Leading Organizations

Perspectives for a New Era
Second Edition
ISBN: 978-1-4129-3908-9
Verlag: SAGE Publications

Buch, 696 Seiten, Format (B × H): 178 mm x 254 mm

The Second Edition of Leading Organizations offers an expanded focus on the fluid roles of leaders and participants (followers) and their mutual responsibility for organizational leadership. Like the first edition, this text contains chapters on implementing the organization's mission, structure, culture and strategy written by leading scholars in the fieild. New features include: - Strategic leadership - Virtual leadership - Leadership, organizational change, and conflict - Building a culture of leadership

Autoren/Hrsg.

Hickman, Gill R. (Robinson)

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung

Inhaltsverzeichnis

Preface
Acknowledgment
Introduction
PART I THE ENVIRONMENT OF NEW ERA ORGANIZATIONS
1. Inevitable Strategies - Peter Schwartz
2. Globalization - Douglas A. Hicks
3. Creating the Environmentally Aware Organization - Gregory G. Dess, G. T. Lumpkin, and Alan B. Eisner
4. How to Make Sense of Weak Signals - Paul J. H. Shoeamaker and George S. Day
5. Wikinomics: The Art and Science of Peer Production - Don Tapscott and Anthony D. Williams
PART II LEADERSHIP CONCEPTS AND THEORIES
6. Leadership (Excerpts) - James MacGregor Burns
8. Servant Leadership - Robert K. Greenleaf
7. The Transformational Model of Leadership - Bernard M. Bass and Ronald E. Riggio
9. Charismatic Theory - Jay A. Conger
10. Contingency Theories of Leadership - Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy
11. Strategic Leadership: Top Management Teams - Sydney Finkelstein, Donald C. Hambrick, and Albert A. Cannella, Jr.
PART III SHARED RESPONSIBILITY FOR LEADERSHIP
12. All Those Years Ago: The Historical Underpinnings of Shared Leadership - Craig L. Pearce and Jay A. Conger
13. Followership - Robert E. Kelley
14. Empowerment - Lynn Offermann
15. Leadership and the Problem of Bogus Empowerment - Joanne B. Ciulla
16. Leading Teams: Imperatives for Leaders - J. Richard Hackman
17. E-Leadership - Surinder S. Kahai and Bruce J. Avolio
18. Leadership in the 21st Century - Kathleen E. Allen, Juana Bordas, Gill Robinson Hickman, Larraine R. Matusak, Georgia J. Sorenson, and Kathryn J. Whitmire
PART IV IMPETUS FOR ORGANIZATIONAL LEADERSHIP
19. What Do We Know About Vision? - Sooksan Kantabutra
20. Is Your Vision Consistent? A Method for Checking, Based On Scenario Concepts - João M. G. Boaventura and Adalberto A. Fischmann
21. The Mission Statement: A Corporate Reporting Tool With a Past, Present, and Future - Linda Stallworth Williams
22. Do Firms Practice What They Preach? The Relationship Between Missions Statements and Stakeholder Management - Barbara R. Bartkus and Myron Glassman
23. What is the Right Organization Design? - N. Anand and Richard L. Daft
PART V CULTURE: THE ORGANIZATION’S DNA
24. Influencing Organization Culture - Gary Yukl
25. The Learning Culture and the Learning Leader - Edgar H. Schein
26. Moral Leadership and Business Ethics - Al Gini
27. Characteristics of Ethical Business Cultures - Alexandre Ardichvili, James A. Mitchell, and Douglas Jondle
28. Being Ethical When the Boss is Not - Mary Uhl-Bien and Melissa K. Carsten
29. Toxic Leaders: They’re Plentiful - Jean Lipman-Blumen
30. Making Meaning of Being Bad - Barbara Kellerman
31. Understanding Ethical Failures in Leadership - Terry L. Price
PART VI INCLUSION
32. Unlocking the Benefits of Diversity: All-Inclusive Multiculturalism and Positive Organizational Change - Flannery G. Stevens, Victoria C. Plaut, and Jeffrey Sanchez-Burks
33. Goal Interdependence for Working Across Cultural Boundaries: Chinese Employees With Foreign Managers - Yi-feng Chen, Dean Tjosvold, and Sofia Fang Su
34. Women and the Labyrinth of Leadership - Alice H. Eagly and Linda L. Carli
35. ‘Just Because You Can Get a Wheelchair in the Building Doesn’t Mean That You Can Still Participate’: Barriers to the Career Advancement of Disabled Professionals - Dana Wilson-Kovacs, Michelle K. Ryan, S. Alexander Haslam, and Anna Rabinovich
36. Support a Diverse Workforce: What Type of Support Is Most Meaningful for Lesbian and Gay Employees? - Ann H. Huffman, Kristen M. Watrous-Rodriguez, and Eden B. King
37. The Multigenerational Workforce: Opportunity for Competitive Success - HR Magazine
38. Respectful Pluralism at Work - Douglas A. Hicks
PART VII CAPACITY BUILDING
39. Adaptive Work - Ronald A. Heifetz
40. Organizational Change Practices - Gill Robinson Hickman
41. Collaborating for Systemic Change - Peter M. Senge, Benyamin B. Lichtenstein, Katrin Kaeufer, Hilary Bradbury, and John S. Carroll
42. Leading Through Conflict: The Mediator - Mark Gerzon
43. Illuminating a

Über Autor(innen)

Hickman, Gill R. (Robinson)
Dr. Gill Robinson Hickman is professor emerita in the Jepson School of Leadership Studies, University of Richmond. An inaugural faculty member of the Jepson School, she participated in its institution building and course development and has held positions as dean, professor of Public Administration, and Human Resource director. She has published several books and numerous articles/book chapters in the field of leadership studies. Her experience has led to invitations as presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China; the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic; and a panel member at international conferences in Amsterdam, The Netherlands, Guadalajara, Mexico, and Canada. She was a faculty presenter at the prestigious Salzburg Seminar in Salzburg, Austria and at the University of the Western Cape in South Africa where she presented a conceptual framework for leadership and transformation for regional governments in South Africa.