Wal, C. N., 115
    van Dierendonck, D., 253, 258, 260, 268, 269
    Van Dyne, L., 169
    van Engen, M. L., 399, 406
    van Ginkel, W. P., 330
    van Knippenberg, D., 205, 206, 330, 429
    Van Til, J., 7
    Van Velsor, E., 336, 337, 338
    Van Vugt, M., 377
    Van Yperen, N. W., 195
    Varela-Neira, C., 261, 264
    Vecchio, R. P., 115, 116, 117, 118
    Velasquez, M. G., 428
    Vidyarthi, P. R., 160
    Vinberg, S., 114
    Vinkenburg, C. J., 406
    Vogus, T. J., 230Volmer, J., 161
    Von Glinow, M. A., 397
    Voss, K., 19
    Vroom, V. H., 115, 133
    Wageman, R., 461, 468, 470, 473, 481
    Waldman, D. A., 464
    Walker, C. B., 94
    Walker, H. J., 170
    Walker, R., 5
    Wallace, W. T., 399
    Wallen, A. S., 143
    Wallenfeldt, J., 414, 415
    Wallner, P. J., 20
    Walmsley, P. T., 36
    Walton, R. E., 468, 469, 471
    Walumbwa, F. O., 222, 227, 233, 248, 254, 265
    Wan, D., 160
    Wang, B., 124
    Wang, D., 232, 332, 464Wang, G., 42
    Wang, H., 232
    Wang, M. M., 268
    Wang, Z., 440
    Ward, S. J., 422
    Warner, J., 395
    Washington, E. F., 404
    Wasserman, I. C., 336
    Waterman, R. H., 4
    Watola, D. J., 463
    Watson, C., 9
    Wayne, L., 435
    Wayne, S. J., 160, 259, 261
    Weber, M., 188
    Weber, T. J., 222
    Wei, F., 232
    Wei, X., 332
    Weinberg, F. J., 12
    Weisberg, D., 101, 102
    Weiss, H. M., 164Welsh, D., 440
    Wernsing, T. S., 222, 233, 236
    Wescher, J. S., 226
    West, B. J., 354
    Wheatley, M., 257
    Wheeler, A. R., 161
    Wheeler, D. W., 258, 264
    Whiteley, G., 102
    Whittington, J. L., 226
    Wild, L., 302
    Willemsen, T. M., 399
    Williams, C. L., 395
    Williams, J., 397, 404
    Williams, R. J., 399
    Williams, W. A., 268
    Wilson, S., 439, 442
    Winer, B. J., 135
    Winfrey, O., 244
    Winnicott, D. W., 293
    Winston, B., 264, 283Wirth, L., 405
    Wisse, B., 195, 369
    Wittmann, C. M., 323
    Wodon, Q., 77, 78
    Wofford, J. C., 142
    Wolfe, C. J., 38
    Wolverton, B., 384, 385
    Wong, P. T. P., 258, 264
    Wood, W., 398
    Woodruff, C. T., 10
    Woolley, A. W., 407
    Wright, S. L., 170
    Wu, A., 201
    Wu, D., 235, 268
    Wu, J., 261
    Wu, Y., 232
    Xanthopoulou, D., 195
    Xu, A. J., 162, 429
    Xu, B., 232, 235Xu, H., 440
    Yammarino, F. J., 56, 118, 164, 190
    Yang, C., 429
    Yang, I., 196
    Yang, Y., 322
    Yavuz, M., 231
    Ye, Q., 332
    Yelsma, P., 368
    Yetton, P. W., 115
    Yukl, G. A., 87, 91, 94, 95, 115, 116, 119, 170, 205, 207, 441
    Zaccaro, S. J., 28, 30, 31, 32, 43, 56, 60, 61, 62, 64, 65, 66, 67,
    69, 70, 72, 79, 82, 463, 465, 466, 469, 470, 475, 478, 481
    Zahneis, M., 312, 313
    Zaki, Y., 77
    Zakin, C., 101, 102
    Zaleznik, A., 18, 28, 352, 355, 356, 361, 376
    Zander, A., 86
    Zenger, J., 400
    Zerilli, D. H., 164Zhang, L., 5
    Zhang, Y., 232
    Zhang, Z., 464
    Zhao, H., 259, 269
    Zhao, S., 232
    Zhou, A. Q., 268
    Zhou, M., 268
    Zhou, X., 142, 164
    Zhu, J., 268
    Zhu, W., 188
    Ziesulewicz, G., 451
    Zigarmi, D., 109, 115, 118, 128
    Zigarmi, P., 109, 128
    Zill, A., 482
    Ziv, E., 335
    Zonia, S. C., 330SUBJECT INDEX
    Abruzzo, D., 120–121
    Abusive supervision, 13
    Achievement-oriented leadership, 136–137, 140, 140 (table)
    Acquired intelligence, 61
    ACS model. See Assessment-challenge-support (ACS) model
    Active management by exception, 196
    Activist follower, 361
    Adaptive leadership, 5 (box)
    adaptive challenges, 289–293
    Adaptive Leadership Questionnaire, 315–319
    adaptive work, 299–300
    advantages, 302–304
    application, 306–307
    assessment, 315–319
    biases, 286
    biological bias, 286
    case studies, 308–314complexity leadership theory, 287–288
    definition, 286–288
    disadvantages, 304–305
    disciplined attention, 296–297
    distress regulation, 293–296
    follower centered approach, 303
    framework, 306 (figure)
    “getting on the balcony” behavior, 290–291
    giving work back to people, 297–298
    holding environment, 293–294, 299, 304, 430
    leader behaviors, 290–299
    model, 288–300, 289 (figure)
    overview, 285
    practice in, 287 (table)
    prescriptive approach, 303–304
    process, 301 (figure)
    psychotherapeutic bias, 286
    service orientation bias, 286
    situational challenges, 288–290
    systems bias, 286technical and adaptive challenges, 289
    technical challenges, 288–289
    working of, 300–302
    Adaptive Leadership Questionnaire, 315–319
    Adaptive work, 299–300
    Agreeableness, 35 (table)
    Aldama, M., 100–103
    Alexander the Great, 10
    Alienated followers, 356
    Allure of Toxic Leaders, The (Lipman-Blumen), 369
    ALQ. See Authentic Leadership Questionnaire (ALQ)
