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Psychology of Leadership [Multiple-component retail product]

  • Formāts: Multiple-component retail product, 1863 pages, height x width: 234x156 mm, weight: 3460 g, 5 Items, Contains 5 hardbacks
  • Sērija : Sage Benchmarks in Leadership
  • Izdošanas datums: 16-May-2014
  • Izdevniecība: Sage Publications Ltd
  • ISBN-10: 1446295052
  • ISBN-13: 9781446295052
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  • Multiple-component retail product
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  • Formāts: Multiple-component retail product, 1863 pages, height x width: 234x156 mm, weight: 3460 g, 5 Items, Contains 5 hardbacks
  • Sērija : Sage Benchmarks in Leadership
  • Izdošanas datums: 16-May-2014
  • Izdevniecība: Sage Publications Ltd
  • ISBN-10: 1446295052
  • ISBN-13: 9781446295052
Citas grāmatas par šo tēmu:

Research into the psychology of leadership has been gathering momentum in recent decades, as scholars from a variety of academic fields increasingly recognise the value of understanding the inner workings of leadership, influence and power. This 5-volume major work brings together classic and recent papers which examine the topic from all angles and through the lenses of different disciplines. Each volume is introduced by an introductory chapter written by acclaimed editors S. Alexander Haslam and  Stephen Reicher, which contextualise and provide the rationale behind the selection of papers.

