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Leadership for Organizations Interactive Edition

Leadership for Organizations Interactive Edition 1st Edition

By: David A. Waldman Charles O&#39Reilly
ISBN-10: 1544364989
/ ISBN-13: 9781544364964
Edition: 1st Edition
Language: English
				
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    Media Library

    Preface

    About the Authors

    Acknowledgments

    PART I • FOUNDATIONS FOR EFFECTIVE LEADERSHIP

  • CHAPTER 1 • Introduction
  • Defining Organizational Leadership
  • Some Important Introductory Questions
  • Leadership Versus Management: How Are They Different?
  • Are Leaders Born, or Are They Made?
  • Why Exactly Is Leadership So Important for Organizations?
  • How Does Context Affect Leadership?
  • Approach and Organization of This Book
  • Leadership Is Both a Science and an Art
  • Organization of the Book
  • Videos for the Book
  • A Look to the Future
  • CHAPTER 2 • Leader Traits and Characteristics
  • Leader Traits
  • Passion, Drive, and Perseverance
  • Self and Other Awareness
  • Basic Needs Profile
  • Character
  • Complexity and Paradoxical Nature
  • Leader Behavior Styles
  • Leading With Love
  • Getting to the Roots: Neurological Underpinnings of Leader Traits and Behaviors
  • Video Case 2.1: Recovering From Failure
  • Video Case 2.2: Field of Dreams
  • Video Case 2.3: Bare Power of Humor
  • Conclusion
  • CHAPTER 3 • Leader-Member Exchange and Relationship-Building
  • Leader-Member Exchange
  • The LMX “Dilemma”
  • Political Savvy
  • Video Case 3.1: First-Time Manager
  • Video Case 3.2: Dealing With a Star
  • Video Case 3.3: Reaching Generation Y
  • Conclusion
  • CHAPTER 4 • Followership: Managing Up and Sideways
  • Types of Followers
  • Effective Versus Less Effective Follower Types
  • Two Caveats for Effective Followership
  • Managing Up
  • Keeping the Leader Informed While Accepting Feedback and Direction
  • Work With the Leader’s Style and Goals
  • Role Model the Behavior That You Seek
  • Managing Sideways
  • Video Case 4.1: Managing Up
  • Video Case 4.2: Managing Your Boss
  • Video Case 4.3: Positioning for Influence
  • Video Case 4.4: Igniting Collaboration
  • Conclusion
  • CHAPTER 5 • The Situational Approach to Leadership
  • Path-Goal Leadership
  • Hersey/Blanchard Approach to Decision-Making Based on the Situation
  • Vroom/Jago Approach to Decision-Making Based on the Situation
  • Putting Situational Approaches to Leadership in Perspective
  • Video Case 5.1: Technical Prima Donna
  • Video Case 5.2: Unmotivated Subordinate
  • Conclusion
  • Appendix: Cases in Leader Decision-Making
  • Case 1: Office Carpeting
  • Case 2: Border Patrol
  • Case 3: Operations Problem
  • Case 4: Problematic Accountant
  • Case 5: Replacing an Employee
  • Case 6: Leading a Research Project
  • Case 7: Planning a Doctoral Program
  • Case 8: Vacation Scheduling
  • PART II • CONTEMPORARY ISSUES IN LEADERSHIP