    Altruism, 427, 434
    Alverà, M., 276–278
    Amin, I., 14
    Angliss, E., 262–263
    Antecedent conditions
    inclusive leadership, 328–330
    servant leadership, 259–261Ardern, J., 394, 398, 412–417
    Aristotle, 423, 428
    Assessment
    ACS model, 336–338
    Adaptive Leadership Questionnaire, 315–319
    ALQ, 233, 248–250
    CliftonStrengths, 36
    ELSQ, 452–458
    Followership Questionnaire, 387–391
    Gender-Leader Bias Questionnaire, 418–420
    Inclusive Leadership Scale, 345–349
    LBDQ, 86, 104
    LBDQ-XII, 86, 94
    Leadership Behavior Questionnaire, 104–106
    leadership conceptualization, 23–24
    Leadership Grid, 87–90, 89 (figure), 96, 104
    LMX-7 Questionnaire, 181–182
    LPI, 201
    LTQ, 51–53Minnesota Multiphasic Personality Inventory, 51
    MLQ, 197, 206
    MSCEIT, 38
    Myers-Briggs Type Indicator, 51
    Path–Goal Leadership Questionnaire, 153–155
    skills inventory, 79–81
    SLII® model, 128–130
    SLQ, 268–269, 279–282
    StrengthsFinder, 36
    Team Excellence and Collaborative Team Leader
    Questionnaire, 483, 491–494
    Transformational Leadership Inventory, 218–219
    Assessment-challenge-support (ACS) model, 336
    assessment, 336–337
    challenge, 337–338
    support, 338
    Assigned leadership, 8–10
    Assimilation, 327
    Authentic followership, 367Authentic leadership
    advantages, 232–233
    ALQ, 233, 248–250
    application, 235–236
    approaches, 222–231
    assessment, 248–250
    balanced processing, 229
    behavior, 224
    case studies, 237–247
    characteristics, 224 (figure)
    compassion, 225
    components of, 227–229, 228 (figure)
    confidence, 229
    connectedness, 225
    consistency, 225
    critical life events, 230–231
    definition, 5 (box), 15, 221–222, 227
    developmental perspective, 222
    disadvantages, 234–235George approach, 223–226
    heart, 225
    hope, 229
    influencing factors, 229–231
    internalized moral perspective, 228
    interpersonal perspective, 222
    intrapersonal perspective, 222
    moral reasoning, 230
    optimism, 229
    overview, 221
    passion, 223
    positive psychological capacities, 229, 230 (table)
    practical approach, 222–226
    purpose, 223
    relational transparency, 229
    relationships, 225
    resilience, 229–230
    self-awareness, 227–228
    self-discipline, 225
    theoretical approach, 222, 226–231values, 224
    working of, 231–232
    Authentic Leadership Questionnaire (ALQ), 233, 248–250
    Authentic transformational leadership, 187–188, 427
    Authority–compliance management, 88, 89 (figure)
    Awareness attribute, 255
    Axis Global, 484–485
    Balanced processing, 229
    Barelli, H., 210–211
    Barra, M., 394
    Barrett, C., 274–275
    Bates, M., 147–149
    Behavioral flexibility, 65
    Behavior/behavioral approach
    adaptive leadership, 290–299
    advantages, 93–94
    application, 96
    assessment, 104–106authentic leadership, 224
    benevolent dictator, 90
    case studies, 97–103
    consideration, 86, 135
    directive behaviors, 110
    disadvantages, 94–96
    employee orientation, 87
    followership, 363
    historical background, 85–92
    IMoLB, 91–92, 92 (figure)
    inclusive leadership, 331–332
    initiating structure, 86, 135
    LBDQ, 86
    LBDQ-XII, 86, 94
    Leadership Behavior Questionnaire, 104–106
    Leadership Grid, 87–90, 89 (figure), 96, 104
    Managerial Grid, 6, 87–90, 94
    Ohio State studies, 85–86
    opportunism, 90–91, 91 (figure)
    overview, 84–85paternalism/maternalism, 90, 90 (figure)
    path–goal theory, 134–137, 139, 140 (table)
    production orientation, 87
    purpose of, 84
    relationship, 84–85
    servant leadership, 261–264
    situationalism, 94
    supportive behaviors, 110
    task, 84–85
    University of Michigan studies, 86–87
    U.S.-centric perspective, 95–96
    working of, 92–93
    Beneficence, 434
    Benevolent dictator, 90
    Berger, M., 19–20
    Bhutto, B., 394
    Biden, J., 404
    Big Five personality model, 35–36, 35 (table)
    Bluebird Care, 379–381Bond, R., 411–412
    Boudreaux, G., 394
    Brako, 145–147
    Brooks, H., 487–490
    Brown, B., 243–247
    Bush, G. W., 34
    Bystanders, 360
    Cain, S., 353
    Caldera, A., 121–122
    Capability model, 60, 68
    Career experiences, 67
    Case studies
    adaptive leadership, 308–314
    authentic leadership, 237–247
    behavioral approach, 97–103
    ethical leadership, 444–451
    followership, 379–386
    gender and leadership, 410–417inclusive leadership, 339–344
    LMX theory, 173–179
    path–goal theory, 145–152
    servant leadership, 272–278
    skills approach, 73–78
    SLII® model, 120–126
    team leadership, 484–490
    trait approach, 45–50