Volume 1: Leadership as Individuality: Attributes and Actions

Volume 2: Leadership as Person-Situation Fit: Context and Contingency 

Volume 3: Leadership as Followership: Expectations and Exchange

Volume 4: Leadership as Myth: Politics and Prejudice

Volume 5: Leadership as Group Process: Identity and Influence 

Appendix of Sources xi
Editors' Introduction: An Introduction to the Psychology of Leadership xxiii
S. Alexander Haslam
Stephen D. Reicher
Volume I Leadership as Individuality -- Attributes and Actions
1 Do Leaders Matter? National Leadership and Growth since World War II
1(26)
Benjamin F. Jones
Benjamin A. Olken
2 What We Know about Leadership: Effectiveness and Personality
27(24)
Robert Hogan
Gordon J. Curphy
Joyce Hogan
3 Leadership: Do Traits Matter?
51(16)
Shelley A. Kirkpatrick
Edwin A. Locke
4 Trait-based Perspectives of Leadership
67(22)
Stephen J. Zaccaro
5 Personal Factors Associated with Leadership: A Survey of the Literature
89(36)
Ralph M. Stogdill
6 A Review of the Relationships between Personality and Performance in Small Groups
125(34)
Richard D. Mann
7 The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
159(24)
Boas Shamir
Robert J. House
Michael B. Arthur
8 Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings
183(14)
Joy A. Conger
Rabindra N. Kanungo
9 The Description of Supervisory Behavior
197(8)
Edwin A. Fleishman
10 Interpersonal Values, Leadership Attitudes, and Managerial "Success"
205(14)
Edwin A. Fleishman
David R. Peters
11 The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research
219(32)
Timothy A. Judge
Ronald F. Piccolo
Remus Ilies
12 Consideration and Initiating Structure: An Experimental Investigation of Leadership Traits
251(24)
Aaron Lowin
William J. Hrapchak
Michael J. Kavanagh
13 A Path Goal Theory of Leader Effectiveness
275(26)
Robert J. House
14 Intelligence and Leadership: A Quantitative Review and Test of Theoretical Propositions
301(24)
Timothy A. Judge
Amy E. Colbert
Remus Ilies
15 The Person versus the Situation in Leadership
325(26)
Robert J. Sternberg
Victor Vroom
16 Does Leadership Need Emotional Intelligence?
351(32)
John Antonakis
Neal M. Ashkanasy
Marie T. Dasborough
17 Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership
383(22)
David G. Bowers
Stanley E. Seashore
18 Using the Myers-Briggs Type Indicator as a Tool for Leadership Development? Apply with Caution
405
James Michael
Volume II Leadership as Person-Situation Fit -- Context and Contingency
19 Toward a Contingency Theory of Leadership Based upon the Consideration and Initiating Structure Literature
1(20)
Steven Kerr
Chester A. Schriesheim
Charles J. Murphy
Ralph M. Stogdill
20 Moderator Variables in Leadership Research
21(18)
Jon P. Howell
Peter W. Dorfman
Steven Kerr
21 An Interactional View of the Emergence of Leadership
39(10)
Cecil A. Gibb
22 Validation and Extension of the Contingency Model of Leadership Effectiveness: A Review of Empirical Findings
49(28)
Fred E. Fiedler
23 A Meta-Analytic Investigation of Fiedler's Contingency Model of Leadership Effectiveness
77(20)
Michael J. Strube
Joseph E. Garcia
24 Contingency Model of Leadership Effectiveness: Antecedent and Evidential Results
97(16)
George Graen
Kenneth Alvares
James Burdeane Orris
Joseph A. Martella
25 The Contingency Model of Leadership Effectiveness: An Evaluation
113(16)
Ahmed Sakr Ashour
26 Leadership in Boundaryless Organizations: Disposable or Indispensable?
129(24)
Boas Shamir
27 In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE
153(34)
Mansour Javidan
Peter W. Dorfman
Mary Sully de Luque
Robert J. House
28 The Forgotten Follower: A Contingency Model of Leadership and Follower Self-Leadership
187(16)
Seokhwa Yun
Jonathan Cox
Henry P. Sims, Jr.
29 Substitutes for Leadership: Their Meaning and Measurement
203(26)
Steven Kerr
John M. Jermier
30 Can Leadership Be Taught? Perspectives from Management Educators
229(18)
Jonathan P. Doh
31 The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001
247(32)
Doris B. Collins
Elwood F. Holton III
32 Research on Leadership Selection and Training: One View of the Future
279
Fred E. Fiedler
Volume III Leadership as Followership -- Transaction and Transformation
33 The End of Leadership: Exemplary Leadership Is Impossible without Full Inclusion, Initiatives, and Cooperation of Followers
1(12)
Warren Bennis
34 The Essential Interdependence of Leadership and Followership
13(8)
Edwin P. Hollander
35 Two Decades of Research and Development in Transformational Leadership
21(18)
Bernard M. Bass
36 From Transactional to Transformational Leadership: Learning to Share the Vision
39(16)
Bernard M. Bass
37 The Credibility Factor: What Followers Expect from Their Leaders
55(10)
James M. Kouzes
Barry Z. Posner
38 A Test of Leadership Categorization Theory: Internal Structure, Information Processing, and Leadership Perceptions
65(32)
Robert G. Lord
Roseanne J. Foti
Christy L. De Vader
39 Transformational and Transactional Leadership and Their Effects on Creativity in Groups
97(16)
Dong I. Jung
40 Conformity, Status, and Idiosyncrasy Credit
113(14)
Edwin P. Hollander
41 Leader-Member Exchange Model of Leadership: A Critique and Further Development
127(20)
Richard M. Dienesch
Robert C. Liden
42 Social Exchange in Organizations: Perceived Organizational Support, Leader--Member Exchange, and Employee Reciprocity
147(16)
Randall P. Settoon
Nathan Bennett
Robert C. Liden
43 Exploring Work Unit Context and Leader--Member Exchange: A Multi-Level Perspective
163(32)
Claudia C. Cogliser
Chester A. Schriesheim
44 Role of Leadership in the Employee Withdrawal Process
195(8)
George B. Graen
Robert C. Liden
William Hoel
45 From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes
203(38)
Olga Epitropaki
Robin Martin
46 Follower Behavior and Organizational Performance: The Impact of Transformational Leaders
241(16)
Sabine Boerner
Silke Astrid Eisenbeiss
Daniel Griesser
47 An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories
257(24)
Gary Yukl
48 The Two Faces of Transformational Leadership: Empowerment and Dependency
281
Ronit Kark
Boas Shamir
Gilad Chen
Volume IV Leadership as Myth -- Politics and Prejudice
