Full range leadership development pathways for people, profit, and planet

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1. Verfasser: Sosik, John J. (VerfasserIn)
Format: Buch
Sprache:English
Veröffentlicht: New York Routledge, Taylor & Francis Group 2018
Ausgabe:second edition
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Datensatz im Suchindex

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adam_text Contents About the Authors xiii Foreword xv Bruce J. Avolio Preface to Second Edition xvü Preface to First Edition xix 1 Introducing Full Range Leadership Development 1 Why Fui! Range Leadership Development Is Essential for Exceptional Performance Today 3 Leadership for Our Dynamic World and Lives 3 Demographic Changes 3 Technology Trends 3 Geopolitical Alterations 4 New Generations of Workers Bring New Ideas 4 Organizational Modifications 5 Environmental Issues 5 And the Research Says . . . 5 The Components of Full Range Leadership Development Theory 6 Laissez-Faire 7 Passive Management-by-Exception 8 Active Management-by-Exception 9 Contingent Reward 10 The 51s of Transformational Leadership 11 Idealized Influence—Behaviors and Attributes 11 Inspirational Motivation 13 Intellectual Stimulation 14 Individualized Consideration 15 Full Range Leadership Development and the History of Leadership Thought 16 Trait Theory 18 Psychodynamic Theory 19 Skills Theory 20 Emotional Intelligence 20 Pragmatic or Problem-Solving Leadership Theory 21 V Contents Style Theory 21 Situational Leadership Theory 22 Contingency Theory 23 Path-Goal Theory 24 Leader-Member Exchange (LMX) Theory 25 Servant Leadership Theory 26 Ethical Leadership Theory 27 Authentic Leadership Theory 28 Summary Questions and Reflective Exercises 30 Notes 34 2 The Full Range Leadership Development System 38 Sidney Politer and To Sir, With Love 39 Leadership Is a System 41 Leader 43 Follower 44 Situation 45 Confluence of Leader, Follower, and Situation 48 The Total Leadership System 52 Full Range Leadership Systems Thinking 56 Process Model for Understanding Full Flange Leadership Development 56 Putting Full Range Leadership Development Systems Thinking into Practice 60 Be Honest with Yourself 60 Personal Reflections are Essentiai for FRLD 60 Take the Multi factor Leadership Questionnaire Now 61 Establish a Personal Leadership Mission Statement 62 Find a Learning Partner 63 Make FRLD Reflection a Part of Your Schedule 63 Use Self-Re wards and Positive A f firms tions 64 Set Goals with a Personal Leadership Development Plan 64 Summary Questions and Reflective Exercises 65 Notes 68 3 Idealized Influence Behaviors and Attributes: The Humane Side of Transformational Leadership 71 The Idealized Leadership of Mohandas Gandhi 72 Idealized Influence Behaviors: Definition and Examples 76 Talk About Your Most important Values and Beliefs 76 Talk About the importance of Trusting Each Other 79 Specify the Importance of Having a Strong Sense of Purpose 81 Consider the Moral/Ethical Consequences of Your Decisions 82 Emphasize the Importance of Teamwork 85 Champion Exciting New Possibilities That Can Be Achieved Through Teamwork 86 vi Contents Idealized Influence Attributes: Definition and Examples 86 Instill Pride in Others for Being Associated with You 87 Go Beyond Self-Interests for the Good of Others 88 Act in Ways That Build Others Respect 90 Display a Sense of Power and Confidence 91 Reassure Others That Obstacles Will Be Overcome 92 Rationale for and Effects of Idealized Influence Behaviors and Attributes 92 Putting Idealized Influence into Practice 93 Display the Behaviors Described in This Chapter 93 Identify and Leverage Your Strengths and Those of Others 94 Improve Your Perspective-Taking Capacity 94 Work on Your Self-Awareness 95 Gauging Your Leadership Self-Awareness 95 Learn About Becoming an Authentic Transformational Leader 97 Summary Questions and Reflective Exercises 98 Notes 99 4 Inspirational Motivation: The Emotional Side of Transformational Leadership 102 Inspirational Motivation: Definition and Examples 105 Talk Optimistically About the Future 106 Talk Enthusiastically About What Needs to Be Accomplished 107 Articulate a Compelling Vision of the Future 108 Provide an Exciting Image of What Is Essential to Consider 111 Express Confidence That Goals Will Be Achieved 113 Rationale