Master critical leadership skills and gain an understanding of the theory needed to become an effective business leader in today’s turbulent times with Richard Daft's THE LEADERSHIP EXPERIENCE, 8E. In this edition you explore the latest thinking in leadership theory and contemporary practices in organizations throughout the world. New content addresses emerging topics from how to lead agile, hybrid and remote work teams to establishing a growth mindset, encouraging mindfulness and embracing diversity. New discussions also examine moral awareness, optimism bias, leading with grit, the leader's responsibility to followers, creating a healthy culture and collective activism. You find approximately 30 brief real leader examples in each chapter as well as new "Put It Into Practice" short exercises and more than 32 new experiential exercises in this edition. Unique insights behind actual leadership decisions make topics come alive.
Author(s): Richard Daft
Edition: 8
Publisher: Cengage Learning
Year: 2022
Language: English
Pages: 641
City: Boston
Cover
Brief Contents
Contents
About the Author
Preface
Part 1: Introduction to Leadership
Chapter 1: What Does It Mean to Be a Leader?
1-1 Why We Need Effective Leadership
1-2 The New Reality for Leaders
1-3 How Leadership Differs from Management
1-4 Evolving Theories of Leadership
1-5 Leadership Can Be Learned
1-6 How to Use This Book to Learn Leadership Competencies
1-7 Organization of This Book
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Part 2: Research Perspectives on Leadership
Chapter 2: Traits, Behaviors, and Relationships
2-1 The Trait Approach
2-2 Know Your Strengths
2-3 Behavior Approaches
2-4 Individualized Leadership
2-5 Leadership Traits during a Crisis
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 3: Contingency Approaches to Leadership
3-1 The Contingency Approach
3-2 Hersey and Blanchard's Situational Theory
3-3 Fiedler's Contingency Model
3-4 Path-Goal Theory
3-5 The Vroom-Jago Contingency Model
3-6 Substitutes for Leadership
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Part 3: The Personal Side of Leadership
Chapter 4: The Leader as an Individual
4-1 The Secret Ingredient for Leadership Success
4-2 Personality and Leadership
4-3 Values and Attitudes
4-4 Social Perception and Attributions
4-5 Cognitive Differences
4-6 Working with Different Personality Types
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 5: Leading with Head and Heart
5-1 Mental Models and Systems Thinking
5-2 Developing a Leader's Mind
5-3 Emotional Intelligence
5-4 Positive Leadership: Leading with Love versus Leading with Fear
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 6: Courage and Moral Leadership
6-1 Moral Leadership Today
6-2 Acting Like an Ethical Leader
6-3 Becoming a Moral Leader
6-4 Servant Leadership
6-5 Leading with Courage
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 7: Creating Vision and Purpose
7-1 The Leader's Job: Looking Forward
7-2 Leadership Vision
7-3 Leaders Ignite Individual Purpose in Others
7-4 Mission
7-5 The Leader as Strategist
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Part 4: The Leader as a Relationship Builder
Chapter 8: Motivation and Engagement
8-1 Leadership and Motivation
8-2 Needs-Based Theories of Motivation
8-3 Other Motivation Theories
8-4 Empowering People to Meet Higher Needs
8-5 Giving Meaning to Work through Purpose and Engagement
8-6 New Ideas for Motivation
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 9: Leadership Communication
9-1 How Leaders Communicate
9-2 Leading Strategic Conversations
9-3 Communicating to Persuade and Influence
9-4 Selecting the Correct Communication Channel
9-5 Nonverbal Communication
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 10: Leading Teams
10-1 The Value of Teams
10-2 Leading a Team to High Performance
10-3 Leading Team Processes
10-4 What Team Members Contribute
10-5 Leading Virtual/Remote Teams
10-6 Handling Team Conflict
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 11: Leading Diversity and Inclusion
11-1 Leading People Who Aren't Like You
11-2 Factors Shaping Personal Bias
11-3 Ways Women Lead
11-4 Becoming an Inclusive Leader
11-5 How Leaders Encourage the Advancement of Underrepresented Employees
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 12: Leadership Power and Influence
12-1 Four Kinds of Influential Leadership
12-2 Using Hard versus Soft Power
12-3 Increasing Power through Political Activity
12-4 Don't Abuse Leadership Power
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Part 5: The Leader as Social Architect
Chapter 13: Setting the Stage for Followership
13-1 The Leader's Higher Duty to Followers
13-2 The Art of Followership
13-3 What Your Leader Wants from You
13-4 Styles of Followership
13-5 Strategies for Managing Up
13-6 The Power and Courage to Manage Up
13-7 What Followers Want from Leaders
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 14: Shaping Culture and Values
14-1 Organizational Culture
14-2 Culture Strength and Performance
14-3 Cultural Leadership
14-4 The Competing Values Approach to Culture Types
14-5 Values-Based Leadership
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Chapter 15: Leading Change
15-1 Leadership Means Leading Change
15-2 A Framework for Change
15-3 Using Appreciative Inquiry
15-4 Leading Creativity for Change
15-5 Implementing Change
Discussion Questions
Leadership Skill-Building Exercises
Leadership Skills Application: Cases for Analysis
References
Glossary
Name Index
Index of Organizations
Subject Index
