Book description
Padilla's Leadership brings a more holistic and comprehensive view to the leadership-followership process by focusing on all three of these critical aspects (leader, follower, organizational setting) - something no other book on the market does. Padilla offers the strongest and most contemporary research and theory (as the reviewers have also confirmed) and unique ideas and topic coverage surrounding the dynamics of leaders, followers, and organizational settings.
Table of contents
- Cover Page
- Title Page
- Copyright
- Dedication
- Contents
- STUDENT AND INSTRUCTOR RESOURCES
- A Note About the Saguaro Cactus and Leadership
- CHAPTER 1: PROLOGUE
-
CHAPTER 2: ON LEADERSHIP
- Introduction
- A definition
- Changing contours
- Leadership outcomes
- Leader characteristics or leadership outcomes?
- What is leadership?
- Determining impact—how do we know when leadership is effective?
- Power and force versus motivation and persuasion
- Communication: adaptation and sense-making
- Is leadership neutral?
- Temporariness of leadership
- Whose goals are they?
- Ethics
- Culture and diversity of people
- Toward a synthesis: what is leadership?
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 3: SELF-AWARENESS AND SKILL DEVELOPMENT
- Introduction
- Self-awareness: definition and importance
- Personality and self-awareness
- On tone-deafness, identity, and reputation
- Elements of self-awareness
- The Big Five
- Core self-evaluations
- Interpersonal relations
- Change and control
- Values
- Culture and values
- Organizational values
- Useful skills: communication and public speaking
- Mannerisms and other distractions
- Nervousness
- Communication: listening
- Conflict management
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- APPLICATION QUESTIONS
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 4: THE LEADERS
- Introduction
- The dance between leaders and followers
- Evolutionary antecedents
- Family and early childhood antecedents
- Resiliency and perseverance
- Becoming a leader
- Ability
- Personality
- Opportunity
- Leader derailment
- Recruiting and retaining high-performing teams
- Power and leading
- Sources of power
- Inept bosses and control freaks
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 5: THE FOLLOWERS
- Introduction
- The leading–following dance
- The leader–follower dynamic
- Types of followers
- Top managers
- Creative professionals
- Virtual teams
- Susceptible followers
- Whose goals?
- Motivation, rewards, punishment, and performance
- Motivation theories
- Compensation and motivation
- Delegation, empowerment, and development
- Ethical decisions and ethical dilemmas
- Corrupt leaders can corrupt followers
- Whistle-blowing pros and cons
- When in Rome, New Delhi, or Beijing: Corruption and global business
- Crises and normal times
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 6: THE ENVIRONMENTS
- Introduction
- What are environments?
- The rise of institutions
- Decline of institutions
- Institutional contexts: presidentialism and managerial discretion
- Institutional checks and balances
- External checks and balances
- External checks: the media
- External checks: experts and expert field
- External checks: government agencies
- Internal checks and balances
- Boards and directors
- General environmental elements
- What is culture?
- Approaches to understanding culture
- Limits on universals and the effects of culture
- How does culture influence leadership?
- Public leadership: an illustration of contexts and environments
- What and where is public leadership?
- Principal elements of public leadership
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 7: TOXIC LEADERSHIP
- Introduction
- Definitional ingredients
- Toxic triangle
- Leadership versus goodness
- Leader characteristics and behaviors versus group processes and outcomes
- Whose goals?
- Range of toxicity versus non-toxicity
- Toxic leadership as a special case
- Four definitional elements of toxic leadership
- Toxic leaders and their characteristics
- Charisma and narcissism
- Personalized use of power
- Negative life themes
- Ideology of hate
- Susceptible followers: colluders and conformers
- Characteristics of followers
- Conformers
- Colluders
- Conducive environments
- Checks and balances and managerial discretion
- External checks—the media
- External checks—government agencies
- Internal checks—boards of directors
- Internal checks—culture of openness and organizational support
- Organizational instability and dynamism
- Organizational complexity
- Perceived threats
- Preventing and minimizing toxicity
- Leader selection, development, or diagnosis
- Empowering followers
- Nonprofit and similar organizations
- Paradox of toxic leadership
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- CLASS ACTIVITIES (FACE TO FACE OR ONLINE)
- NOTES
-
CHAPTER 8: EPILOGUE
- Introduction
- What we know
- Leader integrity and environmental checks and balances
- Success or failure
- Leaders and leadership
- Followers and leaders
- Contexts and environments
- Temporariness and range of leadership outcomes
- Goals and motivation
- Overarching relevance of communication in leadership
- Global trends affecting leadership
- KEY CONCEPTS
- QUESTIONS TO TEST COMPREHENSION
- NOTES
- GLOSSARY
- NAME INDEX
- SUBJECT INDEX
Product information
- Title: Leadership: Leaders, Followers, Environments
- Author(s):
- Release date: October 2012
- Publisher(s): Wiley
- ISBN: 9780470907207
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