for and Effects of Inspirational Motivation 114 Charisma as an Important Foundation of Inspirational Motivation: Pros and Cons 115 Putting Inspirational Motivation into Practice 121 Display the Behaviors Described in This Chapter 121 Boost Your Self-Confidence 122 Write Mission and Vision Statements for Your Organization 122 Study the Rhetoric of Inspirational Leadership 123 Work to Improve Your Public Speaking Ability 124 Use Storytelling Techniques to Articulate Your Vision 126 Build Consensus Around Your Vision 126 Summary Questions and Reflective Exercises 127 Notes 129 5 Intellectual Stimulation: The Rational Side of Transformational Leadership 132 Intellectual Stimulation: Definition and Behavioral Examples 135 Reexamine Critical Assumptions to Question Whether They Are Appropriate 136 Seek Different Perspectives When Solving Problems 138 vii Get Others to Look at Problems from Many Different Angles 138 Suggest New Ways of Looking at How to Complete Assignments 140 Encourage Nontraditional Thinking to Deal with Traditional Problems 141 Encourage Rethinking Those ideas That Have Never Been Questioned Before 142 Rationale for and Effects of Intellectual Stimulation 144 Putting Intellectual Stimulation into Practice 145 Display the Behaviors Described in This Chapter 145 Identify and Remove Roadblocks to Intellectual Stimulation 145 Your Organization 146 Your Leader 146 Your Followers 147 Yourself 147 Use Pragmatic/Problem-Solving Leadership 148 Use Brainstorming 150 Promote the Use of Fantasy 151 Imagine Alternative States 152 Learn to Think Differently 152 Ask Challenging Questions 153 Summary Questions and Reflective Exercises 154 Notes 156 Individualized Consideration: The Nurturing Side of Transformational Leadership 159 Individualized Consideration: Definition and Behavioral Examples 163 Consider Individuals as Having Different Needs, Abilities, and Aspirations from Others 164 Treat Others as individuals Rather Than a Member of a Group 167 Listen Attentively to Others Concerns 170 Help Others Develop Their Strengths 171 Spend Time Teaching and Coaching 173 Promote Self-Development 174 Rationale for and Effects of Individualized Consideration 176 Putting Individualized Consideration into Practice 177 Display the Behaviors Described in This Chapter 177 Individuation 178 Diversity Leadership Issues 179 Creating Cultures of Diversity Leadership 181 Mentoring 181 Benefits and Functions of Mentoring 182 Become Interested in the Wellbeing and Character Strengths of Others 183 Celebrate Diversity 186 Establish Mentoring/Coaching Programs in Your Organization 186 Create Strategies for Continuous Personal Improvement 188 Contents Summary Questions and Reflective Exercises 188 Notes 191 7 Contingent Reward and Management-by-Exception Active: The Two Faces of Transactional Leadership 194 Contingent Reward: Definition and Behavioral Examples 196 Set Goals for and with Followers 197 Suggest Pathways to Meet Performance Expectations 199 Actively Monitor Followers Progress and Provide Supportive Feedback 200 Provide Rewards When Goals Are Attained 201 Management-by-Exception Active: Definition and Behavioral Examples 202 Closely Monitor Work Performance for Errors 204 Focus Attention on Mistakes, Complaints, Failures, Deviations, and Infractions 205 Arrange to Know If and When Things Go Wrong 206 Rationale for and Effects of Transactional Leadership Behaviors 207 Contingent Reward: Justification and Expected Outcomes 207 MBE-A: Justification and Expected Outcomes 212 Putting Transactional Leadership into Practice 214 Applying Con tingen t Re ward Leadership 214 Display the Behaviors Described in This Chapter 214 Provide the Resources Needed by Followers to Reach Their Goals 214 Use Rewards to Support Six Sigma and Total Quality Management Initiatives 215 Applying MBE-A L eadership 216 Display the Behaviors Described in This Chapter 216 Set Standards 216 Emphasize Accountability and Responsibility 217 Assess Risk and Be Alert 217 Summary Questions and Reflective Exercises 218 Notes 219 8 Management-by-Exception Passive and Laissez-Faire: Inactive Forms of Leadership 222 The Legacy of Lazy Leaders 223 Management-by-Exception Passive: Definition and Behavioral Examples 225 Intervene Only If Standards Are Not Met 226 Wait for Things to Go Wrong Before Taking Action 227 