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Informationen zum Autor By David I. Bertocci Klappentext Leadership in Organizations is the first in a series of three books written primarily for distance-learning students in online undergraduate and graduate programs with a focus on management, leadership, and organizational development. Zusammenfassung Leadership in Organizations is the first in a series of three books written primarily for distance-learning students in online undergraduate and graduate programs with a focus on management! leadership! and organizational development. Inhaltsverzeichnis Part 1 List of Tables, Preface, Acknowledgments Part 2 Introduction Part 3 Part I: What is Leadership? Part 4 Chapter 1: The Evolving Nature of Leadership Part 5 Chapter 2: Definitions of Leadership Part 6 Chapter 3: Functional Differences between Leaders and Managers; Comparing Leaders and Managers; The Process of Leadership; Strategic Issues; Summary Part 7 Part II: Theories and Principles of Leadership Part 8 Chapter 4: Personality Characteristics or Traits of Leaders; The Emergence of Trait Theories; The Search for Traits; Developing Leadership Skills; Criticism of Trait Theory; Strengths of Trait Theory; Identifying Leaders; Summary Part 9 Chapter 5: Personal Behavior Theories of Leadership; The Research Bases; A Comparison of Research Approaches; Summary Part 10 Chapter 6: Situational Theories of Leadership; Situational Factors; Fiedler's Contigency Theory; Path-Goal Theory; The Hersey-Blanchard Theory; The Vertical Dyad-Linkage Theory/Leader Member Exchange Theory; Summary Part 11 Chapter 7: Charismatic Leadership; Stages of Charismatic Leadership; Charisma and Vision; Charismatic Leadership in Crises; Examples of Charismatic Leaders; Summary Part 12 Chapter 8: Transactional and Transformational Leadership; Transactional Leadership; Transformational Leadership; Summary Part 13 Chapter 9: A Critical Review of Leadership Theories; Trait Theory; Behavioral Theory; Fiedler's Contingency Theory; Path-Goal Theory; Vertical Dyad-Linkage Theory; Transactional Leadership Theory; Transformational Leadership Theory; Summary Part 14 Part III: Leadership: Power, Conflict, and Change Part 15 Chapter 10: Leadership and Power; The Need for Power; Formal and Informal Leaders; Power and Organizations, Summary Part 16 Chapter 11: Leadership and Conflict; What is Conflict?; Dealing With Conflict; Where Does Conflict Come From?; Pondy's Model of Organizational Conflict; Managing Personal Conflict or Conflict Among Individuals; Managing Substantive Conflict; The Dynamics Part 17 Chapter 12: Leadership and Change; The Changing Environment; Reasons for Change; Types of Organizational Change; Change in the Organization-Today; Change in the Workplace-The Next Decade; Resistance to Change; Understanding Change Management; Making Cha Part 18 Findings and Conclusions; Additional Reading Sources; Bibliography; Index; About the Author...
