Theory and practice of leadership - Gill, Roger. 4 0 16; 5 (Los Angeles : Sage Publications, 2011)
Machine generated contents note: ch. 1 Introduction: The Nature and Importance of Leadership Overview What is Leadership? Leadership and Followership Leadership versus Management Leadership and Change The Impact and Importance of Leadership Leadership throughout the Hierarchy: Individual, Shared and Distributed Leadership ch. 2 Sectoral Similarities and Differences in Leadership Leadership in Business Leadership in Politics Leadership in the Public Sector Leadership in the UK's Higher Education Institutions Leadership in the Not-for-Profit Sector Leadership in the Armed Forces ch. 3 Leadership Theory: A Critical Review, Synthesis and Redefinition Trait Theories of Leadership: The Heroic Leader Theories of Emergent and Servant Leadership Leadership Style Theories The Bradford Model: The Micro Skills of Leadership Psychodynamic Theory: Leader-Member Exchange (LMX) Path-Goal Theory Contents note continued: Situational and Contingency Theories of Leadership The `New Leadership': Vision, Charisma and Transformational Leadership The Full Range Leadership Model Engaging Transformational Leadership Other Theories and Models of Leadership Leadership Theory: Current Status Redefining Leadership ch. 4 Leadership and Vision What is Vision? The Importance of a Shared Vision Creating the Vision Communicating and Sustaining the Vision Vision as a Driving Force Translating Vision into Reality The Impact of Vision Visionary Leadership in Action ch. 5 Leadership and Purpose What is Organizational Purpose? Vision and Purpose as Distinct Creating a Statement of Purpose The Importance and Benefits of a Shared Purpose ch. 6 Leadership and Values What are Values? Leadership and Personal Values Leadership and Corporate Values Key Values and the Behaviour of Leaders Contents note continued: The Relationship between Leaders' Values and Organizational Performance The Importance and Identification of Shared Values Business Ethics, Social Responsibility and Leadership The Best Companies to Work for Leading with Responsibility and Conviction What is Culture? Organizational Culture and Leadership National Culture and Leadership The GLOBE Project and Follow-up Studies ch. 7 Leadership and Strategy What is Strategy? Schools of Strategy Theory The Characteristics and Consequences of Strategy Strategy as Part of Leadership Developing the Strategy Implementing Strategy Strategic Leadership ch. 8 Leadership and Empowerment What is Empowerment? Empowerment and Leadership Styles The Practice of Empowerment Empowerment and Culture The Benefits of Empowerment Leadership Issues and Problems with Empowerment Empowerment, the Learning Organization and Creativity Contents note continued: ch. 9 Leadership and Engagement So What Exactly is Engagement? Engagement and Motivation Engagement, Power and Influence Engagement and Inspiration Inspirational Language and Speech ch. 10 Multiple Intelligences of Leadership Forms of Intelligence Cognitive Intelligence Emotional Intelligence Social Intelligence Cultural Intelligence Moral Intelligence Spiritual Intelligence Behavioural Intelligence and the Practical Interplay and Expression of Multiple Intelligences in Leadership ch. 11 The Assessment and Development of Leadership Are Leaders `Born' or `Made'? Leadership Competence The Need for Improvement in the Assessment and Development of Leadership Assessment of Leadership Potential and Development Needs How Leaders Develop, Succeed and Survive Barriers to Leadership Development Leadership Development Strategy Contents note continued: Designing Leadership Development Programmes The Effectiveness of Leadership Development Programmes ch. 12 Leadership Brand: Sustaining Leadership Excellence What is `Leadership Brand'? A Strategy for Leadership Branding Concluding Remarks.
Reprinted 2013.
Includes bibliographical references and index.
Keywords: 2 -- 0; 6; Leadership. -- 20; 20; 2