Believe That If It Ain t Broke, Don t Fix It 228 React to Mistakes Reluctantly 229 Laissez-Faire: Definition and Behavioral Examples 230 Avoid Getting Involved, Making Decisions, or Solving Problems 232 Be Absent When Needed 233 IX Delay and Fail to Follow Up 233 Avoid Emphasizing Results 234 Rationale for and Effects of Passive Leadership Behaviors 235 MBE-P: Justification and Expected Outcomes 235 Laissez-Faire: Justification and Expected Outcomes 238 Putting Passive Forms of Leadership into Practice 240 Applying MBE-P Leadership 241 Display the Behaviors Described in This Chapter 241 Place Energy on Maintaining the Status Quo 241 Fix the Problem and Get Back to Coasting Along 242 Applying Laissez-Faire Leadership 243 Please Avoid the Behaviors Described in This Section 243 Talk About Getting Things Done, But Let Others Take the Lead 244 Show Lack of Interest When Things Go Wrong 244 Let Things Settle Naturally 245 Summary Questions and Reflective Exercises 245 Notes 246 Sharing Full Range Leadership within Teams 249 Team Leadership Lessons from The Beatles 252 Carry That Weight 252 Don t Let Me Down 253 Come Together 254 Tell Me What You See 254 Within You Without You 255 Team Leadership Defined 255 Differences Between Groups and Teams 258 Information and Workflow 258 Synergy 259 Individual Versus Mutual Accountability 262 Overlapping Versus Complementary Skillsets 262 Levels of Team Development 264 Rationale for and Effects of FRLD in Groups and Teams 265 Putting FRLD Into Practice in Teams 266 How to Develop High-Performing Teams 266 How to Share Leadership in Your Team 267 Instill Pride in Team Members for Being Associated with the Team 269 Go Beyond Self-Interest for the Good of the Team 269 Emphasize the Importance of Having a Collective Sense of Mission 270 Help Your Team Members to Develop Their Strengths 272 Summary Questions and Reflective Exercises 273 Notes 275 Contents 10 Full Range Leadership Development for Strategic, Social, and Environmental Initiatives 278 Responsibilities of Executives: How FRLD Can Help 279 Strategic Leadership Defined 283 Strategic Leadership and the Balanced Scorecard 285 How FRLD Enhances This Process 288 Triple Bottom Line 290 Full Range Leadership Development as a Strategic and Social Intervention 291 Social En trepreneurship 291 Social Entrepreneurship in Action 293 Environmental, Health, and Safety Issues in the Workplace 295 Environmental Leadership Initiatives 298 Putting Full Range Leadership Development into Practice at the Strategic Level 299 Use Transformational Leadership Measures for Promotion and Transfer 299 Recruit and Select the Best 300 Use Transformational Leadership as a Career Development Tool 300 Reengineer Jobs and Processes 300 Build a Strong Brand and Corporate Image 301 Periodically Examine and Redesign Your Organizational Structure 303 Leaving Your Own FRLD Legacy of Prosperity and Wellbeing 303 Summary Questions and Reflective Exercises 304 Notes 305 Appendix: Master of Leadership Development Program 309 Index of Leaders and Authors 320 General Index 323 xi
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Full range leadership development pathways for people, profit, and planet
Führung
Leadership
Führungslehre (DE-588)4247908-3 gnd
Unternehmen (DE-588)4061963-1 gnd
Führung (DE-588)4018776-7 gnd
subject_GND (DE-588)4247908-3
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title Full range leadership development pathways for people, profit, and planet
title_auth Full range leadership development pathways for people, profit, and planet
title_exact_search Full range leadership development pathways for people, profit, and planet
title_full Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung
title_fullStr Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung
title_full_unstemmed Full range leadership development pathways for people, profit, and planet John J. Sosik ; Dongil Jung
title_short Full range leadership development
title_sort full range leadership development pathways for people profit and planet
title_sub pathways for people, profit, and planet
topic Führung
Leadership
Führungslehre (DE-588)4247908-3 gnd
Unternehmen (DE-588)4061963-1 gnd
Führung (DE-588)4018776-7 gnd
topic_facet Führung
Leadership
Führungslehre
Unternehmen
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