    transformational leadership, 210–217
    Cause/goal analysis, 62
    Chaleff follower typology, 357–359, 359 (figure)
    Character strengths, 36–38, 37 (table)
    Charismatic leadership, 28, 185, 188–190
    Chibanda, D., 213–217
    China, 122–126
    City Mortgage, 174–175
    Civic strengths, 37 (table)
    CliftonStrengths, 36
    Clinton, B., 34, 428Coaching (leadership style), 110
    Co-created process, leadership, 364–366, 364 (figure)
    Coercion, 13, 256
    Coercive power, 11 (table), 13
    Cognitive ability, 61
    Cognitive complexity, 329
    Cognitive strengths, 37 (table)
    Coke, S., 45–46
    Colluders, 433
    Columbus, C., 19
    Commitment of followers, 112, 116–117
    Community development
    ethical leadership, 438–439
    servant leadership, 256, 263–264
    Compassion, 225
    Competencies, 62
    followers, 112, 116–117
    knowledge, 66problem-solving skills, 62–64, 63 (figure)
    social judgment and social skills, 64–66
    Complexity leadership theory, 287–288
    Conceptualization, 6, 23–24, 256, 261
    Conceptual skills, 58–59
    Concern for production, 88
    Conducive environment, 433
    Confidence, 229
    Conflict management, 294
    Conformist followers, 356
    Confucianism, 123–124
    Connectedness, 225
    Conscientiousness, 35 (table)
    Consideration behaviors, 86, 135
    Constraint analysis, 62
    Constructive transaction, 195
    Contingent reward, 195–196
    Conventional morality, 424–425, 424 (table)
    Costa, D., 438Country-club management, 88, 89 (figure)
    Courageous followership, 358–359
    Creative abrasion, 177
    Creative agility, 177
    Creative Brain Trust, 177
    Creative resolution, 177
    Creative thinking, 63
    Critical life events, 230–231
    Crystallized cognitive ability, 61
    Curley, T., 383–386
    Dao De Jing (Laozi), 124
    Daoism, 124–125
    Delegating (leadership style), 111
    Destructive leadership, 369–373, 431–433
    Determination trait, 33–34
    Developmental authentic leadership, 222
    Development level, 112, 116
    Diehard follower, 361
    Differentiation, 326Directive leadership, 110, 135, 139, 140 (table)
    Dirks, A., 444–445
    Discursive leadership, 5 (box)
    Distributed leadership, 463–464
    Distributive justice, 436–437, 437 (table)
    Diversity management, 322
    Dominance, 61–62
    DuBose, S., 341
    Dunwoody, A. E., 394
    Duterte, R., 13, 205
    Dyadic relationship, 157, 158 (figure)
    Elder Care Project, 73–74
    ELSQ. See Ethical Leadership Style Questionnaire (ELSQ)
    Emergence, leadership, 10
    Emergent leadership, 8–10
    Emerson College, 313
    Emotional intelligence, 38–40, 260
    Emotional strengths, 37 (table)
    Empathy attribute, 255Employee orientation behavior, 87
    End of Leadership, The (Kellerman), 11
    Environmental influences, 67–68
    Ethical egoism, 426
    Ethical Imperative, The (Costa), 438
    Ethical leadership, 5 (box)
    advantages, 439–441
    altruism, 427, 434
    application, 442–443
    assessment, 452–458
    Burns’s perspective on, 430–431
    case studies, 444–451
    centrality of, 429–430
    common goal, 438
    community principle, 438–439
    conventional morality level, 424–425
    cultural perspectives, 439
    deontological perspective, 427–428
    destructive leadership, 431–433disadvantages, 441–442
    distributive justice principle, 436–437, 437 (table)
    ELSQ, 452–458
    ethical egoism, 426
    ethical theories, 426–429
    ethic of reciprocity, 436
    ethics, definition, 423
    fairness principle, 435–436
    generational differences, 442
    Golden Rule, 436
    Heifetz’s perspective on, 430
    honest principle, 437–438
    justice principle, 435–437
    Kohlberg’s stages of moral development, 423–425
    moral conduct, 426–427
    overview, 422
    postconventional morality level, 425
    preconventional morality level, 423–424
    principles of, 433–439, 433 (figure)
    respect principle, 434service principle, 434–435
    teleological theories, 426–428
    toxic leadership, 431–432
    utilitarianism, 426–427
    virtue-based theories, 428
    Ethical Leadership Style Questionnaire (ELSQ), 452–458
    Ethical theory, 423
    Ethics, the Heart of Leadership (Ciulla), 422
    Excess, strengths over, 37 (table)
    Exclusion, 325–326
    Exemplary followership, 356–357
    Exemplary leaders, 200
    Expectancy theory, 133–134, 141, 143
    Expert power, 11 (table)
    Experts, 66
    External environmental influences, 68
    Extraversion, 35 (table), 340–341
    Farmer, P., 33–34, 272–274
    FedEx, 39–40Female Advantage, The (Helgesen), 238
    Fleck, P. J., 149–152
    Fluid intelligence, 61
    Followers/followership, 5 (box)
    activists, 361
    advantages, 374–376
    alienated, 356
    application, 377–378
