Leadership: All You Need To Know 2nd edition
von: David Pendleton, Adrian F. Furnham
Palgrave Macmillan, 2016
ISBN: 9781137554369
Sprache: Englisch
271 Seiten, Download: 7170 KB
Format: PDF, auch als Online-Lesen
Foreword by Sir Rod Eddington:Great Leadership Matters | 6 | ||
Preface to the Second Edition | 8 | ||
Acknowledgements | 10 | ||
Contents | 12 | ||
List of Figures | 16 | ||
List of Tables | 18 | ||
Introduction | 20 | ||
1: The History of Thinking about Leadership | 25 | ||
Introduction | 25 | ||
Disciplinary Perspectives on Leadership | 26 | ||
The View through the Rear-View Mirror: The History of Leadership Theory | 31 | ||
Pre-twentieth Century | 31 | ||
Leadership in the Twentieth Century | 32 | ||
Early Twentieth Century: Scientific Management and Trait Theory | 34 | ||
Later Twentieth Century: Situations and Contexts, Needs and Interaction, Management and Leadership | 36 | ||
The Turn of the Twenty-First Century | 43 | ||
Democratisation | 47 | ||
The View through the Windshield: The Future | 49 | ||
Followers and Followership | 49 | ||
Plural Forms of Leadership | 52 | ||
Individuals: Leadership beyond Organisations | 55 | ||
Summary and Conclusion | 57 | ||
2: Leadership’s Impact on the Performance of Organisations | 58 | ||
Examples of the Case Against | 60 | ||
How Do Leaders Create this Climate? | 70 | ||
What Impact Do Different Leadership Styles Have on Climate? | 71 | ||
The Impact of Leadership on Employee Engagement | 75 | ||
Summary and Conclusion | 79 | ||
3: The Primary Colours of Leadership | 80 | ||
The Primary Colours Model of Leadership | 82 | ||
The Strategic Domain | 83 | ||
The Operational Domain | 90 | ||
The Interpersonal Domain | 91 | ||
Leading | 92 | ||
Case Study 1: An Emperor of Ancient Rome: S+, O+, I? | 94 | ||
Case Study 2: A CEO of a Mobile Phone Company: S–, O+, I+ | 94 | ||
Case Study 3: A Technology Start-Up: S+, O–, I+ | 95 | ||
Case Study 4: A Team in Trouble: Too Many S–, O+, I– | 96 | ||
Case Study 5: A Multinational: S+, O+, I+ Together | 96 | ||
The Heptathlete and the Duck | 97 | ||
Summary and Conclusion | 98 | ||
4: Five Enablers of Leading | 99 | ||
Inspire | 99 | ||
Focus | 102 | ||
Enable | 103 | ||
Reinforce | 105 | ||
Learn | 108 | ||
Five Leadership Enablers Taken to Extremes | 109 | ||
‘Inspire’ Overplayed | 110 | ||
‘Focus’ Overplayed | 111 | ||
‘Enable’ Overplayed | 112 | ||
‘Reinforce’ Overplayed | 112 | ||
‘Learn’ Overplayed | 113 | ||
Summary and Conclusion | 113 | ||
5: The Improbability of Being a Complete Leader | 115 | ||
Part One: Three Arguments | 115 | ||
Logically | 115 | ||
Inspire | 116 | ||
Focus | 118 | ||
Empirically | 119 | ||
Psychologically | 121 | ||
The Big 5 and the NEO | 123 | ||
Summary of Part One | 125 | ||
Part Two: Jobs and Journeys | 126 | ||
The Technical Job | 126 | ||
The Supervisory Job | 127 | ||
The Strategic Job | 128 | ||
Careers and Vocational Choice | 129 | ||
A Two-Dimensional Model | 130 | ||
A Hexagon Model | 132 | ||
Playing to Strengths | 138 | ||
Values | 139 | ||
Summary and Conclusion | 141 | ||
6: Building a Leadership Team | 142 | ||
Understanding Influences | 142 | ||
Behavioural Repertoire | 143 | ||
Situational Demands | 144 | ||
The Leader’s Repertoire | 144 | ||
Looking for Complementary Differences | 146 | ||
Team Complementarity | 149 | ||
Examples of these Principles in Action | 150 | ||
Teamwork | 155 | ||
Building and Balancing the Leadership Team | 156 | ||
An Alternative Leadership Audit | 158 | ||
Leaders’ Insights into Their Own Strengths | 159 | ||
Creating and Maintaining Complementarity | 162 | ||
Creating a Positive Micro-Climate | 164 | ||
A Systematic Approach | 165 | ||
Inputs, Processes, Outputs and Outcomes | 165 | ||
Summary and Conclusion | 168 | ||
7: Do You Have to Be Smart to Be a Leader? | 169 | ||
Multiple Intelligences | 171 | ||
Emotional Intelligence (EI or EQ) | 175 | ||
Emotional Intelligence at Work | 176 | ||
Business or Managerial Intelligence | 183 | ||
Yet More Quotients of ‘Intelligence’ | 186 | ||
Summary and Conclusion | 188 | ||
8: The Impact of Personality on Leadership | 189 | ||
What is Personality? | 190 | ||
The ‘Big Five’ Traits at Work | 192 | ||
Personality and Leadership | 196 | ||
Behavioural Genetics | 196 | ||
Higher Order Factors | 196 | ||
Five-Factor Model (FFM) | 198 | ||
A Word about Introverted Leaders | 202 | ||
Personality and Behaviour | 203 | ||
Drawing the Evidence on Personality Together | 205 | ||
Summary and Conclusion | 207 | ||
9: When It All Goes Wrong: Leaders Who Fail and Derail | 208 | ||
Incompetence versus Derailment | 210 | ||
Dark-Side Traits | 211 | ||
Spotting those at Risk: Three Crucial Indicators | 219 | ||
Prevention | 221 | ||
Selection | 221 | ||
Training | 222 | ||
Resilience | 224 | ||
Summary and Conclusion | 225 | ||
10: A Programme of Action | 227 | ||
Alan Franklin’s Story | 228 | ||
Considering a Job Change | 229 | ||
Working with the Team | 232 | ||
Becoming the CEO | 235 | ||
Dealing with a Downturn | 237 | ||
The Next Stage of the Journey | 241 | ||
Summary and Conclusion: Complete Leadership | 243 | ||
Bibliography | 244 | ||
Index | 256 |