Leadership

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The text is designed for the elective course on Leadership offered in MBA (HR/OB) streams. It consists of 13 chapters and three leadership skills sections integrated into the text. The authors draw upon three different types of literature-empirical studies; interesting anecdotes, stories and findings; and leadership skills-to create a text that is personally relevant, interesting, and scholarly. The authors unique quest for a careful balancing act of leadership materials helps students apply theory and research to their real-life experiences.Key Features:Clear Organization: The text consists of 13 chapters and three Leadership Skills sections integrated into the text. The material on Leadership Skills has been better integrated into the logical flow of the chapters. There is a set of skills at the end of Part II (Focus on the Leader); another at the end of Part III (Focus on the Followers); and a final set at the end of Part IV (Focus on the Situation). This makes it easier for both students and instructors to link Skills readings and assignments to the respective parts of the book's leadership framework.Applications and Highlights of Real Leaders: The "Profiles in Leadership" that feature individuals whose leadership exemplifies some interesting aspect of the chapter's content. This includes leaders such as Steve Jobs, Oprah Winfrey, Gandhi, etc. Each chapter includes several "Profiles." The Highlights in each chapter have been reviewed and updated from previous editions. The end-of-chapter mini-cases and end-of-book cases examine current leadership situations in organizational setting.Up-to-date coverage of Leadership Styles/Traits/Models: Covers Team leadership; Managerial incompetence; Positive forms of leadership, including servant leadership and authentic leadership; Adaptive leadership, among others. The text also contains an interesting module on Assessing Leadership and Measuring its Effects.a

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:Gordon CurphyPresident of C3, a human resource consulting firm that helps public and private sector clients achieve better results through people. Gordy has over 25 years of leadership and technical expertise in job analysis and competency modeling; hourly staffing systems; multirater feedback systems; performance management design and implementation; leadership development design, delivery, and evaluation; survey construction, administration, and analysis; assessment center methodology; executive coaching, training, and team building; succession planning; team and organizational effectiveness; and strategic and business planning. Prior to forming his own consulting firm, Gordy spent 10 years as a Vice President of Institutional Leadership at The Blandin Foundation and as a VicePresident and General Manager at Personnel Decisions International. He is an industrial/organizational psychologist and a graduate of the U.S. Air Force Academy. He has an MA from the University of St. Mary?s and a PhD in industrial/organizational psychology from the University of Minnesota. Robert GinnettPartner with Impact, a leadership consulting organization. He also worked for many years at the Center for Creative Leadership, where he conducted research on high-performance teams and organizations and also taught in the Leadership at the Peak course. He has worked with hundreds of organizations including General Motors, Novartis, FMC, Prudential, Masterfoods, GlaxoSmithKlein, Daimler Benz, NASA, the Central Intelligence Agency, United Airlines, and Delta Airlines. He also served earlier in his career as a tenured professor at the U.S. Air Force Academy and as its director of leadership and counseling. He also served in numerous line and staff positions in the Air Force, including leadership of an 875-man combat force during the Vietnam War. Robert is an organizational psychologist whose education includes master of business administration, Master of Arts, and master of philosophy degrees, and a PhD from Yale University.Richard HughesSenior Enterprise Associate at the Center for Creative Leadership, an international organization devoted to behavioral science research and leadership education. He works primarily with senior executives in the areas of strategic leadership and organizational culture change. He joined the Center in 1995 after having served for the previous decade as Head of the Department of Behavioral Sciences and Leadership at the U.S. Air Force Academy. He is a clinical psychologist, and a graduate of the U.S. Air Force Academy. He has an M.A. from the University of Texas and a Ph.D. from the University of Wyoming.Table of Content:PART I LEADERSHIP IS A PROCESS, NOT A POSITION Chapter 1 Leadership Is Everyone?s Business Chapter 2 Leadership Involves an Interaction between the Leader, the Followers and the Situation Chapter 3 Leadership Is Developed through Education and Experience Chapter 4 Assessing Leadership and Measuring Its Effects PART II FOCUS ON THE LEADER Chapter 5 Power and Influence Chapter 6 Leadership and Values Chapter 7 Leadership Traits Chapter 8 Leadership Behavior PART III FOCUS ON THE FOLLOWERS Chapter 9 Motivation, Satisfaction and Performance Chapter 10 Groups, Teams and Their Leadership PART IV FOCUS ON THE SITUATION Chapter 11 Characteristics of the Situation Chapter 12 Contingency Theories of Leadership Chapter 13 Leadership and Change