49 The Fallacy of Misplaced Leadership
1(22)
Martin Wood
50 Role Congruity Theory of Prejudice toward Female Leaders
23(56)
Alice H. Eagly
Steven J. Karau
51 Managers Doing Leadership: The Extra-Ordinarization of the Mundane
79(22)
Mats Alvesson
Stefan Sveningsson
52 Leadership: An Alienating Social Myth?
101(16)
Gary Gemmill
Judith Oakley
53 The Romance of Leadership
117(30)
James R. Meindl
Sanford B. Ehrlich
Janet M. Dukerich
54 All Things to All People? Perceptions, Attributions, and Constructions of Leadership
147(22)
Michael J. Bresnen
55 The Ambiguity of Leadership
169(14)
Jeffrey Pfeffer
56 How Can We Train Leaders If We Do Not Know What Leadership Is?
183(20)
Richard A. Barker
57 Inspecting the Emperor's Clothes: Evidence That Random Selection of Leaders Can Enhance Group Performance
203(26)
S. Alexander Haslam
Craig McGarty
Patricia M. Brown
Rachael A. Eggins
Brenda E. Morrison
Katherine J. Reynolds
58 The Challenges of Leadership in the Modern World
229(8)
Warren Bennis
59 The Great Disappearing Act: Difficulties in Doing "Leadership"
237(26)
Mats Alvesson
Stefan Sveningsson
60 Gender, Hierarchy, and Leadership: An Introduction
263(8)
Linda L. Carli
Alice H. Eagly
61 The Glass Cliff: Exploring the Dynamics Surrounding the Appointment of Women to Precarious Leadership Positions
271(36)
Michelle K. Ryan
S. Alexander Haslam
62 The Good, the Bad and the Ugly: Leadership and Narcissism
307(16)
Malcolm Higgs
63 Destructive Leadership Behaviour: A Definition and Conceptual Model
323(18)
Stle Einarsen
Merethe Schanke Aasland
Anders Skogstad
64 Leadership Ethics: Mapping the Territory
341
Joanne B. Ciulla
Volume V Leadership as Group Process -- Identity and Influence
65 Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance
1(30)
Naomi Ellemers
Dick de Gilder
S. Alexander Haslam
66 Social Identity and the Romance of Leadership: The Importance of Being Seen to Be 'Doing It for Us'
31(20)
S. Alexander Haslam
Michael J. Platow
John C. Turner
Katherine J. Reynolds
Craig McGarty
Penelope J. Oakes
Susan Johnson
Michelle K. Ryan
Kristine Veenstra
67 Social Identity and the Dynamics of Leadership: Leaders and Followers as Collaborative Agents in the Transformation of Social Reality
51(28)
Stephen Reicher
S. Alexander Haslam
Nick Hopkins
68 A Special Gift We Bestow on You for Being Representative of Us: Considering Leader Charisma from a Self-Categorization Perspective
79(22)
Michael J. Platow
Daan van Knippenberg
S. Alexander Haslam
Barbara van Knippenberg
Russell Spears
69 When and Why Leaders Put Themselves First: Leader Behaviour in Resource Allocations as a Function of Feeling Entitled
101(14)
David de Cremer
Eric van Dijk
70 Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations
115(20)
Virginia J. Vanderslice
71 A Social Identity Theory of Leadership
135(32)
Michael A. Hogg
72 A Social Identity Analysis of Leadership Endorsement: The Effects of Leader Ingroup Prototypicality and Distributive Intergroup Fairness
167(20)
Michael J. Platow
Daan van Knippenberg
73 Leaders and Their Treatment of Subgroups: Implications for Evaluations of the Leader and the Superordinate Group
187(20)
Julie M. Duck
Kelly S. Fielding
74 Being Attuned to Intergroup Differences in Mergers: The Role of Aligned Leaders for Low-Status Groups
207(14)
Jolanda Jetten
Julie Duck
Deborah J. Terry
Anne O'Brien
75 The Link between Leadership and Followership: How Affirming Social Identity Translates Vision into Action
221(20)
S. Alexander Haslam
Michael J. Platow
76 Threatened Leadership and Intergroup Competition
241(14)
Jacob M. Rabbie
Frits Bekkers
77 "License to Fail": Goal Definition, Leader Group Prototypicality, and Perceptions of Leadership Effectiveness after Leader Failure
255(40)
Steffen R. Giessner
Daan van Knippenberg
78 Influence of Voice on Satisfaction with Leaders: Exploring the Meaning of Process Control
295(14)
Tom R. Tyler
Kenneth A. Rasinski
Nancy Spodick
79 Social Identity, Self-Categorization, and Leadership: A Field Study of Small Interactive Groups
309(20)
Kelly S. Fielding
Michael A. Hogg
80 Self-category Constructions in Political Rhetoric; An Analysis of Thatcher's and Kinnock's Speeches Concerning the British Miners' Strike (1984--5)
329
Stephen Reicher
Nicolas Hopkins
S Alexander Haslam (Alex Haslam) is Professor of Psychology and Australian Laureate Fellow at the University of Queensland. Together with colleagues, he has written and edited 15 books and over 300 research articles and chapters. His most recent books are The New Psychology of Leadership: Identity, Influence and Power (with Steve Reicher and Michael Platow, 2nd ed. 2020) and Social Psychology: Revisiting the Classic Studies (edited with Joanne Smith, 2nd ed. 2017). He is former Chief Editor of the European Journal of Social Psychology and former President of the Psychology Section of the British Science Association. He is a recipient of the European Association of Social Psychologys Kurt Lewin Medal for research excellence, and the International Society of Political Psychologys Nevitt Sanford Award for contributions to political psychology. He has also received awards for distinguished contributions to psychological science from both the British Psychology Society and the Australian Psychology Society. In 2022 he was appointed a Member of the Order of Australia for significant service to higher education, particularly psychology, through research and mentoring. Broadly my research addresses the issues of group behaviour and the individual-social relationship. More specifically, my recent research can be grouped into three areas. The first is an attempt to develop a model of crowd action that accounts for both social determination and social change. The second concerns the construction of social categories through language and action. The third concerns political rhetoric and mass mobilisation - especially around the issue of national identity. Currently, I am starting work on a Leverhulme funded project (jointly with Nick Hopkins of Lancaster University) looking at the impact of devolution on Scottish identity and social action in Scotland.