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 |