    assessment, 387–391
    authentic, 367
    behaviors, 363
    bystanders, 360
    case studies, 379–386
    Chaleff typology, 357–359, 359 (figure)
    characteristics, 137–138, 362
    cognitive-psychological perspective, 374
    colluders, 433
    commitment of, 112, 116–117
    competence of, 112, 116–117conformers, 432–433
    conformist, 356
    courageous, 358–359
    dark triad, 369
    definition, 7, 11, 353–354
    desires for control, 137–138
    destructive leaders and, 369–373
    development level, 112, 114
    diehards, 361
    disadvantages, 376–377
    engagement, level of, 360–361
    ethical dimension, 354
    evolutionary perspective and, 377
    exemplary, 356–357
    Followership Questionnaire, 387–391
    ideal, 375–376
    isolate, 360
    Kellerman typology, 360–361, 360 (figure)
    Kelley typology, 356–357, 357 (figure)
    leader-follower interaction, 358 (figure)leadership behaviors, 363
    leadership characteristics, 362–363
    leadership co-created process, 364–366, 364 (figure)
    locus of control, 137–138
    motivation, 143
    needs for affiliation, 137
    outcomes, 363
    overview, 352–353
    participants, 360–361
    passive, 356
    perspectives on, 366–368
    pragmatist, 357
    preference for structure, 137
    prescriptions for effective, 375
    psychoanalytic perspective, 374
    psychological factors and dysfunctional leadership, 370–
    373, 370 (table)
    receptivity, 260–261
    relational-based, 354
    reversing the lens approach, 363–364, 363 (figure)role-based perspective, 354
    self-perceived level of task ability, 138
    social marketplace, 375
    social-psychological perspective, 374
    styles, 356–357, 359
    susceptible, 432
    task characteristics, 138–139
    theoretical approaches, 362–373
    toxic leadership and, 369
    types, 361
    typologies, 354–361, 355 (table)
    working of, 373–374
    Zaleznik typology, 355, 356 (figure)
    Followership Questionnaire, 387–391
    Forecasting, 62
    Foresight attribute, 256
    Fox, T., 223
    Freud, S., 370
    Friendship Bench, 213–217Full Range of Leadership model, 191, 192 (figure), 197
    Game-based learning (GBL), 71
    Gandhi, I., 394
    Gandhi, M., 186, 188, 430
    Garafallo, A., 74–76
    Gender and leadership
    advantages, 406–407
    application, 408–409
    assessment, 418–420
    boards of directors in organization, 400
    case studies, 410–417
    commitment, 400–401
    disadvantages, 408
    gender-biased perceptions, 9–10
    gender gap, 395
    Gender-Leader Bias Questionnaire, 418–420
    glass ceiling, 394–398
    glass cliff, 397–398glass escalator, 395
    human capital differences, 395–398
    leadership labyrinth, 394–398, 404–406
    leadership styles and effectiveness, 398–406
    overview, 394
    path–goal theory, 142–143
    pipeline problem, 396
    prejudice, 402–404
    self-promoting, 401
    social values, 399
    stereotypes, 402
    transformational leadership, 399
    work–home conflicts, 397
    Gender-Leader Bias Questionnaire, 418–420
    General cognitive ability, 61
    George, Bill, 223–226
    Ginsburg, R. B., 394
    Glass ceiling, 394–398
    Glass cliff, 397–398Glass escalator, 395
    Global Leadership Institute, 39
    Great Lakes Foods (GLF), 45–46
    “Great man” theories, 27, 60
    Green, K., 485–486
    Greengold, T., 485
    Greenleaf, R. K., 254
    Grid International, 96
    Grit, 33
    Groups, 6–7
    Gutierrez, K., 239–243
    GVSU Lakers football team, 19–21
    Halpert, M., 308–309
    Harris, K., 395, 404
    Heifetz, R., 430
    Heinz dilemma, 423
    Helgesen, S., 237–239
    Hernandez, J., 174–175
    Heterarchy, team, 463High directive–high supportive leadership style, 110
    High directive–low supportive leadership style, 110
    High supportive–low directive leadership style, 110
    High Tech Engineering (HTE), 210–211
    Hitler, A., 10, 13–16, 19, 187, 205, 358, 369
    Holding environment, 293–294, 299, 304, 430
    Hope, 229
    Hughes, M., 34
    Human skills, 57–58
    Humble leadership, 5 (box)
    Idea evaluation, 63
    Idealized influence factor, 192–193
    Ideal leadership, 13
    IMoLB. See Integrated Model of Leadership Behavior (IMoLB)
    Implicit association test (IAT), 337, 418
    Impoverished management, 88, 89 (figure)
    Inclusion, 323
    definition, 324–328optimal distinctiveness theory, 325
    uniqueness and belongingness, 325–327, 326 (table)
    Inclusive leadership, 5 (box)
    ACS model, 336–338
    advantages, 334
    antecedent conditions, 328–330
    application, 335–338
    assessment, 345–349
    behaviors, 331–332
    case studies, 339–344
    characteristics, 328–329
    cognitive complexity, 329
    disadvantages, 334–335
    goals, 328
    group diversity cognitions, 329–330
