Machine generated contents note: 1.Introduction -- Leadership Defined -- Ways of Conceptualizing Leadership -- Definition and Components -- Leadership Described -- Trait Versus Process Leadership -- Assigned Versus Emergent Leadership -- Leadership and Power -- Leadership and Coercion -- Leadership and Management -- Plan of the Book -- Summary -- References -- 2.Trait Approach -- Description -- Intelligence -- Self-Confidence -- Determination -- Integrity -- Sociability -- Five-Factor Personality Model and Leadership -- Emotional Intelligence -- How Does the Trait Approach Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 2.1 Choosing a New Director of Research -- Case 2.2 A Remarkable Turnaround -- Case 2.3 Recruiting for the Bank -- Leadership Instrument -- Leadership Trait Questionnaire (LTQ) -- Summary -- References -- 3.Skills Approach -- Description -- Three-Skill Approach -- Skills Model -- How Does the Skills Approach Work? -- Strengths --

Contents note continued: Criticisms -- Application -- Case Studies -- Case 3.1 A Strained Research Team -- Case 3.2 A Shift for Lieutenant Colonel Adams -- Case 3.3 Andy's Recipe -- Leadership Instrument -- Skills Inventory -- Summary -- References -- 4.Style Approach -- Description -- The Ohio State Studies -- The University of Michigan Studies -- Blake and Mouton's Managerial (Leadership) Grid -- Paternalism/Maternalism -- Opportunism -- How Does the Style Approach Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 4.1 A Drill Sergeant at First -- Case 4.2 Eating Lunch Standing Up -- Case 4.3 We Are Family -- Leadership Instrument -- Style Questionnaire -- Summary -- References -- 5.Situational Approach -- Description -- Leadership Styles -- Development Levels -- How Does the Situational Approach Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 5.1 What Style Do I Use? -- Case 5.2 Why Aren't They Listening? --

Contents note continued: Case 5.3 Getting the Message Across -- Leadership Instrument -- Situational Leadership -- Summary -- References -- 6.Contingency Theory -- Description -- Leadership Styles -- Situational Variables -- How Does Contingency Theory Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 6.1 No Control Over the Student Council -- Case 6.2 Giving Him a Hard Time -- Case 6.3 What's the Best Leader Match? -- Leadership Instrument -- Least Preferred Coworker (LPC) Measure -- Summary -- References -- 7.Path-Goal Theory -- Description -- Leader Behaviors -- Subordinate Characteristics -- Task Characteristics -- How Does Path-Goal Theory Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 7.1 Three Shifts, Three Supervisors -- Case 7.2 Direction for Some, Support for Others -- Case 7.3 Marathon Runners at Different Levels -- Leadership Instrument -- Path-Goal Leadership Questionnaire -- Summary -- References --

Contents note continued: 8.Leader-Member Exchange Theory -- Description -- Early Studies -- Later Studies -- Leadership Making -- How Does LMX Theory Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 8.1 His Team Gets the Best Assignments -- Case 8.2 Working Hard at Being Fair -- Case 8.3 Taking on Additional Responsibilities -- Leadership Instrument -- LMX 7 Questionnaire -- Summary -- References -- 9.Transformational Leadership -- Description -- Transformational Leadership Defined -- Transformational Leadership and Charisma -- A Model of Transformational Leadership -- Other Transformational Perspectives -- How Does the Transformational Approach Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 9.1 The Vision Failed -- Case 9.2 An Exploration in Leadership -- Case 9.3 Her Vision of a Model Research Center -- Leadership Instrument -- Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short -- Summary --

Contents note continued: References -- 10.Servant Leadership -- Description -- Servant Leadership Defined -- Historical Basis of Servant Leadership -- Ten Characteristics of a Servant Leader -- Building a Theory About Servant Leadership -- Model of Servant Leadership -- Antecedent Conditions -- Servant Leader Behaviors -- Outcomes -- Summary of the Model of Servant Leadership -- How Does Servant Leadership Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 10.1 Anonymous Servant Leaders -- Case 10.2 Doctor to the Poor -- Case 10.3 Servant Leadership Takes Flight -- Leadership Instrument -- Servant Leadership Questionnaire -- Summary -- References -- 11.Authentic Leadership -- Description -- Authentic Leadership Defined -- Approaches to Authentic Leadership -- How Does Authentic Leadership Theory Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 11.1 Am I Really a Leader? -- Case 11.2 A Leader Under Fire --

Contents note continued: Case 11.3 The Reluctant First Lady -- Leadership Instrument -- Authentic Leadership Self-Assessment Questionnaire -- Summary -- References -- 12.Team Leadership / Susan E. Kogler Hill -- Description -- Team Leadership Model -- How Does the Team Leadership Model Work? -- Strengths -- Criticisms -- Application -- Case Studies -- Case 12.1 Can This Virtual Team Work? -- Case 12.2 They Dominated the Conversation -- Case 12.3 Starts With a Bang, Ends With a Whimper -- Leadership Instrument -- Team Excellence and Collaborative Team Leader Questionnaire -- Summary -- References -- 13.Psychodynamic Approach / Ernest L. Stech -- Description -- Eric Berne and Transactional Analysis -- Sigmund Freud and Personality Types -- Social Character and a Shift in Leadership Perspective -- Carl Jung and Personality Types -- Types and Leadership -- How Does the Psychodynamic Approach Work? -- Strengths -- Criticisms -- Case Studies --

Contents note continued: Case 13.1 Not the Type Who Sees the Big Picture -- Case 13.2 Staff Meeting Problems -- Case 13.3 Unexpected Reactions -- Leadership Instrument -- Psychodynamic Approach Survey -- Summary -- References -- 14.Women and Leadership / Crystal L. Hoyt -- Description -- Gender, Leadership Styles, and Leadership Effectiveness -- The Glass Ceiling Turned Labyrinth -- Strengths -- Criticisms -- Application -- Case Studies -- Case 14.1 The "Glass Ceiling" -- Case 14.2 Lack of Inclusion and Credibility -- Case 14.3 Pregnancy as a Barrier to Job Status -- Leadership Instrument -- The Gender-Leader Implicit Association Test -- Summary -- Note -- References -- 15.Culture and Leadership -- Description -- Culture Defined -- Related Concepts -- Dimensions of Culture -- Clusters of World Cultures -- Characteristics of Clusters -- Leadership Behavior and Culture Clusters -- Universally Desirable and Undesirable Leadership Attributes -- Strengths -- Criticisms --

Contents note continued: Application -- Case Studies -- Case 15.1 A Challenging Workplace -- Case 15.2 A Special Kind of Financing -- Case 15.3 Whose Hispanic Center Is It? -- Leadership Instrument -- Dimensions of Culture Questionnaire -- Summary -- Notes -- References -- 16.Leadership Ethics -- Description -- Ethics Defined -- Ethical Theories -- Centrality of Ethics to Leadership -- Heifetz's Perspective on Ethical Leadership -- Burns's Perspective on Ethical Leadership -- Principles of Ethical Leadership -- Strengths -- Criticisms -- Application -- Case Studies -- Case 16.1 A Struggling Company Without Enough Cash -- Case 16.2 How Safe Is Safe? -- Case 16.3 Reexamining a Proposal -- Leadership Instrument -- Perceived Leader Integrity Scale (PLIS) -- Summary -- References.