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7/23/2019 Leadership Guide Book
1/5
BASS STOGDILL S
Handbook of
Leadership
THEORY, RESEARCH,
AND
MANAGERIAL APPLICATIONS
Third dition
by
Bernard M. Bass
]
THE
FREE
PRESS
New
York
London
Toronto Sydney
7/23/2019 Leadership Guide Book
2/5
Contents
Preface
to the Third Edition x
PARTI
Introduction
to
Concepts
and
Theories
of
Leadership
1 . Concepts of Leadership
3
The
Beginnings
The
Meaning
of
Leadership Leadership
and
Headship An Evolving, Expanding
Conceptualization Summary
and Conclusions
2. Typologies and T axonomies of Leadership
2
Examples of Classifications
Commonalities in Taxonomies
Summary
and Conclusions
3 .
A n
Introduction to Theories and
Models
of
Leadership 37
Personal and Situational
Theories
Interaction and Social Learning Theories
Theories and Models
of Interactive
Processes
Perceptual and
Cognitive
Theories
Hybrid Explanations Methods
and
Measurements
Summary and
Conclusions
PART II
Personal
Attributes
of
Leaders
^\4.
Traits
of
Leadership:
1904-47 59
Methods Results Summary and
Conclusions
5. Traits of Leadership:
A Followup
7 8
Improvements in Methods and
Measurements Comparison
of
the Reviews of 1948 and 1970 Factor
Analysis of the
Traits
of Leadership
Summary
and
Conclusions
6. L eadership and A ctivity
Level 8
Energy and Assertiveness Talking
and
Leading
Time
and
Effort Summary and
Conclusions
7.
Task Competence and Leadership
9
The
Meaning
and Effects of Competence
Competence
and
Leadership
Summary and Conclusions
8 .
Interpersonal Competence and Leadership
11
Basic
Interpersonal
Skills Social
Insight,
Empathy,
and Leadership Summary and
Conclusions
9 . Authoritarianism, Power
Orientation,
M a c h i a v e l l i a n i s m
a n d
L e a d e r s h i p 2
The
Authoritarian Personality
Authoritarianism and Leadership
Power, Interpersonal
Competence,
and
Leadership Machiavellianism Summary
and Conclusions
10. Values, Needs, and Well-being of Leaders 14
Values Achievement
Motivation
and Task
Orientation Risk Taking
Concepts of
the Self
Health,
Well-being,
and
Leadership Leaders
Organizational
Values, and
Orientation
Satisfaction with
the
Leadership Role
Summary and
Conclusions
11 .
A ccorded Status,
Esteem,
and Leadership 16
Meaning
of
Status and Esteem
Status Esteem
Summary and
Conclusions
Vl2. Charismatic, Charismalike, and
Inspirational
Leadership
8
The
Concept of Charismatic Leadership
The
Charismatic
Relationship The
Charismatic
Leader in Complex
Organizations: A
Conceptual
Examination
Empirical Studies
of
7/23/2019 Leadership Guide Book
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Contents
Charismatic
Effects Inspirational
Leadership Transformational Leadership:
Charisma, Inspiration,
and Intellectual
Stimulation
Summary and Conclusions
PART III
P ower and
Legitimacy
13 . P ower and L eadership 225
Definitions of
Social
Power Sources of
Power Power
and
Emergence
as
a
Leader The Bases of Power
Comparisons
of
the
Bases of
Power
Summary and Conclusions
14.
Leadership
and the Distribution of Power 252
Importance of Differences
in Power
Distribution
of Power in Communities
and
Organizations The
Power of the
Group
Power,
Leadership,
and
Structure
Industrial Democracy Power
Sharing at
the Immediate Work-Group Level
Summary and Conclusions
15 . Conflict and Legit imacy in the
Leadership
Role
274
Sources^of
Conflict
Incongruities
in
Status, Esteem,
and Ability Within-Role
Conflict
Resolving
Conflict Managing
Conflict
Legitimation and Conflict
Summary and
Conclusions
16.
Authority,
Responsibility,
and L eadership 305
Authority
Responsibility Studies of
Organizational
Authority,
Responsibility,and
Delegation Summary and Conclusions
PART IV
The
Transactional
Exchange
17 . Leadership
a s
Contingent
Reinforcement 3 9
Leadership
as
a
Social
Exchange
Reinforcement Leadership
and
Followership Reinforcement
and
the
Emergence of
Leaders The Dynamics
of
the Exchange Relationship
Summary
and
Conclusions
. L eader-Follower I nteractive
Effects
3
Contributions
of Leadership
to the
Transactional
Relationship
Followers
Impact on Leaders Mutual Influence of
Leaders and
Followers
Summary and
Conclusions
19 .
Moderators
of
the Use and
Effects of
Contingent-Reinforcement
Leadership 3
Limits to
Contingent
Reinforcement
Constraints on the
Use
and Impact of
Feedback Constraints on the
Performance-Appraisal Interview
Implicit Theories of Leadership
as
Moderators Summary and Conclusions
PART V
Leadership
and
Management
20. T h e Work of
Leaders
and Managers 3
What Leaders and Managers Do
Methods
of Studying What
Managers
Do Time
Spent
and
Work
Done
by
Managers
Mintzberg s Managerial
Roles
Characteristics of the
Managerial
Processes
Moderators
of
the
Manager s
Work,
Function,
and Roles Effective
Managerial Activities
and
Role
Taking
Summary
and Conclusions
21 .