    Inclusive Leadership Scale, 345–349
    leader inclusiveness, 331–333
    leader personality factors, 329
    model, 328–333, 329 (figure)organizational policies and practices, 330
    outcomes, 332–333
    overview, 322–324
    participative leadership vs., 324
    pro-diversity beliefs, 328
    psychological climates, 330
    relational leadership, 324
    working of, 333
    Inclusive Leadership Scale, 345–349
    Individual attributes, 61–62
    Individualized consideration, 193–195, 204
    Influential leadership, 4 (box), 7, 429
    Information power, 11 (table), 12
    In-group, 159
    Initiating structure behaviors, 86, 135
    In Search of Excellence (Peters & Waterman), 4 (box)
    Inspirational motivation, 193
    Integrated Model of Leadership Behavior (IMoLB), 91–92, 92
    (figure)
    Integrity trait, 34, 38Intellectual stimulation, 193
    Intelligence, 32–33
    acquired, 61
    emotional, 38–40, 260
    fluid, 61
    social intelligence, 30, 65
    Internal environmental influences, 67–68
    Internalized moral perspective, 228
    Interpersonal authentic leadership, 222
    Interpersonal strengths, 37 (table)
    Intrapersonal authentic leadership, 222
    Isolate follower, 360
    Jobs, S., 32–33
    Johnson, L., 430
    Jones, D., 445–446
    Jones, J., 13
    Journey to the East, The (Hesse), 254Kagan, E., 394
    Kant, I., 434
    Kelleher, H., 274–275
    Kellerman follower typology, 360–361, 360 (figure)
    Kelley follower typology, 356–357, 357 (figure)
    Kennedy, J. F., 19, 189
    Kim, Y., 262
    King, M. L., Jr., 14, 188
    Klein, A., 262
    Knowledge, 66
    Kohlberg, L., 430
    Koresh, D., 205, 353
    Labyrinth, leadership, 394–398, 404–406
    Laissez-faire leadership, 190 (figure), 196–197
    Laozi, 124–125
    Lay, K., 369
    LBDQ. See Leader Behavior Description Questionnaire (LBDQ)
    LBDQ-XII, 86, 94
    Leader and leadership, 1–2achievement-oriented, 136–137, 140, 140 (table)
    adaptive, 5 (box), 285–321
    assessment, 22–24
    assigned vs. emergent, 8–10
    authentic, 5 (box), 15, 221–252
    behavioral approach, 84–108, 134–137, 139
    charismatic, 28, 185, 188–190
    co-created process, 364–366, 364 (figure)
    coercion and, 13
    common goals, 7
    communication behaviors, 9
    components of, 6–8
    conceptualization, 6, 23–24
    definition, 2–8, 15
    dimensions of, 157 (figure)
    directive, 110, 135, 139, 140 (table)
    discursive, 5 (box)
    emergence, 10
    ethical, 5 (box), 422–460
    evolution of definitions, 2–5 (box)functions of, 17 (figure)
    gender and, 394–421
    gender-biased perceptions, 9–10
    group processes, as, 6–7
    humble, 5 (box)
    inclusive, 5 (box), 322–351
    influential, 4 (box), 7, 429
    laissez-faire, 190 (figure), 196–197
    management and, 16–18
    morality and, 13–16
    moral process, 15–16
    neutral process, 14–15
    outcomes, 68–69
    participative, 135–136, 140, 140 (table)
    path–goal theory, 132–156
    personality perspective, 6, 9
    power, 6, 10–13, 11 (table), 12 (table)
    process, 6–8, 9 (figure)
    pseudotransformational, 15, 187–188, 431
    romance of, 366servant, 4 (box), 15–16, 253–284, 435
    situational approach, 109–131
    skills approach, 6, 56–83
    socialized, 15, 187
    spiritual, 5 (box)
    strengths, 36–38
    supportive, 110, 135, 139–140, 140 (table)
    team, 461–495
    traits, 4 (box), 8, 9 (figure), 27–55, 31 (table), 32 (table)
    transformational, 6, 15, 185–220
    volunteer leaders, 11
    Leader Behavior Description Questionnaire (LBDQ), 86
    Leader–member exchange (LMX) theory, 269
    acquaintance phase, 163
    advantages, 168–169
    affective processes, 164–165
    application, 171–172
    assessment, 180–182
    case studies, 173–179development process, 162–166, 163 (table)
    disadvantages, 169–171
    emotions and LMX development, 164–166
    LMX-7, 171, 180
    LMX-7 Questionnaire, 181–182
    LMX-MDM, 171
    mature partnership phase, 163–164
    overview, 157–158
    quality of, 160–162
    stranger phase, 162–163
    VDL theory, 158–160, 169
    working of, 166–167
    Leadership (Burns), 15, 186
    Leadership (Hughes, Ginnett & Curphy), 374
    Leadership Behavior Questionnaire, 104–106
    Leadership Grid, 87–90, 89 (figure), 96, 104
    Leadership Practices Inventory (LPI), 201
    Leadership styles
    authority–compliance management, 88coaching, 110
    country-club management, 88
    delegating, 111
    development level of followers and, 113
    high directive–high supportive, 110
    high directive–low supportive, 110
    high–high style, 95
    high supportive–low directive, 110
    impoverished management, 88
    low supportive–low directive, 111
    middle-of-the-road management, 89
