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Table of Contents

    • About the Authors
    • Dedication and Acknowledgments
    • Preface
    • Part 1Foundations for Effective Leadership
    • 1Introduction
      • 1.1Defining Organizational Leadership
      • 1.2Some Important Introductory Questions
      • 1.3Approach and Organization of the Chapters of This Book
      • 1.4Discussion Questions
      • 1.5Appendix: Role Modeling Leadership from WWII—The Cases of Band of Brothers and Red Tails
    • 2Leader Traits and Characteristics

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      • 2.1Leader Traits

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      • 2.2Leader Behaviors

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      • 2.3Getting to the Roots: Neurological Underpinnings of Leader Traits and Behaviors

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      • 2.4Discussion Questions

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      • 2.5Appendix: Emotional Intelligence Survey

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    • 3Leader-Member Exchange and Relationship-Building

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      • 3.1Leader-Member Exchange

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      • 3.2Political Savvy

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      • 3.3Discussion Questions

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      • 3.4Appendix: Political Savvy Survey

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    • 4Followership: Managing Up and Sideways

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      • 4.1Types of Followers

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      • 4.2Managing Up

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      • 4.3Managing Sideways

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      • 4.4Discussion Questions

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      • 4.5Appendix: Followership Survey

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    • 5Situational Leadership

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      • 5.1Path-Goal Leadership

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      • 5.2Hersey/Blanchard Approach to Situational Leadership

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      • 5.3Vroom/Jago Approach to Situational Leadership

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      • 5.4Putting Situational Leadership in Perspective

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      • 5.5Discussion Questions

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      • 5.6Appendix: Situational Leadership Cases

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    • Part 2Contemporary Issues in Leadership

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    • 6Ethical, Moral, and Responsible Leadership

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      • 6.1The Ethical/Moral Person

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      • 6.2Responsible and Accountable Leadership

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      • 6.3Discussion Questions

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      • 6.4Appendix A: Behavioral Norms and Values Survey

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      • 6.5Appendix B: Information Sharing (or Not Sharing) at Harmony, Inc.

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      • 6.6Appendix C: Mountainside Fitness (A Case Study in Entrepreneurial Leadership in a Pandemic)

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    • 7Seeking, Receiving, and Giving Feedback

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      • 7.1Seeking and Receiving Feedback as a Leader

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      • 7.2Giving Feedback as a Leader

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      • 7.3Discussion Questions

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      • 7.4Appendix: Feedback Orientation Survey

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    • 8Team and Shared Leadership

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      • 8.1Key Elements of Team-Oriented Coaching and Leadership

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      • 8.2Leadership and the Stages of Team Development

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      • 8.3Shared Leadership

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      • 8.4Leading Virtual Teams

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      • 8.5Discussion Questions

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    • 9Dealing with Diversity in Leadership Roles

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      • 9.1Challenges for Women Who Attempt to Lead

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      • 9.2Challenges for Majority Group Member Leaders in an Increasingly Diverse Environment

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      • 9.3Discussion Questions

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      • 9.4Appendix A: Inclusive Mindset

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    • 10Global Leadership

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      • 10.1Who Are Global Leaders?

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      • 10.2Understanding the American Cultural and Business Context

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      • 10.3Global Leadership Orientation

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      • 10.4Avoiding Misinterpretations

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      • 10.5Discussion Questions

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      • 10.6Appendix: Global Orientation Survey

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    • Part 3Visionary and Strategic Leadership

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    • 11Inspirational and Visionary Leadership

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      • 11.1The Connection between Bases of Power and Influence

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      • 11.2Charismatic and Transformational Leadership

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      • 11.3Mission as a Basis for New Visions

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      • 11.4Effective Leader Vision

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      • 11.5Discussion Questions

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      • 11.6Appendix A: Future Orientation Scale

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      • 11.7Appendix B: Strategic Decision-Making Values

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    • 12Strategic Leadership and Shaping Organizational Culture

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      • 12.1Environmental Context, Competitive Advantage, and Organizational Culture

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      • 12.2What Is Organizational Culture All About?

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      • 12.3Aligning Culture with Vision, Mission, and Strategy

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      • 12.4How Do Leaders Create and Reinforce Culture?

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      • 12.5Discussion Questions

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    • 13Generating Organizational Change through Strategic Leadership

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      • 13.1Why the Leading of Change Has Become So Important

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      • 13.2Four Basic Frames of Organizational Change

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      • 13.3The Role of the Leader in Change

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      • 13.4Discussion Questions

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      • 13.5Appendix: Over Twenty Years of Leadership and Change—The Case of Michael Crow and Arizona State University

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