  • CHAPTER 6 • Ethical and Moral Leadership
  • The Ethical/Moral Person
  • Actions as a Leader
  • Responsible and Accountable Leadership
  • Servant Leadership
  • Responsible Leadership Orientation
  • Additional Considerations of Ethical/Moral Leadership: Some Nagging Questions
  • Video Case 6.1: Walking the Line
  • Video Case 6.2: Sharing Bad News
  • Video Case 6.3: Making Exceptions
  • Video Case 6.4: Abusive Partner
  • Video Case 6.5: Paying Bribes
  • Capstone Video 6.6: Vision, Values, and Culture
  • Conclusion
  • Appendix A: Behavioral Norms and Values Survey
  • Appendix B: Information Sharing (or Not Sharing) at Harmony Inc
  • Takeover Proposal
  • Upcoming Meeting
  • CHAPTER 7 • Seeking, Receiving, and Giving Feedback
  • Seeking and Receiving Feedback as a Leader
  • Receiving Feedback Through Listening
  • Giving Feedback as a Leader
  • Challenges When Delivering Feedback
  • One-on-One Coaching
  • 360-Degree Feedback
  • Video Case 7.1: Learning From a Mistake
  • Video Case 7.2: Giving Feedback
  • Video Case 7.3: Coaching a Direct Report
  • Conclusion
  • Appendix: Feedback Orientation Survey
  • CHAPTER 8 • Team and Shared Leadership
  • Key Elements of Team-Oriented Coaching and Leadership
  • Avoidance of Out-Group Relationships
  • Shared Values, Goals, and Vision
  • Dealing with the Paradox of Interdependence Versus Individuality
  • Leadership and the Stages of Team Development
  • When Leadership Is Lacking
  • Shared Leadership
  • Leading Virtual Teams
  • Video Case 8.1: Taking on a Struggling Team
  • Video Case 8.2: Castaway Clinic
  • Video Case 8.3: Underperforming Team
  • Conclusion
  • CHAPTER 9 • Men and Women in Leadership Roles
  • Challenges for Women Who Attempt to Lead
  • Attributions of Being a Diversity Hire or Promotion
  • Perceived Role Incongruity and Stereotyping
  • Challenges for Male Leaders in an Increasingly Diverse Environment
  • Lack of an Inclusive Mindset
  • Maximizing the Benefits of Diversity, While Reducing Its Potential Downside
  • Paradox: Building Cultural Homogeneity, While Allowing for Diversity
  • Video Case 9.1: Power Challenge
  • Video Case 9.2: Gender Stereotypes
  • Video Case 9.3: Pecking Order Games
  • Video Case 9.4: Navigating in an Alpha World
  • Capstone Video 9.5: Developing Behaviors to Thrive
  • Capstone Video 9.6: Advantages of Being a Woman
  • Conclusion
  • Appendix: Inclusive Mindset
  • CHAPTER 10 • Global Leadership
  • Who Are Global Leaders?
  • Understanding the American Cultural and Business Context
  • Problem-Solving and Decision-Making
  • The Bottom Line: Know Thy Own Culture
  • Global Leadership Orientation
  • Global Orientation Factors
  • Avoiding Misinterpretations
  • Video Case 10.1: Managing Cultural Diversity
  • Video Case 10.2: Building Bonds
  • Video Case 10.3: Leading a Global Team
  • Conclusion
  • Appendix: Global Orientation Survey
  • PART III • VISIONARY AND STRATEGIC LEADERSHIP

  • CHAPTER 11 • Inspirational and Visionary Leadership
  • The Connection between Bases of Power and Influence
  • Hard Versus Soft Power
  • Influence Tactics
  • Charismatic and Transformational Leadership
  • Charismatic Leadership
  • Transformational Leadership
  • Mission as a Basis for Vision
  • Effective Leader Vision
  • How Are Leader Values Connected to Inspiration/Vision?
  • Capstone Video 11.1: Building Trust
  • Video Case 11.2: Keeping People Humble
  • Video Case 11.3: How Do You Keep That Edge?
  • Conclusion
  • CHAPTER 12 • Strategic Leadership and Shaping Organizational Culture
  • Environmental Context, Competitive Advantage, and Organizational Culture
  • What Is Organizational Culture All About?
  • How Norms Affect Behavior
  • Aligning Culture With Vision, Mission, and Strategy
  • How Do Leaders Create and Reinforce Culture?
  • Mechanisms for Leading Cultures
  • A Case Example
  • Video Case 12.1: Culture, Priorities, and Acquisitions
  • Video Case 12.2: Building Cultural Accountability
  • Video Case 12.3: Hiring Mistake
  • Conclusion
  • CHAPTER 13 • Generating Organizational Change Through Strategic Leadership
  • Why the Leading of Change Has Become So Important
  • Four Basic Frames of Organizational Change
  • Reactive Change
  • Proactive Change
  • Incremental Change
  • Discontinuous Change
  • The Role of the Leader in Change
  • A 3-Stage Approach for Generating Organizational Change
  • Kotter’s 8-Step Model of Planned Change
  • Dealing With Resistance to Change
  • Capstone Video 13.1: Bare Power of Story
  • Video Case 13.2: Resistance to Change
  • Capstone Video 13.3: Getting Buy-In
  • Video Case 13.4: Gaining Commitment
  • Conclusion
  • Appendix: Sixteen Years of Leadership and Organizational Change: The Case of Michael Crow and Arizona State University
  • The Institutional Context of Universities
  • The New Vision
  • Outcomes to Date
  • Some Hard Bumps Along the Path of Change
  • Institutional and Economic Challenges to Change
  • Michael Crow as a Leader of Change
  • Favorable Qualities
  • Controversial Aspects of Crow’s Leadership
  • Appendix Exhibit 1: ASU Vision and University Goals
  • ASU Vision
  • ASU Goals
  • Appendix Exhibit 2: Crow’s Vision for ASU: Elements, Accomplishments, and Challenges or Setbacks
  • Appendix Exhibit 3: Crow’s Leadership Approach
  • Index

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