    supporting, 110
    team management, 90
    Leadership Trait Questionnaire (LTQ), 51–53
    Leadership Without Easy Answers (Heifetz), 285, 304
    Legitimate power, 11 (table)
    Listening attribute, 255
    LMX-7, 171, 180–182
    LMX theory. See Leader–member exchange (LMX) theoryLong, J., 365
    Low supportive–low directive leadership style, 111
    LPI. See Leadership Practices Inventory (LPI)
    LTQ. See Leadership Trait Questionnaire (LTQ)
    Machiavelli, N., 14
    Management
    authority–compliance, 88
    country-club, 88
    exception, by, 196
    functions of, 17 (figure)
    impoverished, 88
    leadership and, 16–18
    middle-of-the-road, 89
    skills, 58 (figure)
    team, 90
    Managerial Grid, 87–90, 94, 96
    Mandela, N., 14, 193, 224
    Marin, S., 394Marlboro College, 312–314
    Marshall, B., 341–344
    Martin, R., 379–381
    Martinez, R., 113–114
    Maslow, A., 430
    Maternalism, 90, 90 (figure)
    Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT),
    38
    McQueary, M., 384–385
    Meaning, strengths about, 37 (table)
    Measurement. See Assessment
    Merkel, A., 394
    Metrocity Striders Track Club (MSTC), 120
    Metts, K., 45–46
    Middle-of-the-road management, 89, 89 (figure)
    Milošević, S., 369
    Minnesota Multiphasic Personality Inventory, 51
    MLQ. See Multifactor Leadership Questionnaire (MLQ)
    Moral conduct, 426
    Moral development, stages of, 423, 424 (table)conventional morality, 424–425
    postconventional morality, 425
    preconventional morality, 423–424
    Morality, leadership and, 13–16
    Moral process, leadership as, 15–16
    Moral reasoning, 230
    Mother Teresa, 14, 265–266, 427
    Motivation, 61–62, 132–133
    expectancy theory of, 133–134, 141, 143
    inspirational, 193
    MSCEIT. See Mayer-Salovey-Caruso Emotional Intelligence
    Test (MSCEIT)
    Multifactor Leadership Questionnaire (MLQ), 197, 206
    Multi-team systems (MTSs), 480
    Musk, E., 47–50
    Myers-Briggs Type Indicator, 51
    Nelson, P., 46–47
    Neuroticism, 35 (table)Neutral process, leadership as, 14–15
    “New Leadership” paradigm, 185
    Nixon, R., 439
    Noncoercive influence, 4 (box)
    Norms, 295
    Obama, B., 28
    O’Brien, M., 310
    Ohio State behavior study, 85–86
    Openness, 35 (table)
    Opportunism, 90–91, 91 (figure)
    Optimal distinctiveness theory, 325
    Optimism, 229
    Out-group, 159–160
    Participative leadership, 135–136, 140, 140 (table)
    Partners In Health (PIH), 33–34, 273
    Passion, 223
    Passive followers, 356
    Passive management by exception, 196Paternalism, 90, 90 (figure)
    Paterno, J., 383–386
    Path–Goal Leadership Questionnaire, 153–155
    Path–goal theory, 133 (figure), 140 (table)
    achievement-oriented leadership, 136–137, 140, 140 (table)
    advantages, 141
    application, 143–144
    assessment, 153–155
    case studies, 145–152
    components of, 134, 134 (figure)
    directive leadership, 135, 139, 140 (table)
    disadvantages, 142–143
    expectancy theory, 133–134, 141, 143
    follower characteristics, 137–138
    gender differences and, 142–143
    leader behaviors, 134–137, 139
    leader-centric approach, 143
    overview, 132–134
    participative leadership, 135–136, 140, 140 (table)Path–Goal Leadership Questionnaire, 153–155
    purpose of, 132
    supportive leadership, 135, 139–140, 140 (table)
    task characteristics, 138–139
    working of, 139–141
    People, concern for, 88
    People skills, 57, 64
    Perceived leadership, 32
    Personal competence, 38
    Personality, 6, 9, 62
    Big Five, 35–36, 35 (table)
    inclusive leadership, 329
    transformational leadership and, 206
    Personalized leadership, 187
    Personal power, 12
    Personal skills, 57
    Perspective-taking skills, 65
    Persuasion, 256Peters, C., 173–174
    Pixar, 176–179
    Planning skill, 62
    Plato, 423, 428
    Pol Pot, 14
    Pope Francis, 443
    Position power, 12
    Positive psychological capacities, 229, 230 (table)
    Postconventional morality, 425
    Power, 6, 10–13, 11 (table), 12 (table)
    Pragmatist followers, 357
    Preconventional morality, 423–424, 424 (table)
    Price Waterhouse v. Ann Hopkins, 403
    Prince, The (Machiavelli), 14
    Principled leadership, 470–471, 491
    Privilege worksheet, 336–337
    Problem definition, 62
    Problem-solving skills, 62–64, 63 (figure), 67–68
    Process leadership, 6–7, 9 (figure)trait vs., 8
    Pro-diversity beliefs, 328
    Production, concern for, 88
    Production orientation behavior, 87
    Pseudotransformational leadership, 15, 187–188, 431
    Questionnaire. See Assessment
    Quiet (Cain), 353
    Quigley, K. F. F., 312–313
    Receptivity, follower, 260–261
    Referent power, 11 (table)
