Cases in Leadership / Edition 3

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Cases in Leadership, Third Edition is a unique collection of 32 real-world leadership cases from Ivey Publishing plus 16 practitioner readings from the Ivey Business Journal. The updated casebook helps business students gain a better understanding of leadership and enables them to be more effective leaders through their careers. Each of the selected cases are about complex leadership issues that require the attention of the decision maker.

This casebook provides an invaluable supplement to any standard leadership text by connecting theory to actual cases. However, it has been organized to work especially well in conjunction with the Sixth Edition of Peter Northouse’s Leadership: Theory and Practice.

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Editorial Reviews

Redmond Humphrey
I like the global approach to presenting leadership, as well as the collection of cases available. It is well written, and lends itself easy to generate engagement within the classroom.
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Product Details

  • ISBN-13: 9781452234977
  • Publisher: SAGE Publications
  • Publication date: 4/3/2012
  • Edition description: Third Edition
  • Edition number: 3
  • Pages: 528
  • Sales rank: 835,761
  • Product dimensions: 7.30 (w) x 9.00 (h) x 0.90 (d)

Meet the Author

W. Glenn Rowe began studying leadership within the context of strategic management at Texas A&M University, where he completed his Ph D in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. On July 1, 2009, he became the Director of Ivey’s Executive MBA Program. He serves as a reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He is the coauthor of a strategic management textbook and its associated casebook, both of which are in their third edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management and the Leadership Quarterly.

Laura Guerrero worked in retail management for 10 years in Canada, the United States and Mexico. She has an undergraduate degree in Economics from the University of Texas at El Paso. Later, she completed a Masters of Business Administration with a concentration on Management and Organizational Studies at Simon Fraser University in British Columbia, Canada. In 2009, she completed a Ph D in Organizational Behavior at the Richard Ivey School of Business at The University of Western Ontario. In addition to her interest in gender and culture as they relate to leadership, her research has focused on careers of expatriates and immigrants. In September 2009, she joined the Faculty of Business Administration at the University of Texas at El Paso as an Assistant Professor of Management.

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Table of Contents

Introduction to the SAGE-Ivey Casebook Series
1. Leadership: What Is It?
Adcock Ingram: Decisions and Motives That Steer Acquisitions
Dickinson College: Inspiration for a Leadership Story (In the Vision of a Founding Father)
Great Leadership Is Good Leadership
2. Leadership Trait Approach
A New Executive Director
The Ciputra Group: Shaping the City in Asia
The Character of Leadership
3. Leadership Skills Approach
Coaching for Exceptional Performance Workshop
Performance Coaching: Darcy Gallagher Role
Train Dogs, Develop Leaders
4. Leader Style Approach
Scarborough YMCA: Getting Back on Track
Consultancy Development Organization
Navigating Through Leadership Transitions: Making It Past the Twists and Turns
5. The Situational Approach to Leadership
Conflict Management at TKC Consulting
A Bomb in Your Pocket? Crisis Leadership at Nokia India (A)
Just Ask Leadership: Why Great Managers Always Ask the Right Questions
6. The Contingency Theory of Leadership
New York Bakery (A)
Transkin Income Fund: Leading Entrepreneurial Teams
Why Emotional Intelligence is Not Essential for Leadership
7. The Path-Goal Theory of Leadership
General Electric: From Jack Welch to Jeffrey Immelt
Please Stop Working So Hard!
Learning Goals or Performance Goals: Is It the Journey or the Destination?
8. The Leader-Member Exchange Theory of Leadership
Carnegie Industrial: The Leadership Development Centre
Schulich School of Medicine: Enhancing and Developing a High-Performance Culture
On Leadership: Leadership and Loyalty
9. Transformational Leadership
Douglas Fine Foods
Spar Applied Systems—Anna's Challenge
Culture-Driven Leadership
10. Servant Leadership
Veja: Sneakers With a Conscience
J.-Robert Ouimet and Tomasso Corporation
Servant-Leaders Are the Best Leaders During Times of Change
11. Authentic Leadership
Goedehoop: When Social Issues Become Strategic
Organization, Founder and Clientele Transformation at VGKK
Compelling Visions: Content, Context, Credibility and Collaboration
12. Team Leadership
The Lithium Fire
Chuck Mac Kinnon
X-Teams: New Ways of Leading in a New World
13. Strategic Leadership
Strategic Leadership at Coca-Cola: The Real Thing
Maple Leaf Foods, Inc.: The Listeriosis Crisis
Strategic Leadership: Short-Term Stability and Long-Term Viability
14. Women and Leadership
The Bank of Montreal—The Task Force on the Advancement of Women in the Bank (A)
Canadian Women Entrepreneurs: Pioneers of New Frontiers
15. Culture and Leadership
Tata: Leadership With Trust
Hebei Dawu Group: Building the First Family Business Constitution in China
Doing Business in India: Caveat Venditor
16. Ethical Leadership
Lee and Li, Attorneys-at-Law, and the Embezzlement of NT$3 Billion by Eddie Liu (A)
A Non-Traditional Female Entrepreneur (C)
Principled Leadership: Taking the Hard Right
About the Editors

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