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Leadership in Organizations, 6th Ed.

Gary A. Yukl

Publisher: Pearson, 2006 , 542 pages

ISBN: 0-13-814268-8

Keywords: Leadership

Synopsis:

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What makes an effective leader? This book discusses theories of leadership and provides practical advice for business leaders. This text provides a balance of theory and practice as it surveys the major theories and research on leadership and managerial effectiveness in formal organizations.

Table of Contents:

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  • Chapter 1: Introduction: The Nature of Leadership
    • Definitions of Leadership
    • Leadership Effectiveness
    • Overview of Major Research Approaches
    • Level of Conceptualization for Leadership
    • Other Bases for Comparing Leadership Theories
    • Organization of the Book
    • Summary
    • Review and Discussion Questions
  • Chapter 2: The Nature of Managerial Work
    • Typical Activity Patterns in Managerial Work
    • The Content of Managerial Work
    • A Theory of Demands, Constraints, and Choices
    • Research on Situational Determinants
    • Changes in the Nature of Managerial Work
    • How Much Discretion Do Managers Have?
    • Limitations of the Descriptive Research
    • Applications for Managers
    • Summary
    • Review and Discussion Questions
    • Case: Acme Manufacturing Company
  • Chapter 3: Perspectives on Effective Leadership Behavior
    • Ohio State Leadership Studies
    • Michigan Leadership Studies
    • Limitations of Survey Research
    • Experiments on Task and Relations Behavior
    • Research Using Critical Incidents
    • The High-High Leader

    • Leadership Behavior Taxonomies

    • Specific Task Behaviors

    • Specific Relations Behaviors

    • Evaluation of the Behavior Approach

    • Summary

    • Review and Discussion Questions

    • Case: Consolidated Products
    • Case: Air Force Supply Squadron
  • Chapter 4: Participative Leadership, Delegation, and Empowerment
    • Nature of Participative Leadership

    • Consequences of Participative Leadership

    • Research on Effects of Participative Leadership

    • Normative Decision Model

    • Applications: Guidelines for Participative Leadership

    • Delegation

    • Applications: Guidelines for Delegating

    • Perceived Empowerment

    • Summary

    • Review and Discussion Questions

    • Case: Echo Electronics
    • Case: Alvis Corporation
  • Chapter 5: Dyadic Role Making, Attributions, and Followership
    • Leader-Member Exchange Theory

    • Leader Attributions About Subordinates

    • Applications: Correcting Performance Deficiencies

    • Follower Attributions and Implicit Theories

    • Impression Management

    • Follower Contributions to Effective Leadership

    • Self-Management

    • Applications: Guidelines for Followers

    • Integrating Leader and Follower Roles

    • Summary

    • Review and Discussion Questions

    • Case: Cromwell Electronics
    • Case: American Financial Corporation
  • Chapter 6: Power and Influence
    • Conceptions of Power and Authority

    • Power Types and Sources

    • How Power is Acquired or Lost

    • Consequences of Position and Personal Power

    • How Much Power Should Leaders Have?

    • Influence Tactics

    • Power and Influence Behavior

    • Use and Effectiveness of Influence Tactics  

    • Summary

    • Review and Discussion Questions

    • Case: Restview Hospital
    • Case: Sporting Goods Store
  • Chapter 7: Managerial Traits and Skills
    • Nature of Traits and Skills

    • Research on Leader Traits and Skills

    • Managerial Traits and Effectiveness

    • Managerial Skills and Effectiveness

    • Other Relevant Competencies

    • Situational Relevance of Skills

    • Evaluation of the Trait Research

    • Applications for Managers

    • Summary

    • Review and Discussion Questions

    • Case: The Intolerable Boss
    • Case: National Products
  • Chapter 8: Early Contingency Theories of Effective Leadership
    • LPC Contingency Model

    • Path-Goal Theory of Leadership

    • Situational Leadership Theory

    • Leadership Substitutes Theory

    • Multiple Linkage Model

    • Cognitive Resources Theory

    • General Evaluation of Contingency Theories

    • Applications for Managers

    • Summary
    • Review and Discussion Questions
    • Case: Foreign Auto Shop
  • Chapter 9: Charismatic and Transformational Leadership
    • Two Early Theories

    • Attribution Theory of Charismatic Leadership

    • Self-Concept Theory of Charismatic Leadership

    • Other Conceptions of Charisma

    • Consequences of Charismatic Leadership

    • Transformational Leadership

    • Research Methods for Assessing the Theories

    • Transformational vs. Charismatic Leadership

    • Evaluation of the Theories

    • Applications: Guidelines for Leaders 

    • Summary

    • Review and Discussion Questions

    • Case: Metro Bank
    • Case: Astro Airlines
  • Chapter 10: Leading Change in Organizations
    • Change Processes in Organizations

    • Influencing Organization Culture

    • Developing a Vision

    • Implementing Change

    • Applications: Guidelines for Leading Change
    • Innovation and Organizational Learning

    • Applications: Guidelines for Increasing Learning and Innovation

    • Summary

    • Review and Discussion Questions

    • Case: Falcon Computer Company
    • Case: Ultimate Office Products
  • Chapter 11: Leadership in Teams and Decision Groups
    • The Nature of Teams

    • Determinants of Team Performance

    • Leadership in Different Types of Teams 

    • Procedures for Facilitating Team Learning

    • Applications: Guidelines for Team Building

    • Decision Making in Groups

    • Leadership Functions in Meetings

    • Applications: Guidelines for Leading Meeting

    • Summary

    • Review and Discussion Questions

    • Case: Southwest Engineering Services
    • Case: Building Maintenance Inc.
  • Chapter 12: Strategic Leadership by Executives
    • Constraints on Executives

    • Biased Attributions About Chief Executives

    • Research on Effects of Leadership Succession

    • Evolutionary Change and Strategic Leadership

    • Political Power and Strategic Leadership

    • Executive Tenure and Strategic Leadership

    • Executive Teams

    • How Leaders Influence Organizational Performance

    • Monitoring the Environment

    • Formulating Strategy

    • Summary
    • Review and Discussion Questions

    • Case: Columbia Corporation
    • Case: Turnaround at Nissan
  • Chapter 13: Developing Leadership Skills
    • Leadership Training Programs

    • Designing Effective Training

    • Special Techniques for Leadership Training

    • Learning from Experience

    • Developmental Activities

    • Self-Help Activities

    • Facilitating Conditions for Development

    • A Systems Perspective on Leadership Development

    • Summary

    • Review and Discussion Questions

    • Case: Federated Industries
  • Chapter 14: Ethical Leadership and Diversity
    • Ethical Leadership
    • Gender and Leadership
    • Leadership in Different Cultures
    • Managing Diversity
    • Summary
    • Review and Discussion Questions
    • Case: Madison, Jones, and Conklin
  • Chapter 15: Overview and Integration
    • Major Findings in Leadership Research
    • Toward an Integrating Conceptual Framework
    • Biases in the Conceptualizations of Leadership
    • Issues About Research Methods
    • Concluding Thoughts
    • Review and Discussion Questions

Reviews:

Leadership in Organizations

by Roland Buresund last modified 2009-04-06 11:51

Rating: ******* (Good)

This could have been a very good book. As it stands now, it is merely good. It gives an excellent overview of the current leadership theories, with some practical examples thrown in and gives an (at times) eye-opening discussion about the the theories. Unfortunately, it is very academic in tone and even manages to pretend to be harder to read than it is (strange as it sounds).

Still, for an overview of leadership theories and an academic discussion, you can't go wrong.


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