Efnisyfirlit

• Preface
• Acknowledgments
• About the Author
• Chapter 1 Understanding Leadership
  • Introduction
  • Ways of Viewing Leadership
    • Leadership Is a Trait
    • Leadership Is an Ability
    • Leadership Is a Skill
    • Leadership Is a Behavior
    • Leadership Is a Relationship
    • Leadership Is an Influence Process
    • New and Evolving Approaches to Leadership
  • Leadership and Management
  • Leadership and Culture
  • Leadership’s “Dark Side”
  • Understanding Effective Leadership
  • Summary
  • Key Terms
• Chapter 2 Recognizing Your Traits
  • Introduction
  • Leadership Traits Explained
    • Intelligence
    • Confidence
    • Charisma
    • Determination
    • Sociability
    • Integrity
  • Leadership Traits in Practice
    • Harriet Tubman (c. 1820–1913)
      • Traits and Characteristics
    • Winston Churchill (1874–1965)
      • Traits and Characteristics
    • Mother Teresa (1910–1997)
      • Traits and Characteristics
    • Dr. Anthony Fauci (1940– )
      • Traits and Characteristics
    • Oprah Winfrey (1954– )
      • Traits and Characteristics
    • LeBron James (1984– )
      • Traits and Characteristics
  • Summary
  • Key Terms
• Chapter 3 Understanding Leadership Styles
  • Introduction
  • Leadership Philosophy Explained
    • Theory X
      • Assumption 1: The average person dislikes work and will avoid it if possible.
      • Assumption 2: People need to be directed and controlled.
      • Assumption 3: People want security, not responsibility.
    • Theory Y
      • Assumption 1: The average person does not inherently dislike work. Doing work is as natural as play.
      • Assumption 2: People will show responsibility and self-control toward goals to which they are committed.
      • Assumption 3: In the proper environment, the average person learns to accept and seek responsibility.
  • Leadership Styles Explained
    • Authoritarian Leadership Style
    • Democratic Leadership Style
    • Laissez-Faire Leadership Style
  • Leadership Styles in Practice
  • Summary
  • Key Terms
• Chapter 4 Attending to Tasks and Relationships
  • Introduction
  • Task and Relationship Styles Explained
    • Task Style
    • Relationship Style
  • Task and Relationship Leadership in Practice
    • Task Leadership
    • Relationship Leadership
    • Integrating Task and Relationship Leadership
  • Summary
  • Key Terms
• Chapter 5 Developing Leadership Skills
  • Introduction
  • Administrative Skills Explained
    • Administrative Skills in Practice
      • Managing People
      • Managing Resources
      • Showing Technical Competence
  • Interpersonal Skills Explained
    • Interpersonal Skills in Practice
      • Being Socially Perceptive
      • Showing Emotional Intelligence
      • Managing Interpersonal Conflict
  • Conceptual Skills Explained
    • Conceptual Skills in Practice
      • Problem Solving
      • Strategic Planning
      • Creating Vision
  • Summary
  • Key Terms
• Chapter 6 Engaging Strengths
  • Introduction
  • Strengths-Based Leadership Explained
    • Historical Background
      • Gallup
      • Positive Psychology
    • Identifying and Measuring Strengths
      • Gallup and the CliftonStrengths Profile
      • VIA Institute on Character and Inventory of Strengths
      • Centre of Applied Positive Psychology and the Strengths Profile Assessment
  • Strengths-Based Leadership in Practice
    • Discovering Your Strengths
    • Developing Your Strengths
    • Addressing Your Weaknesses
    • Recognizing and Engaging the Strengths of Others
    • Fostering a Positive Strengths-Based Environment
  • Summary
  • Key Terms
• Chapter 7 Creating a Vision
  • Introduction
  • Vision Explained
    • A Picture
    • A Change
    • Values
    • A Map
    • A Challenge
  • Vision in Practice
    • Articulating a Vision
    • Implementing a Vision
  • Summary
