Yukl, Gary 　著

目次

1. Introduction: The Nature of Leadership Definitions of LeadershipIndicators of Leadership Effectiveness Overview of Major Research ApproachesLevel of Conceptualization for Leadership Theories Other Bases forComparing Leadership Theories Organization of the Book Summary Review andDiscussion Questions 2. The Nature of Managerial Work Typical ActivityPatterns in Managerial Work The Content of Managerial Work Demands,Constraints, and Choices Research on Situational Determinants Changes inthe Nature of Managerial Work How Much Discretion Do Managers Have?Limitations of the Descriptive Research Applications for Managers SummaryReview and Discussion Questions Case: Acme Manufacturing Company 3.Perspectives on Effective Leadership Behavior Ohio State Leadership StudiesMichigan Leadership Studies Limitations of Survey Research Experiments onTask and Relations Behavior Research Using Critical Incidents The High-HighLeader Leadership Behavior Taxonomies Specific Task Behaviors SpecificRelations Behaviors Evaluation of the Behavior Approach Summary Review andDiscussion Questions Case: Consolidated Products Case: Air Force SupplySquadron 4. Participative Leadership, Delegation, and Empowerment Natureof Participative Leadership Consequences of Participative LeadershipResearch on Effects of Participative Leadership Normative Decision ModelApplications: Guidelines for Participative Leadership DelegationApplications: Guidelines for Delegating Perceived Empowerment SummaryReview and Discussion Questions Case: Echo Electronics Case: AlvisCorporation 5. Dyadic Relations, Attributions, and FollowershipLeader-Member Exchange Theory Leader Attributions About SubordinatesApplications: Correcting Performance Deficiencies Follower Attributions andImplicit Theories Impression Management Follower Contributions to EffectiveLeadership Self-Management Applications: Guidelines for FollowersIntegrating Leader and Follower Roles Summary Review and DiscussionQuestions Case: Cromwell Electronics Case: American Financial Corp. 6.Power and Influence Conceptions of Power and Authority Power Types andSources Consequences of Position and Personal Power How Power is Acquiredor Lost How Much Power Should Leaders Have? Influence Tactics Power andInfluence Behavior Use and Effectiveness of Influence Tactics SummaryReview and Discussion Questions Case: Restview Hospital Case: SportingGoods Store 7. Managerial Traits and Skills Nature of Traits and SkillsResearch on Leader Traits and Skills Managerial Traits and EffectivenessManagerial Skills and Effectiveness Other Relevant Competencies SituationalRelevance of Skills Evaluation of the Trait Research Applications forManagers Summary Review and Discussion Questions Case: National Products8. Early Contingency Theories of Effective Leadership LPC Contingency ModelPath-Goal Theory of Leadership Situational Leadership Theory LeadershipSubstitutes Theory Multiple Linkage Model Cognitive Resources TheoryGeneral Evaluation of Contingency Theories Applications for AdaptiveLeadership Summary Review and Discussion Questions Case: Foreign Auto ShopPart 1 and Part 2 9. Charismatic and Transformational Leadership Two EarlyTheories Attribution Theory of Charismatic Leadership Self-Concept Theoryof Charismatic Leadership Other Conceptions of Charisma Consequences ofCharismatic Leadership Transformational Leadership Primary Types ofResearch on the Theories Transformational vs. Charismatic LeadershipEvaluation of the Theories Applications: Guidelines for Leaders SummaryReview and Discussion Questions Case: Metro Bank Case: Astro Airlines 10.Leading Change in Organizations Change Processes in OrganizationsInfluencing Organization Culture Developing a Vision Applications:Procedures for Developing a Vision Implementing Change Applications:Guidelines for Implementing Change Innovation and Organizational LearningApplications: Guidelines for Increasing Learning and Innovation SummaryReview and Discussion Questions Case: Falcon Computers Case: UltimateOffice Products 11. Leadership in Teams and Decision Groups The Nature ofTeams Determinants of Team Performance Leadership in Different Types ofTeams Procedures for Facilitating Team Learning Applications: Guidelinesfor Team Building Decision Making in Groups Leadership Functions inMeetings Applications: Guidelines for Leading Meetings Summary Review andDiscussion Questions Case: Southwest Engineering Services Case: BuildingMaintenance Inc. 12. Strategic Leadership by Top Executives How LeadersInfluence Organizational Performance Constraints on Executives ConditionsAffecting the Need for Strategic Leadership Executive Tenure and StrategicLeadership Political Power and Strategic Leadership Research on Effects ofCEO Leadership Strategic Leadership by Executive Teams Two KeyResponsibilities for Top Executives Summary Review and Discussion QuestionsCase: Costco Case: Columbia Corp. 13. Ethical, Servant, Spiritual, andAuthentic Leadership Conceptions of Ethical Leadership Dilemmas inAssessing Ethical Leadership Determinants and Consequences of EthicalLeadership Transforming Leadership and Adaptive Problem Solving ServantLeadership Spiritual Leadership Authentic Leadership Comparison andEvaluation of Theories Increasing Ethical Leadership Summary Review andDiscussion Questions Case: Unethical Leadership at Enron 14. Gender,Diversity, and Cross-cultural Leadership Introduction to Cross-culturalLeadership Cross-cultural Leadership Research: Types and Difficulties TheGLOBE Project Cultural Value Dimensions and Leadership Evaluation of theCross-cultural Research Gender and Leadership Managing Diversity SummaryReview and Discussion Questions Case: Madison, Jones, and Conklin 15.Developing Leadership Skills Leadership Training Programs DesigningEffective Training Special Techniques for Leadership Training Learning fromExperience Developmental Activities Self-Help Activities FacilitatingConditions for Leadership Development A Systems Perspective on LeadershipDevelopment Summary Review and Discussion Questions Case: FederatedIndustries 16. Overview and Integration Major Findings in LeadershipResearch Explanatory Processes and Levels of Conceptualization Toward anIntegrating Conceptual Framework Biases in the Conceptualization ofLeadership Biases in Research Methods Emerging Conceptions of LeadershipConcluding Thoughts Review and Discussion Questions Case: Turnaround atNissan References Author Index Subject Index