Organizational Leadership

Overview

Organizational Leadership examines the concepts, issues, and practices that comprise the core of organizational leadership from a global and interpretive perspective. Underpinning its story with a mixture of description, analysis, and critique, Bratton/Grint/Nelson achieves a distinct point of view by examining leadership through a variety of prisms and by giving competing and globally diverse viewpoints equal shares in the debate. Two components unique to this text are its global outlook and its interactive ...

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Overview

Organizational Leadership examines the concepts, issues, and practices that comprise the core of organizational leadership from a global and interpretive perspective. Underpinning its story with a mixture of description, analysis, and critique, Bratton/Grint/Nelson achieves a distinct point of view by examining leadership through a variety of prisms and by giving competing and globally diverse viewpoints equal shares in the debate. Two components unique to this text are its global outlook and its interactive CD-ROM, which includes interviews with academics and practitioners, self-assessments, and case studies. Companies profiled in the case studies are Ziba Design (Portland Oregon), Pamela Rodgers Chevrolet (Detroit, Michigan), Calgary Police Service, Banff Springs Hotel, the Body Shop and Volvo Cars.

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Product Details

  • ISBN-13: 9780324120677
  • Publisher: Cengage South-Western
  • Publication date: 1/1/2005
  • Pages: 361

Meet the Author

John Bratton is Associate Professor at the University of Calgary, Alberta, Canada, where he teaches human resource management and leadership and is currently director of the university¿s Workplace Learning Research Unit. He has also taught at the University College of the Cariboo, British Columbia, Canada (1991-97), at the UK Open University (part-time), and at the Leeds Business School (1981-91), Leeds Metropolitan University, England. Bratton holds a B.Sc. in economics from the University of Hull; an M.A. from the University of Leeds; and a Ph.D. in industrial relations from the University of Manchester. His research interests center on the politics of technology, job design, and workplace learning.

Keith Grint is a Fellow in Organizational Behavior and University Reader in Organizational Behavior, at Templeton College, Oxford University. His research interests include the practical implications of contemporary management theory; the comparative analysis of managerial innovations; organizational theory; technology; leadership and re-engineering.

He worked in various industries for ten years before becoming an academic. He taught industrial sociology at Brunel University (London) for six years and then came to Oxford. He has published seven books and over 40 articles on topics ranging from business process re-engineering to leadership, Japanization, appraisal schemes, organizational theory, and the sociology of work. His current research, funded by a two-year ESRC Senior Research Fellowship, focuses on leadership.

Dr. Debra L. Nelson is The CBA Associates Professor of Business Administration and Professor of Management at Oklahoma State University. She received her Ph.D. from the University of Texas at Arlington, where she was the recipient of the R. D. Irwin Dissertation Fellowship Award. Dr. Nelson is the author of over 70 journal articles focusing on organizational stress management, gender differences at work, and positive organizational behavior. Dr. Nelson's research has been published in the ACADEMY OF MANAGEMENT EXECUTIVE, ACADEMY OF MANAGEMENT JOURNAL, ACADEMY OF MANAGEMENT REVIEW, MIS QUARTERLY, ORGANIZATIONAL DYNAMICS, JOURNAL OF ORGANIZATIONAL BEHAVIOR, and other journals. In addition, she is coauthor/coeditor of several books, including POSITIVE ORGANIZATIONAL BEHAVIOR (Sage, 2007); UNDERSTANDING ORGANIZATIONAL BEHAVIOR (South-Western, 2008); GENDER, WORK STRESS, AND HEALTH (APA, 2002); ADVANCING WOMEN IN MANAGEMENT (Blackwell, 2002); and PREVENTIVE STRESS MANAGEMENT IN ORGANIZATIONS (APA, 1997). Dr. Nelson has also served as a consultant to several organizations including AT&T, American Fidelity Assurance, Sonic, State Farm Insurance Companies, and Southwestern Bell. She has presented leadership and preventive stress management seminars in a host of organizations, including Blue Cross/Blue Shield, Conoco, and Oklahoma Gas and Electric. Dr. Nelson also serves on the editorial review boards of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, LEADERSHIP, and the JOURNAL OF LEADERSHIP AND ORGANIZATION STUDIES.

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Table of Contents

PART 1. LEADERSHIP AS A PROCESS 1. Introduction to Leadership PART 2. THE CONTEXT 2. Globalization, Organizational Design, and Context 3. Management and Leadership PART 3. THE LEADER 4. Classical Views of Leadership 5. Leadership, Power, and Inertia 6. Early Theories of Leadership 7. Contingency Theories of Leadership 8. Gender and Leadership 9. Charismatic and Transformational Leadership PART 4. THE FOLLOWERS 10. Followers and Leadership 11. Followers in Work Groups and Work Teams 12. Communicating with Followers

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