  • Key Terms
• Chapter 8 Working With Groups
  • Introduction
  • Groups Explained
    • Types of Groups
      • Task Groups
      • Process Groups
    • Stages of Groups
      • Forming
      • Storming
      • Norming
      • Performing
      • Adjourning
    • Individual Group Roles
    • Group Task Roles
    • Group-Building and Maintenance Roles
    • Individual Roles
    • Benefits of Group Work
  • Groups in Practice
    • Establish a Constructive Climate
    • Provide Structure
    • Clarify Goals
    • Clarify Group Norms
    • Build Cohesiveness
      • Ways to Build Group Cohesion
    • Promote Standards of Excellence
      • Require Results
      • Review Results
      • Reward Results
    • Address Out-Group Members
      • Strategy 1: Listen to Out-Group Members
      • Strategy 2: Show Empathy to Out-Group Members
      • Strategy 3: Recognize the Unique Contributions of Out-Group Members
      • Strategy 4: Help Out-Group Members Feel Included
      • Strategy 5: Create a Special Relationship With Out-Group Members
      • Strategy 6: Give Out-Group Members a Voice and Empower Them to Act
  • Summary
  • Key Terms
• Chapter 9 Embracing Diversity and Inclusion
  • Introduction
  • Diversity and Inclusion Explained
    • Diversity
    • Inclusion
    • Equity
    • Approaches to Diversity
      • Early Years—1960s and 1970s
      • Era of Valuing Diversity—1980s and 1990s
      • Diversity Management and Inclusion in the 21st Century—2000 to Present
  • Inclusion Framework
  • Diversity and Inclusion in Practice
    • Model of Inclusive Practices
    • Leader Practices That Advance Diversity and Inclusion
      • 1.  Feeling Safe
      • 2.  Feeling Involved and Engaged
      • 3.  Feeling Respected and Valued
      • 4.  Feeling Influential
      • 5.  Feeling Authentic and Whole
      • 6.  Recognizing, Attending to, and Honoring Diversity
    • Barriers to Embracing Diversity and Inclusion
      • Ethnocentrism
      • Prejudice
      • Unconscious Bias
      • Stereotypes
      • Privilege
  • Summary
  • Key Terms
• Chapter 10 Managing Conflict
  • Introduction
  • Conflict Explained
    • Communication and Conflict
    • Conflict on the Content Level
      • Conflict Regarding Beliefs and Values
      • Conflict Regarding Goals
    • Conflict on the Relational Level
      • Relational Conflict and Issues of Esteem
      • Relational Conflict and Issues of Control
      • Relational Conflict and Issues of Affiliation
  • Managing Conflict in Practice
    • The Fisher and Ury Approach to Conflict
      • Principle 1: Separate the People From the Problem
      • Principle 2: Focus on Interests, Not Positions
      • Principle 3: Invent Options for Mutual Gains
      • Principle 4: Insist on Using Objective Criteria
    • Communication Strategies for Conflict Resolution
      • Differentiation
      • Fractionation
      • Face Saving
    • The Kilmann and Thomas Styles of Approaching Conflict
      • Avoidance
      • Competition
      • Accommodation
      • Compromise
      • Collaboration
  • Summary
  • Key Terms
• Chapter 11 Addressing Ethics in Leadership
  • Introduction
  • Leadership Ethics Explained
  • Leadership Ethics in Practice
    • The Character of the Leader
    • The Actions of the Leader
    • The Goals of the Leader
    • The Honesty of the Leader
    • The Power of the Leader
    • The Values of the Leader
  • Culture and Leadership Ethics
  • Summary
  • Key Terms
• Chapter 12 Exploring Destructive Leadership
  • Introduction
  • Destructive Leadership Explained
    • Toxic Triangle
      • Destructive Leaders
      • Susceptible Followers
      • Conducive Environments
  • Confronting Destructive Leadership in Practice
    • Leaders
    • Followers
    • Context
  • Summary
  • Key Terms
• Glossary
• References
• Index

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