Winkler Contemporary Leadership Theories

Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership
1. Auflage 2010
ISBN: 978-3-7908-2158-1
Verlag: Physica-Verlag
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)

E-Book, Englisch, 107 Seiten

This book provides a comprehensive overview of basic theoretical approaches of today's leadership research. These approaches conceive leadership as an interactive and complex process. They stress the significance of the individual perception for developing and forming leadership relations. Leadership is understood as the product of complex social relationships embedded in the logic and dynamic of the social system. The book discusses theoretical approaches from top leadership journals, but also addresses various alternatives that are suitable to challenge mainstream leadership research. It includes attributional and psychodynamic approaches, charismatic leadership theories, and theoretical concepts that define leader-member relations in terms of exchange relations, as well as leadership under symbolic and political perspectives, in the light of role theory and as a process of social learning. TOC:Aims and Outline of the Book.- Characteristics of Current Theoretical Approaches in Leadership Research.- Attribution Theory in Leadership Research. - Psychodynamic Leadership Approach. - Neocharismatic Leadership. - Leader-Member Exchange Theory.- Idiosyncrasy Credit-Model of Leadership.- Symbolic Leadership. - Micro-politics Approach to Leadership.- Role Theory of Leadership. - Social Learning Theory of Leadership.

Autoren/Hrsg.

