Organizational Leadership Part 1

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Organizational Leadership Part 1 Organizational Leadership Organizational Leadership and Change Mgt BUS 7340, MPA 6365, and MSL 6310 Apollos University Approved by: AU Curriculum Committee =>? McGraw-Hill/Irwin McGraw−Hill Primis ISBN: 0−390−63100−0 Text: Leadership, Fifth Edition Hughes−Ginnett−Curphy This book was printed on recycled paper. Organizational Leadership http://www.mhhe.com/primis/online/ Copyright ©2006 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 ORGLGEN ISBN: 0−390−63100−0 Organizational Leadership Contents Hughes−Ginnett−Curphy • Leadership, Fifth Edition I. Leadership is a Process, Not a Position 1 Introduction 1 1. Leadership is Everyone’s Business 2 2. Interaction between the Leader, the Followers & the Situation 21 II. Focus on the Leader 45 Introduction 45 6. Leadership and Values 47 7. Leadership Traits 73 8. Leadership Behavior 114 IV. Focus on the Situation 154 Introduction 154 11. Characteristics of the Situation 156 12. Contingency Theories of Leadership 188 13. Leadership and Change 216 iii Hughes−Ginnett−Curphy: I. Leadership is a Process, Introduction © The McGraw−Hill 1 Leadership, Fifth Edition Not a Position Companies, 2005 1 Part Leadership Is a Process, Not a Position Leader Followers Leadership Situation If any single idea is central to this book, it is that leadership is a process, not a position. The entire first part of the book explores that idea. One is not a leader—except perhaps in name only—merely because one holds a title or position. Leadership involves something happening as a result of the interaction between a leader and followers. In Chapter 1 we define leadership and explore its relationship to concepts such as management and followership. We also suggest that better leadership is something for which everyone shares responsibility. In Chapter 2 we discuss how leadership involves complex interactions between the leader, the followers, and the situation they are in. We also present an interactional framework for conceptualizing leadership which becomes an integrating theme throughout the rest of the book. Chapter 3 looks at how we can become better leaders by profiting more fully from our experiences, which is not to say that either the study or the practice of leadership is simple. Part I concludes with a chapter examining basic concepts and methods used in the scientific study of leaders and leadership. 2 Hughes−Ginnett−Curphy: ...