University Press of America
Pages: 130
•
Trim: 6 x 9¼
978-0-7618-4424-2 • Paperback • July 2009 • $48.99 • (£38.00)
978-0-7618-4425-9 • eBook • May 2009 • $46.50 • (£36.00)
David I. Bertocci, Ph.D., is a retired military officer, CEO of an engineering consulting company, and a professor at Kaplan University. He has been in leadership positions his entire career and brings from those experiences this combination of theory, underlying principles, and practical leadership skills.
Chapter 1 List of Tables, Preface, Acknowledgments
Chapter 2 Introduction
Chapter 3
Chapter I: What is Leadership?
Chapter 4
Chapter 1: The Evolving Nature of Leadership
Chapter 5
Chapter 2: Definitions of Leadership
Chapter 6
Chapter 3: Functional Differences between Leaders and Managers; Comparing Leaders and Managers; The Process of Leadership; Strategic Issues; Summary
Chapter 7
Chapter II: Theories and Principles of Leadership
Chapter 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
Chapter 9
Chapter 5: Personal Behavior Theories of Leadership; The Research Bases; A Comparison of Research Approaches; Summary
Chapter 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
Chapter 11
Chapter 7: Charismatic Leadership; Stages of Charismatic Leadership; Charisma and Vision; Charismatic Leadership in Crises; Examples of Charismatic Leaders; Summary
Chapter 12
Chapter 8: Transactional and Transformational Leadership; Transactional Leadership; Transformational Leadership; Summary
Chapter 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
Chapter 14
Chapter III: Leadership: Power, Conflict, and Change
Chapter 15
Chapter 10: Leadership and Power; The Need for Power; Formal and Informal Leaders; Power and Organizations, Summary
Chapter 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
Chapter 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
Chapter 18 Findings and Conclusions; Additional Reading Sources; Bibliography; Index; About the Author