    Relational-based followership, 354
    Relational transparency, 229
    Relationship behaviors, 84–85
    authentic leadership, 225
    Resilience, 229–230
    Reversing the lens approach, 363–364, 363 (figure)
    Reward power, 11 (table)Rokeach, M., 430
    Role-based followership, 354
    Role congruity theory, 402
    Romance of leadership, 366
    Roosevelt, T., 447–451
    Rosenfeld, E., 308–309
    Rowing, 381–383
    Saffold, R., 484–485
    Salis, A., 485
    Sandberg, S., 395
    Sandusky, J., 383–386
    Sanger, M., 430
    Santana, D., 310–311
    Santiago, T., 46
    Schema, 66
    Schultz, G. C., 384–386
    Schultz, H., 230–231
    Self-awareness, 227–228
    Self-confidence, 33Self-discipline, 225
    Sensemaking, 63
    Servant leadership, 4 (box), 15–16, 435
    advantages, 267–269
    antecedent conditions, 259–261
    application, 270–271
    assessment, 279–282
    awareness attribute, 255
    behaviors, 261–264
    case studies, 272–278
    characteristics of, 255–257, 258 (table), 260
    commitment attribute, 256
    community development, 256
    conceptualization attribute, 256, 261
    context and culture, 260
    creating value for community, 263–264
    definition, 254
    disadvantages, 269–270
    emotional healing attribute, 261–262empathy attribute, 255
    empowerment, 263
    ethical behavior, 262–263
    follower performance and growth outcome, 264–265
    follower receptivity, 260–261
    foresight attribute, 256
    healing attribute, 255
    helping followers grow and succeed attribute, 262
    historical research, 254–255
    listening attribute, 255
    model, 259–266, 259 (figure)
    organizational performance impact, 265
    outcomes, 264–266
    overview, 253
    persuasion attribute, 256
    putting followers first attribute, 262
    SLQ, 268–269, 279–282
    societal impact, 265–266
    stewardship attribute, 256
    theoretical development, 257, 259working of, 266–267
    Servant Leadership Questionnaire (SLQ), 268–269, 279–282
    Shared leadership, 463–464
    Simpson, K., 261
    Sirleaf, E. J., 394
    Situational approach. See SLII® model
    Situationalism, 94
    Skilling, J., 369
    Skills of an Effective Administrator (Katz), 56
    Skills/skills approach
    acquired intelligence, 61
    advantages, 70–71
    application, 72
    assessment, 79–81
    behavioral flexibility, 65
    capability model, 60, 68
    career experiences, 67
    case studies, 73–78
    cause/goal analysis, 62competencies, 62–66
    conceptual skills, 58–59
    constraint analysis, 62
    creative thinking, 63
    crystallized cognitive ability, 61
    definition, 57
    disadvantages, 71–72
    dominance, 61–62
    environmental influences, 67–68
    fluid intelligence, 61
    forecasting, 62
    general cognitive ability, 61
    human skills, 57–58
    idea evaluation, 63
    individual attributes, 61–62
    influences on, 67–68
    knowledge, 66
    leadership outcomes, 68–69
    management skills, 58 (figure)
    motivation, 61–62overview, 56
    performance outcomes, 69
    personality, 62
    personal skills, 57
    perspective taking, 65
    planning, 62
    problem definition, 62
    problem-solving, 62–64, 63 (figure), 68–69
    sensemaking, 63
    skills inventory, 79–81
    skills model, 59–69, 60 (figure)
    social good, 61–62
    social judgment, 64–66
    social perceptiveness, 65
    social performance, 65
    social skills, 64–66
    technical skills, 57
    three-skill approach, 56–59
    visioning, 63
    willingness, 61wisdom, 63
    working of, 69–70
    SLII® model, 109–110, 111 (figure)
    advantages, 114–115
    application, 119
    assessment, 127–130
    case studies, 120–126
    commitment of followers, 112, 116–117
    competence of followers, 112, 116–117
    development level of followers, 112, 116
    directive behaviors, 110
    disadvantages, 116–119
    flexibility, 115
    leadership style, 110–112
    practicality of, 115
    questionnaire, 128–130
    supportive behaviors, 110
    usefulness of, 114
    validity of, 118working of, 112–114
    SLQ. See Servant Leadership Questionnaire (SLQ)
    Smith, A., 45
    Smith, T., 365
    Snam, 276
    Sociability, 34–35
    Social architects, 198
    Social competence, 38
    Social constructivism, 354
    Social good, 61–62
    Social identity theory, 10
    Social intelligence, 30, 65
    Socialized leadership, 15, 187
    Social judgment skills, 64–66
    Social perceptiveness, 65
    Social performance, 65
    Social power, 12
    Social skills, 64–66
    Soslow, M., 411–412Sotomayor, S., 394
    Southwest Airlines, 274–275
    Spanier, G. B., 383–384
    Spiritual leadership, 5 (box)
    Stewardship, 256
    StrengthsFinder, 36
    Strengths leadership, 36–38
