Leadership for Organizations / Edition 1

by David Waldman, Charles A. O'Reilly

Overview

The need to develop better business leaders has never been greater. Leadership for Organizations provides a brief overview of leadership at the individual, team, and organizational levels. Authors David A. Waldman and Charles O’Reilly expertly cover the foundational leadership approaches with a special emphasis on contemporary issues as well as visionary and strategic leadership.

Video cases from the Stanford Leadership in Focus video collection are available exclusively in the interactive e Book on Vital Source or Red Shelf.

Product Details

ISBN-13:	9781544332727
Publisher:	SAGE Publications
Publication date:	01/23/2019
Edition description:	First Edition
Pages:	256
Product dimensions:	7.38(w) x 9.12(h) x (d)

About the Author

David A. Waldman received his Ph.D. in industrial/organizational psychology from Colorado State University. He is a Professor of Management in the W. P. Carey School of Business. His research interests focus largely on leadership processes, especially at the upper levels of organizations and in a global context. Many of his research efforts have been interdisciplinary in nature. For example, David’s recent activities in the area of organizational neuroscience have gained notoriety in both academic and practitioner circles, including publications in the Academy of Management Journal and the Journal of Applied Psychology, as well as write-ups in the Wall Street Journal, Inc. Magazine, and the Financial Times. Further, he is recognized as largely originating the concept of responsible leadership, which involves understanding leadership processes in the realm of corporate social responsibility. In addition to the journals mentioned above, David’s accomplishments include over 115 articles in such journals as the Academy of Management Review, Academy of Management Perspectives, Personnel Psychology, Administrative Science Quarterly, Organization Science, Journal of Management, Organizational Research Methods, and The Leadership Quarterly. According to Google Scholar, his work has been cited approximately 22,000 times. He has also published 3 books on 360-degree feedback, leadership and open communication, and organizational neuroscience, respectively. David is on the editorial review boards of the Academy of Management Journal, Academy of Management Review, Academy of Management Perspectives, Journal of Applied Psychology, Personnel Psychology, and The Leadership Quarterly. He is a Fellow of the American Psychological Association, as well as the Society for Industrial and Organizational Psychology. He has consulted for a number of companies and governmental agencies in the United States, Canada, and Mexico, including IBM, Nortel, Goodyear-Mexico, Homestake Mining Organization, the Arizona Department of Public Safety, and the Information Technology Alliance.

Charles O’Reilly B.S. (Chemistry), University of Texas at El Paso; M.B.A. (Information Systems), Ph.D. (Organizational Behavior) University of California at Berkeley (Frank E. Buck Professor of Management). He has taught at UCLA, Berkeley, and been a visiting professor at the Harvard Business School. His teaching has concentrated on strategy, leadership, and the management of human resources. He has won teaching awards at Berkeley and Stanford and recently received both a Lifetime Achievement Award and the Distinguished Scholarly Contribution Award from the Academy of Management. Charles’ research focuses on leadership, innovation, and organizational culture and change. He has also developed and served as faculty director of several Executive Education programs, including Leading Change and Organizational Renewal and The Human Resources Executive Program. He has consulted widely with firms in the U.S., Europe, and Asia. Charles has published more than 100 articles and several books. His most recent research focuses on organizational culture, the impact of senior management on innovation and change. His latest book, Lead and Disrupt: How to Solve the Innovator’s Dilemma (Stanford University

Press, 2016), explores why successful firms sometimes fail—and what it takes for leaders to help their organizations survive and prosper over long time periods. He is a Fellow of the American Psychological Society and American Psychological Association, as well as a member of the Academy of Management.

Table of Contents

Preface
About the Authors
Acknowledgments
PART I. FOUNDATIONS FOR EFFECTIVE LEADERSHIP
CHAPTER 1. Introduction
Defining Organizational Leadership
Some Important Introductory Questions
Approach and Organization of This Book
CHAPTER 2. Leader Traits and Characteristics
Leader Traits
Leader Behavior Styles
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
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
Managing Up
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
PART II. CONTEMPORARY ISSUES IN LEADERSHIP
CHAPTER 6. Ethical and Moral Leadership
The Ethical/Moral Person
Actions as a Leader
Responsible and Accountable Leadership
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
Video Case 6.6: Vision, Values, and Culture
Conclusion
Appendix A: Behavioral Norms and Values Survey
Appendix B: Information Sharing (or Not Sharing at Harmony Inc
CHAPTER 7. Seeking, Receiving, and Giving Feedback
Seeking and Receiving Feedback as a Leader
Giving Feedback as a Leader
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
Leadership and the Stages of Team Development
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
Challenges for Male Leaders in an Increasingly Diverse Environment
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
Global Leadership Orientation
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
Charismatic and Transformational Leadership
Mission as a Basis for Vision
Effective Leader 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?
Aligning Culture With Vision, Mission, and Strategy
How Do Leaders Create and Reinforce Culture?
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
The Role of the Leader in 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
Appendix Exhibit 1: ASU Vision and University Goals
Appendix Exhibit 2: Crow’s Vision for ASU: Elements, Accomplishments and Challenges or Setbacks
Appendix Exhibit 3: Crow’s Leadership Approach
Index