Winkler, Ingo

Inhaltsverzeichnis

1;185253_1_En_FM1_OnlinePDF;1
2;185253_1_En_1_Chapter_OnlinePDF;8
2.1;Chapter 1: Aims and Outline of the Book;8
2.1.1;References;10
3;185253_1_En_2_Chapter_OnlinePDF;11
3.1;Chapter 2: Characteristics of Contemporary Theoretical Approaches in Leadership ResearchCharacteristics of contemporary leaders;11
3.1.1;References;13
4;185253_1_En_3_Chapter_OnlinePDF;14
4.1;Chapter 3: Attribution Theory in Leadership Research;14
4.1.1;Introduction and Background;14
4.1.2;Leadership as Attributed QualityLeadership as attributed quality;15
4.1.3;Leader´s Attributions Based on Observed BehaviorLeader´s attributions based on observed behaviour;20
4.1.3.1;Stage of Diagnosis;21
4.1.3.2;Decision phaseStage of Decision;24
4.1.4;An Interactive Model of the Leader/Member Attribution ProcessLeader/Member attribution process;25
4.1.5;Selected Pros and ConsAttribution theory of leadership, Selected pros and cons;27
4.1.6;References;27
5;185253_1_En_4_Chapter_OnlinePDF;28
5.1;Chapter 4: Psychodynamic Leadership Approach;28
5.1.1;Introduction and Background;28
5.1.2;Basic Concepts;28
5.1.2.1;Family of OriginFamily of origin;29
5.1.2.2;Process of Maturation and IndividualizationMaturation and Individualization;29
5.1.2.3;Dependence and IndependenceDependence and independence;30
5.1.2.4;RegressionRegression;30
5.1.2.5;Suppression and Shadow of the EgoSuppression and shadow of the ego;30
5.1.3;Identification and the Emergence of Leadership;31
5.1.4;Analysis of Leadership Relations;32
5.1.5;Types of LeadersTypes of leaders;33
5.1.6;Selected Pros and ConsPsychodynamic leadership approach, Selected pros and cons;35
6;185253_1_En_5_Chapter_OnlinePDF;36
6.1;Chapter 5: Neocharismatic Leadership;36
6.1.1;Introduction and Background;36
6.1.2;Max Weber:Max Weber Charisma and Legitimated Authority;37
6.1.3;Charismatic Leadership;37
6.1.3.1;The Early ConceptCharismatic leadership, The early concept;37
6.1.3.2;Charisma as AttributionCharisma as attribution;38
6.1.3.3;Self-Concept-Based Theory of CharismaSelf-concept based theory of charisma;39
6.1.3.4;Charisma as FireCharisma as fire;39
6.1.3.5;Value-Based LeadershipValue based leadership;41
6.1.3.6;Back to the FollowersCharismatic leadership, Back to the followers;41
6.1.3.7;The GLOBE Research ProgramGLOBE-research program;42
6.1.4;Transformational LeadershipTransformational leadership;45
6.1.4.1;Factors of Transformational LeadershipFactors of transformational leadership;46
6.1.4.1.1;Factor 1: Charisma and Idealized InfluenceCharisma and idealized influence;46
6.1.4.1.2;Factor 2: Individualized ConsiderationIndividualized consideration;47
6.1.4.1.3;Factor 3: Intellectual StimulationIntellectual stimulation;47
6.1.4.1.4;Factor 4: Inspirational MotivationInspirational motivation;47
6.1.4.2;Factors of Transactional LeadershipFactors of transactional leadership;47
6.1.4.2.1;Factor 5: Contingent RewardContingent reward;48
6.1.4.2.2;Factor 6: Management-by-ExceptionManagement-by-exception;48
6.1.4.3;Non-leadershipNon-leadership;48
6.1.4.3.1;Factor 7: Laissez-faireLaissez-faire leadership;48
6.1.4.3.2;Effects of Transformational Leadership;48
6.1.4.4;Similarities in the ApproachesSimilarities between charismatic and transformational leadership;50
6.1.5;Selected Pros and ConsNeocharismatic leadership, Selected pros and cons;50
6.1.6;References;51
7;185253_1_En_6_Chapter_OnlinePDF;52
7.1;Chapter 6: Leader-Member Exchange TheoryLeader-member exchange theory (LMX);52
7.1.1;Introduction and Background;52
7.1.2;Qualities and Development of Leader-Member Relations;53
7.1.3;Effects and Development of High-quality Leader-Member Relationships;56
7.1.4;Selected Pros and ConsLMX approach, Selected pros and cons;58
7.1.5;References;1
8;185253_1_En_7_Chapter_OnlinePDF;59
8.1;Chapter 7: Idiosyncrasy Credit Model of LeadershipIdiosyncrasy credit-model of leadership;59
8.1.1;Introduction and Background;59
8.1.2;Development of StatusDevelopment of status;59
8.1.3;Nonconformity of LeadersNonconformity of leaders;61
8.1.4;Elected vs. Appointed LeadersElected vs. appointed leaders;61
8.1.5;Selected Pros and ConsIdiosyncrasy credit model of leadership, Selected pros and cons;62
8.1.6;References;62
9;185253_1_En_8_Chapter_OnlinePDF;63
9.1;Chapter 8: Symbolic LeadershipSymbolic leadership;63
9.1.1;Introduction and Background;63
9.1.2;A Leader´s Acting Is SymbolizedLeaders as symbols;64
9.1.3;Leadership as Being Symbolized and Symbolizing;65
9.1.4;Selected Pros and ConsSymbolic leadership, Selected pros and cons;67
9.1.5;References;1
10;185253_1_En_9_Chapter_OnlinePDF;68
10.1;Chapter 9: Micro-Politics Approach to LeadershipMicro-politics approach to leadership;68
10.1.1;Introduction and Background;68
10.1.2;Politics and LeadershipPolitics and leadership;69
10.1.3;Tactics of Micro-Political BehaviorTactics of micro-political behaviour;70
10.1.4;A Model of Political Leader BehaviorModel of political leader behaviour;71
10.1.5;Micro-Politics and the Life Cycle of an OrganizationMicro-politics and the life-cycle of an organization;75
10.1.6;Micro-Politics Is Not Inherently BadMicro-politics is not inherently bad;76
10.1.7;Selected Pros and ConsMicro-politics approach to leadership, Selected pros and cons;76
10.1.8;References;77
11;185253_1_En_10_Chapter_OnlinePDF;78
11.1;Chapter 10: Role Theory of LeadershipRole theory of leadership;78
11.1.1;Introduction and Background;78
11.1.2;Expectations and the Role SetExpectations and the role set;79
11.1.3;The Process of Role AscriptionRole ascription process;81
11.1.4;Role ConflictsRole conflicts;85
11.1.5;Selected Pros and ConsRole theory of leadership, Selected pros and cons;86
11.1.6;References;1
12;185253_1_En_11_Chapter_OnlinePDF;87
12.1;Chapter 11: Social Learning Theory of LeadershipSocial learning theory of leadership;87
12.1.1;Introduction and Background;87
12.1.2;Characteristics of Social Learning in Leadership Relations;88
12.1.2.1;Model LearningModel learning;88
12.1.2.2;The Role of Cognitive ProcessesCognitive processes and the process of learning;90
12.1.2.3;Self-reinforcement and Self-controlSelf-reinforcement and self-control;91
12.1.3;Central Theoretical ModelSocial learning theory of leadership, Central theoretical model of the Approach;92
12.1.4;Selected Pros and ConsSocial learning theory of leadership, Selected pros and cons;93
12.1.5;References;93
13;185253_1_En_BM2_OnlinePDF;94
13.1;References;94
14.1;: Index;106