    Supportive leadership, 110, 135, 139–140, 140 (table)
    Susceptible followers, 432
    Tabichi, P., 76–78
    Taoism, 124–125
    Tappan Refinery, 484–485
    Task behaviors, 84–85
    Task characteristics, 138–139
    Team-based organizations, 461–463
    Team Excellence and Collaborative Team Leader Questionnaire,
    483, 491–494
    Team leadership
    advantages, 480–481application, 482–483
    assessment, 491–494
    capacity, 464
    case studies, 484–490
    characteristics, 466–471
    collaboration, 468
    commitment, 468
    critical leadership functions, 472, 472 (figure), 481
    development, 466
    disadvantages, 481–482
    distributed leadership, 463–464
    external environmental leadership actions, 477–479
    goal clarity, 467
    heterarchy, 463
    Hill Model for Team Leadership, 464–479, 465 (figure), 480
    internal/external intervention, 475
    internal relational leadership actions, 477
    internal task leadership actions, 476–477
    leadership actions, 475–479
    leadership decisions, 471–475maintenance functions, 474
    mental model, 464–465
    model, 464–479, 465 (figure), 480
    monitoring, team, 471–473, 479
    MTSs, 480
    overview, 461–464
    performance, 466
    physical distance and, 462
    principled leadership, 470–471, 491
    psychological safety, 469
    results-driven structure, 467–468
    shared leadership, 463–464
    standards of excellence, 469
    support and recognition, 470
    task functions, 474
    task/relational intervention, 474–475
    team-based organizations, 461–463
    team effectiveness, 466–471
    Team Excellence and Collaborative Team Leader
    Questionnaire, 483, 491–494team members competency, 468
    team structure, 462
    technology and, 462
    virtual teams, 462, 474–475
    working of, 479–480
    Team management, 89 (figure), 90
    Technical skills, 57
    Technology-enabled organizations, 461
    Teleological theories, 426–428
    3-D management style theory, 109
    Three-skill approach, 56–59
    Thunberg, G., 187
    Tobias, P., 411
    Toxic leadership, 369, 431–432
    Traits/trait approach, 4 (box), 8, 9 (figure), 31 (table), 32 (table)
    advantages, 41–42
    application, 44
    assessment, 41, 51–53
    Big Five personality model, 35–36, 35 (table)case studies, 45–50
    definition, 27
    determination, 33–34
    disadvantages, 42–44
    emotional intelligence, 38–40
    “great man” theories, 27
    integrity, 34, 38
    intelligence, 32–33
    Kirkpatrick and Locke on, 30
    LTQ, 51–53
    Mann on, 29
    overview, 27–32
    personality, 6, 9, 35–36
    self-confidence, 33
    sociability, 34–35
    Stogdill on, 28–29
    strengths, 36–38
    working of, 40–41
    Transactional leadership, 186–187contingent reward, 195–196
    factors, 191 (table), 195–196
    management by exception, 196
    transformational vs., 186–187, 194
    Transformational leadership, 6, 15, 430
    additive effect of, 194, 194 (figure)
    advantages, 203–205
    application, 208–209
    assessments, 197, 218–219
    authentic, 187–188, 427
    Bennis and Nanus on, 198–199
    case studies, 210–217
    charisma and, 188–190
    common goal, 438
    components of, 187
    defined, 186–188
    disadvantages, 205–208
    factors, 191–195, 191 (table)
    Full Range of Leadership model, 190, 192 (figure), 197gender differences, 399
    idealized influence, 192–193
    individualized consideration, 193–195, 204
    inspirational motivation, 193
    intellectual stimulation, 193
    Kouzes and Posner on, 199–201
    leadership continuum, 190 (figure)
    LPI, 201
    measurements, 197
    MLQ, 197, 206
    model of, 190–197
    nonleadership factor, 196–197
    overview, 185–186
    pseudotransformational, 15, 187–188, 431
    trait perspective, 206
    transactional vs., 186–187, 194
    Transformational Leadership Inventory, 218–219
    working of, 201–203
    Transformational Leadership Inventory, 218–219Trump, D., 235, 440
    Ulbrickson, A., 381–382
    Umbia, S., 485
    University of Michigan behavior study, 86–87
    Urbanez, M., 263–264
    U.S. ice hockey team, 486–490
    Utilitarianism, 426–427
    Values In Action Classification, 36, 37 (table)
    Vertical dyad linkage (VDL) theory, 158–160, 169
    VIA Character Strengths Survey, 36
    Virtual teams, 462, 474–475
    Virtue-based theories, 428
    Visioning, 63
    Volunteer leaders, 11
    WCBA, 121–122
    Weber, L., 410–411
    White Privilege Checklist, 336–337
    Whitmer, G., 368Willingness, 61
    Wisdom, 63
    Wojcicki, S., 394
    Wood, A., 73–74
    Zaleznik follower typology, 355, 356 (figure)

كلمة سر فك الضغط : books-world.net
The Unzip Password : books-world.net

تحميل

يجب عليك التسجيل في الموقع لكي تتمكن من التحميل
تسجيل | تسجيل الدخول

التعليقات

اترك تعليقاً