Au tocratic and Au thoritarian versus Democrati
and Egalitarian Leadership
4
The Two Opposing
Approaches
Authoritarian and Democratic Leadership
Effects
of Authoritarian
and
Democratic
Leadership Antecedent Conditions
That
Moderate the
Effects
Large-scale,
Long-
term Comparisons
of
Autocratic
and
Democratic Systems
Interpretive
Problems
and Issues Summary and Conclusions
22. Directive versus
P articipative L eadership
4
The Continuum Antecedents of Direction
and
Participation General
Effects of
Directive and Participative Leaders
Contingent
Effects
of
Directive and
Participative
Leadership
A
Deduced
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Contents
Model for Achieving Decision Quality or
Subordinate Acceptance Summary and
Conclusions
23. Task-
versus
Relations-Oriented Leadership
473
Meanings
Antecedents
Contributing
to
Task
Orientation
and
Relations
Orientation
General Consequences
of
Relations-Oriented
and Task-Oriented
Leadership Blake
and. Mouton s
Grid
Theory Situational Contingencies
Affecting Outcomes
The
Hersey-
Blanchard Situational Leadership
Model Fiedler s Contingency Model of
Leadership Summary and Conclusions
24. Consideration, Initiating Struc ture, and Related
Factors
for
Describing the
Behavior
of Leaders 5
A
Behavioral Approach
Psychometric
Properties Alternative and Additional
Scales
Behavioral Descriptions of
the
Ideal
Leaders
Antecedents and Correlates of
Consideration and Initiation of
Structure
General
Effects
on Productivity,
Satisfaction,
and
Othjr
Criteria Contingencies in the
Effects of Consideration and Initiation
Causal
Effects Summary and Conclusions
25. Laissez-faire Leadership
versus
M otivation to
Manage
544
Relations among Leadership Styles
Laissez-faire Leadership Motivation to
Lead and to Manage Summary and
Conclusions
PART
VI
Situational
Moderators
26. Leadership,
Environment,
and Organization
563
Leadership
Situations
Leadership and the
External
Environment
Organizations and
Leadership Leadership
and
Organizational
Constraints Leadership
and
Organizational Culture Summary and
Conclusions
27 .
L eaders and
Their Immediate
Groups
Importance of
the Group The
Group s
Development Effects of Groups on Their
Leaders
Impact of
the
Leader on
the
Group s
Drive
and Cohesiveness Impact
of the Leader on the
Assembly
Bonus
Effect
Summary and Conclusions
28. L eadership, Ta sk, a nd Technology
The
Leader s
Competence
and the
Requirements
of Tasks
Important
Dimensions of Tasks
Path-Goal
Theory:
The Explanation
of Task
Effects on
Leadership Summary
and
Conclusions
29. Stress and L eadership
The
Nature
of
Stress
A
Model
of
Group
Responses
to
Stress
Leadership Under
Stress
Successful
but
Not
Necessarily
Effective Leadership
Stress
and
Effectiveness
as a Leader
Transformational Leadership
and Dealing
with Stress Summary
and Conclusions
30.
Space, Networks, Leadership,
and Its Substitutes
Importance of
Spatial
and Social
Arrangements Leadership and Physical
Space Leadership and Psychological
Space Leadership and Psychosocial
Distance Networks Leadership in
Experimental
Communication
Networks
Substitutes for
Leadership Summary and
Conclusions
31 .
Persistence,
Transfer, and Succession of
Leadership
Persistence
Transfer of
Leadership
Succession
Summary
and
Conclusions
PART VII
Diverse Groups
32 . Women and Leadership
The
Rise in Women
Leaders
and
Managers
Constraints on Opportunities
for Leadership Male-Female
Differences
in Leadership Potential
Male-Female
707
59
61
63
65
68
7/23/2019 Leadership Guide Book
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X
Contents
V
Differences in Leadership Style
Success
and
Effectiveness
of
Women
Leaders
Moderating Effects of
Subordinates,
Task, and
Situation Career
Advancement of
Women Leaders
and
Managers
Summary and Conclusions
33 .
Leadership, Blacks, Hispanics, and Other
Minorities
Blacks and Leadership Performance of
Blacks and
Whites
as
Leaders
Other
Minorities and Leadership Summary
and
Conclusions
34.
Leadership in Different
Countries
and
Cultures
The
Importance and Pace
of
Internationalization
Issues
of
Consequence Origins
of Leaders
Culture, Country,
and
Attributes of
Leadership Differences
in
Leadership
Across
Cultures
Styles of
Leadership Leadership in
the
Multinational
Firm
Summary and
Conclusions
Methods of Leadership Training On-the-
job Leadership Training and Development
Purposes and Content of Leadership
Training Programmatic Applications
Factors That Affect
Training
Outcomes Summary
and Conclusions
36. Assessment
and Forecasting of
Leaders' and
738
Managers' Performance
Judgmental Approaches
Mechanical
Methods Judgments Integrated with
Mechanical Methods Assessment
Centers Summary
and
Conclusions
37.
Leadership Issues
for
the
760 Twenty-first
Century
Considerations in Looking
Ahead
Methodological Issues Substantive
Issues
Summary
and
Conclusions
Glossary
References
Author Index
Sub ject Index
915
925
5
4 9
PART
VIII
Improving Leadership
and
Leadership
Research
35.
Development,
Education,
and
Training
for
Leadership
and Management 807
Development Issues Educational Issues
Career Issues Value of Training
Recommended